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Agenda Packet CC - 09/21/2015 - City Council Agenda Packet
Joe Lockwood, Mayor CITY COUNCIL Karen Thurman Matt Kunz Bill Lusk Burt Hewitt Joe Longoria Rick Mohrig CITY COUNCIL CHAMBERS City Hall, Suite 107E Monday, September 21, 2015 Regular Council Meeting Agenda 6:00 PM INVOCATION - Deacon Joe Pupo, St. Thomas Aquinas Catholic Church, Alpharetta, GA. CALL TO ORDER 1) ROLL CALL 2) PLEDGE OF ALLEGIANCE (Led by Mayor Joe Lockwood) 3) APPROVAL OF MEETING AGENDA (Add or remove items from the agenda) (Agenda Item No. 15-249) MILTON CITY COUNCIL REGULAR COUNCIL MEETING SEPTEMBER 21 , 2015 Page 2 of 5 Persons needing special accommodations in order to participate in any City meeting should call 678-242-2500. 4) PUBLIC COMMENT 5) CONSENT AGENDA 1. Approval of the August 20, 2015 Special Called Work Session Council Meeting Minutes. (Agenda Item No. 15-250) (Sudie Gordon, City Clerk) 2. Approval of the September 9, 2015 Regular City Council Meeting Minutes. (Agenda Item No. 15-251) (Sudie Gordon, City Clerk) 3. Approval of the September 14, 2015 Special Called City Council Meeting Minutes. (Agenda Item No. 15-252) (Sudie Gordon, City Clerk) 4. Approval of the Financial Statements for the Period Ending August, 2015. (Agenda Item No. 15-253) (Stacey Inglis, Assistant City Manager) 5. Approval of an Online Registration and Servicing Agreement for the City of Milton and Cirilian, Inc., dba REC1 for Parks and Recreation Programming Online Registration and Facility Rental. (Agenda Item No. 15-254) (Jason Wright, Innovation and Strategy Manager) 6. Approval of a Resolution Adopting the Capital Improvements Element as an Amendment to the Milton 2030 Comprehensive Plan. (Agenda Item No. 15-255) (Kathleen Field, Community Development Director) 7. Approval of a Resolution by the City of Milton Adopting a Policy of the City of Milton with Respect to the Providing of Representation for Milton Elected Officials and Employees in Certain Circumstances. (Agenda Item No. 15-256) (Ken Jarrard, City Attorney) 6) REPORTS AND PRESENTATIONS 1. Proclamation Recognizing Childhood Cancer Awareness Month. (Presented by Mayor Joe Lockwood) MILTON CITY COUNCIL REGULAR COUNCIL MEETING SEPTEMBER 21 , 2015 Page 3 of 5 Persons needing special accommodations in order to participate in any City meeting should call 678-242-2500. 7) FIRST PRESENTATION 1. Consideration to Adopt the Impact Fee Ordinance and to Create Chapter 25 “Impact Fees” in the City Code of Ordinances. (Agenda Item No. 15-257) (Discussed at September 14, 2015 City Council Work Session) (Kathleen Field, Community Development Director) 8) PUBLIC HEARING 1. Consideration of an Ordinance to Adopt Amendments to the Fiscal 2015 Budget for Each Fund of the City of Milton, Georgia Amending the Amounts Shown in Each Budget as Expenditures, Amending the Several Items of Revenue Anticipations, Prohibiting Expenditures to Exceed Appropriations, and Prohibiting Expenditures to Exceed Actual Funding Available. (Agenda Item No. 15-243) (First Presentation at September 9, 2015 Regular Council Meeting) (Stacey Inglis, Assistant City Manager) 2. Consideration of an Ordinance of the Mayor and Council of the City of Milton, Georgia, to Adopt the Fiscal 2016 Budget for Each Fund of the City of Milton, Georgia Appropriating the Amounts Shown in Each Budget as Expenditures, Adopting the Several Items of Revenue Anticipations, Prohibiting Expenditures to Exceed Appropriations, and Prohibiting Expenditures to Exceed Actual Funding Available. (Agenda Item No. 15-244) (Discussed at August 10, 2015 Work Session) (First Presentation at September 9, 2015 Regular Council Meeting) (First Public Hearing at September 9, 2015 Regular Council Meeting) (Chris Lagerbloom, City Manager) 9) ZONING AGENDA 1. Consideration of RZ15-15 – To Amend the Rural Viewshed within the Rural Milton Overlay for Single Family Type Uses. [Sec. 64-114(a)]. (Agenda Item No. 15-242) (First Presentation at September 9, 2015 Regular City Council Meeting) (Discussed at September 14, 2016 Work Session) (Kathleen Field, Community Development Director) MILTON CITY COUNCIL REGULAR COUNCIL MEETING SEPTEMBER 21 , 2015 Page 4 of 5 Persons needing special accommodations in order to participate in any City meeting should call 678-242-2500. 10) UNFINISHED BUSINESS 1. Consideration of an Ordinance to Adopt Amendments to the Fiscal 2015 Budget for Each Fund of the City of Milton, Georgia Amending the Amounts Shown in Each Budget as Expenditures, Amending the Several Items of Revenue Anticipations, Prohibiting Expenditures to Exceed Appropriations, and Prohibiting Expenditures to Exceed Actual Funding Available. (Agenda Item No. 15-243) (First Presentation at September 9, 2015 Regular Council Meeting) (Public Hearing held at September 21, 2015 Regular Council Meeting) (Stacey Inglis, Assistant City Manager) 2. Consideration of an Ordinance of the Mayor and Council of the City of Milton, Georgia, to Adopt the Fiscal 2016 Budget for Each Fund of the City of Milton, Georgia Appropriating the Amounts Shown in Each Budget as Expenditures, Adopting the Several Items of Revenue Anticipations, Prohibiting Expenditures to Exceed Appropriations, and Prohibiting Expenditures to Exceed Actual Funding Available. (Agenda Item No. 15-244) (Discussed at August 10, 2015 Work Session) (First Presentation at September 9, 2015 Regular Council Meeting) (First Public Hearing at September 9, 2015 Regular Cou ncil Meeting) (Second Public Hearing at September 21, 2015 Regular Council Meeting) (Chris Lagerbloom, City Manager) 3. Consideration of an Ordinance to Create to Create a Conservation Subdivision – Chapter 50, Article V of the City Code of Milton. (Agenda Item No. 15-183) (First Presentation at July 6, 2015 Regular Council Meeting) (Discussed at July 13, 2015 City Council Work Session) (Discussed at August 20, 2015 Special Called Council Work Session) (Ken Jarrard, City Attorney) (THIS ITEM WAS POSTPONED BY MOTION AND VOTE AT THE SEPTEMBER 14, 2015 SPECIAL CALLED MEETING AND WILL NOT BE DISCUSSED.) 11) NEW BUSINESS (None) 12) ADMINISTRATIVE HEARING RELATED TO ALCOHOL LICENSE 1. Administrative Hearing Regarding the Possible Suspension or Revocation of the Alcohol License for C.C.E. Group, Inc., d/b/a Montana’s Bar & Grill Located at 13695 Highway 9, Milton, Georgia 30004. (Agenda Item No. 15-258) (Ken Jarrard, City Attorney) 13) MAYOR AND COUNCIL REPORTS MILTON CITY COUNCIL REGULAR COUNCIL MEETING SEPTEMBER 21 , 2015 Page 5 of 5 Persons needing special accommodations in order to participate in any City meeting should call 678-242-2500. 14) STAFF REPORTS Department Updates 1. Fire 2. Finance 3. Information Technology 4. Innovation & Engagement 5. Human Resources 15) EXECUTIVE SESSION (if needed) 16) ADJOURNMENT (Agenda Item No. 15-259) The minutes were provided electronically WA Lei HOME OF ` ESTABLISHED 2004 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 10, 2015 FROM: City Manager AGENDA ITEM: Approval of the Financial Statements for the Period Ending August, 2015. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER., APPROVED () NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED: () YES NO CITY ATTORNEY REVIEW REQUIRED. () YES NO APPROVAL BY CITY ATTORNEY () APPROVED () NOT APPROVED PLACED ON AGENDA FOR: 0�21is REMARKS © Your PHONE: 67$.242.2500 FAX: 67$.242.2499 yGrten ` 9 Certified* iaP 10U wa ctn ,r into@cityofmiltonga.us I www.cityotmiltanga.us C01?111'i uirlIt y 13000 Deerfield Parkway. Suite 107 � Muton GA 30004 'a`l To: Honorable Mayor and City Council Members From: Stacey Inglis, Assistant City Manager Date: Submitted on September 10, 2015 for the September 21, 2015 Regular Council Meeting Agenda Item: Financial Statements for Period 11 – August 2015 Overview and Financial Highlights: General Fund Revenue collections for the General Fund are 4.57% over what is anticipated for the eleventh period of the fiscal year. Total expenditures to-date are $24,762,221 and are 4.93% less than expected for this period of the fiscal year. Capital Project Fund Expenditures within this fund continue to occur on a project-by-project basis. With a total project expenditure budget of $12,583,673, capital expenditures-to-date total $4,831,539. City of Milton STATEMENT OF REVENUES & EXPENDITURES General Fund For the Period Ending August 2015 Actual Budgeted Variance over/(under)Actual Budgeted Variance over/(under) Property Tax 8,992,500 12,397 - 12,397 481,107 402,123 78,983 Motor Vehicle Tax 995,000 92,265 82,917 9,348 816,703 829,167 (12,464) Intangible Tax 175,000 24,913 14,583 10,330 188,187 145,833 42,353 Real Estate Transfer Tax 75,000 9,221 6,250 2,971 76,862 62,500 14,362 Franchise Fees 1,850,000 127,560 127,560 - 1,406,361 1,447,500 (41,139) Local Option Sales Tax 8,000,000 719,654 666,667 52,987 7,009,492 6,666,667 342,826 Alcohol Beverage Excise Tax 295,000 25,513 24,583 929 245,424 245,833 (410) Business & Occupation Tax 660,000 5,820 6,600 (780) 648,989 640,200 8,789 Insurance Premium Tax 1,680,000 - - - - - - Financial Institution Tax 39,673 - - - 39,673 39,673 - Penalties & Interest 34,600 1,473 1,042 431 33,698 33,550 148 Alcohol Beverage Licenses 147,400 - - - 147,400 147,400 - Other Non-Business Permits/Licenses 18,900 1,782 1,050 732 23,980 17,767 6,213 Zoning & Land Disturbance Permits 222,100 49,275 1,383 47,891 225,978 220,717 5,261 Building Permits 470,000 35,430 39,167 (3,736) 427,964 430,833 (2,870) Intergovernmental Revenue - - - - - - - Other Charges for Service 485,400 18,776 35,000 (16,224) 466,493 446,708 19,785 Municipal Court Fines 551,000 57,775 45,917 11,858 527,811 505,083 22,728 Interest Earnings 22,500 2,022 1,875 147 28,125 20,625 7,500 Contributions & Donations - 53 53 - 2,642 - 2,642 Other Revenue 46,660 3,869 2,799 1,069 92,406 41,062 51,344 Other Financing Sources 36,000 7,256 - 7,256 49,477 30,000 19,477 Total Revenues 24,796,733 1,195,053 1,057,445 137,607 12,938,771 12,373,241 565,530 Actual Budgeted Variance over/(under)Actual Budgeted Variance over/(under) Mayor and Council 172,810 14,755 16,087 (1,333) 138,711 151,440 (12,729) City Clerk 192,358 18,209 13,672 4,537 151,034 173,010 (21,976) City Manager 675,067 48,742 46,173 2,568 546,179 597,880 (51,701) General Administration 39,414 1,197 1,678 (480) 38,473 37,736 737 Finance 431,244 23,233 26,365 (3,131) 339,635 369,933 (30,298) Legal 230,000 19,921 19,167 754 186,403 191,667 (5,264) Information Technology 788,178 62,279 63,036 (757) 684,088 725,582 (41,495) Human Resources 323,149 16,579 21,634 (5,055) 224,388 271,111 (46,723) Risk Management 251,855 22,597 22,596 1 170,019 170,017 3 General Government Buildings 386,485 31,269 32,207 (938) 352,562 354,278 (1,716) Public Information & Marketing 358,730 19,107 21,641 (2,534) 291,984 325,472 (33,488) Municipal Court 301,471 21,198 23,138 (1,939) 234,853 269,425 (34,572) Police 3,967,560 233,052 280,664 (47,612) 3,193,565 3,465,549 (271,984) Fire 5,566,535 352,104 423,250 (71,146) 4,765,613 4,984,586 (218,973) Public Works 1,762,863 98,744 94,323 4,421 1,503,893 1,659,737 (155,844) Parks & Recreation 950,945 12,276 40,861 (28,585) 736,451 873,943 (137,492) Community Development 978,451 49,769 68,698 (18,929) 657,330 880,377 (223,047) Economic Development 79,941 2,833 2,943 (110) 44,260 42,858 1,402 Debt Service - Capital Lease Payment 179,117 - - - 179,117 179,117 - Operating Transfers to Other Funds 11,262,182 938,515 938,515 - 10,323,667 10,323,667 - Operating Reserve 177,068 - - - - - - Total expenditures 29,075,423 1,986,379 2,156,647 (170,268)24,762,221 26,047,383 (1,285,161) Net Income/(Loss)(4,278,690)(791,327)(11,823,450) Fund Balance - Beginning 10,798,747 10,798,747 Fund Balance - Ending 6,520,057 (1,024,703) Revenues Annual Budget Current Month Year-to-Date Operating Expenditures Annual Budget Current Month Year-to-Date 2 of 9 Original Budgeted Amounts Amended Budgeted Amounts Current Period Actuals Year-to-Date Actuals Variance with Final Budget - Positive (Negative) REVENUES Earth Day Vendor Fee 500$ 500$ -$ 400$ (100)$ Artisan Farmer's Market Vendor -$ -$ -$ 140$ 140$ Interest Revenues - - 3 21 21 Crabapple Fest Sponsor 8,500 8,500 5,500 6,500 (2,000) Earth Day Sponsor 3,500 3,500 - 2,000 (1,500) Concert Sponsor 12,000 12,000 - - (12,000) Mayor's Run Sponsor 500 500 - 1,000 500 Artisan Farmer's Market Sponsor 18,300 18,300 - - (18,300) Craft Beer & Wine Festival Sponsor 35,000 35,000 - - (35,000) Donations/MGG - - - 1,068 1,068 T-shirt Sales - - - - - Mayor's Run Reg. Fees 450 450 - 675 225 Roundup Food Sales - - - - - Total revenues 78,750$ 78,750$ 5,503$ 11,804$ (66,946)$ EXPENDITURES Current: Special Events 123,825$ 123,825$ 3,400$ 62,600$ 61,225$ Total Expenditures 123,825$ 123,825$ 3,400$ 62,600$ 61,225$ OTHER FINANCING SOURCES (USES) Transfers in from Hotel/Motel Tax Fund 40,000$ 40,000$ -$ 40,000$ -$ Total other financing sources and uses 40,000$ 40,000$ -$ 40,000$ -$ Net change in fund balances (5,075)$ (5,075)$ (10,797)$ Fund balances - beginning 43,287 43,287 43,287 Fund balances - ending 38,212$ 38,212$ 32,491$ City of Milton Special Events Fund Statement of Revenues, Expenditures, and Changes in Fund Balances - Budget and Actual For the Period Ended August 31, 2015 3 of 9 Original Budgeted Amounts Amended Budgeted Amounts Current Period Actuals Year-to-Date Actuals Variance with Final Budget - Positive (Negative) REVENUES Cash Confiscations/State Funds -$ -$ -$ -$ -$ Cash Confiscations/Fed Funds/US Marshal - - - - - Cash Confiscations/HIDTA - - 1,761 56,058 56,058 Interest Revenues/State Funds - - 2 24 24 Interest Revenues/Federal Funds - - 5 56 56 Realized Gain on Investments/State Funds - - - - - Budgeted Fund Balance - - - - - Total revenues -$ -$ 1,768$ 56,138$ 56,138$ EXPENDITURES Current: Police 33,000$ 33,000$ -$ 16,186$ 16,814$ Total Expenditures 33,000$ 33,000$ -$ 16,186$ 16,814$ OTHER FINANCING SOURCES (USES) Transfers in from General Fund -$ -$ -$ -$ -$ Total other financing sources and uses -$ -$ -$ -$ -$ Net change in fund balances (33,000)$ (33,000)$ 39,952$ Fund balances - beginning 163,191 163,191 163,191 Fund balances - ending 130,191$ 130,191$ 203,143$ City of Milton Confiscated Assets Fund Statement of Revenues, Expenditures, and Changes in Fund Balances - Budget and Actual For the Period Ended August 31, 2015 4 of 9 Original Budgeted Amounts Amended Budgeted Amounts Current Period Actuals Year-to-Date Actuals Variance with Final Budget - Positive (Negative) REVENUES Wireless 911 Fees 800,000$ 800,000$ 51,145$ 676,285$ (123,715)$ Interest Revenue 175 175 24 270 95 Total revenues 800,175$ 800,175$ 51,168$ 676,555$ (123,620)$ EXPENDITURES Current: Public Safety 821,000$ 821,000$ 1,589$ 511,029$ 309,971$ Total Expenditures 821,000$ 821,000$ 1,589$ 511,029$ 309,971$ OTHER FINANCING USES Unallocated -$ -$ -$ -$ -$ Transfers out to Capital Projects Fund 400,000$ 400,000$ 33,333$ 366,667$ (33,333)$ Total other financing sources and uses 400,000$ 400,000$ 33,333$ 366,667$ (33,333)$ Net change in fund balances (420,825)$ (420,825)$ (201,140)$ Fund balances - beginning 479,271 768,794 479,271 Fund balances - ending 58,446$ 347,969$ 278,131$ City of Milton E-911 Fund Statement of Revenues, Expenditures, and Changes in Fund Balances - Budget and Actual For the Period Ended August 31, 2015 5 of 9 Original Budgeted Amounts Final Budgeted Amounts Current Period Actuals Year-to-Date Actuals Variance with Final Budget - Positive (Negative) REVENUES Taxes Hotel/Motel Taxes 60,000$ 60,000$ 7,256$ 59,061$ (939)$ Total revenues 60,000$ 60,000$ 7,256$ 59,061$ (939)$ OTHER FINANCING SOURCES/(USES) Transfers out to General Fund 20,000$ 20,000$ 7,256$ 19,061$ (939)$ Transfers out to Special Events Fund 40,000 40,000 - 40,000 - Total other financing sources and uses 60,000$ 60,000$ 7,256$ 59,061$ (939)$ Net change in fund balances - - - Fund balances - beginning - - - Fund balances - ending -$ -$ -$ City of Milton Hotel/Motel Tax Fund Statement of Revenues, Expenditures, and Changes in Fund Balances - Budget and Actual For the Period Ended August 31, 2015 6 of 9 Original Budgeted Amounts Amended Budgeted Amounts Current Period Actuals Year-to-Date Actuals Variance with Final Budget - Positive (Negative) REVENUES Charges for Service Infrastructure Maintenance Fee 70,000$ 70,000$ 19,665$ 76,455$ 6,455$ Sidewalk Replacement Account - - 10,000 54,726 54,726 Crabapple Paving Fee - - - - - Traffic Calming - - - 1,329 1,329 Tree Recompense - - 9,000 147,000 147,000 Landfill Host Fees 90,000 90,000 - 115,440 25,440 HYA Fees - - - - Interest Revenue 1,700 1,700 19 409 (1,291) Penalties and Interest/Other - - - 819 819 Realized Gain or Loss on Investments - - - - - Donation Revenue/Parks & Recration - 100,000 - 100,000 - Insurance Proceeds - - 10,225 10,225 Insurance Proceeds/Public Safety - - - - - Insurance Proceeds/Public Works - - - - - Miscellaneous Revenue - - 4,921 4,921 Atlanta HIDTA Stipend - - - - - Capital Lease Proceeds - - - - - Total revenues 161,700 261,700 38,684$ 511,325$ 249,625$ EXPENDITURES Capital Outlay City Council 300,000$ 585,227$ -$ 369,458$ 215,769$ General Admin 50,000 23,176 - 19,414 3,762 Finance - - - 15,654 (15,654) IT - - - - - Police 2,003,226 2,003,226 136 1,894,010 109,216 Fire 1,853,287 1,853,287 - 204,557 1,648,730 Public Works 6,628,260 6,639,260 79,308 1,085,466 5,553,794 Parks & Recreation 1,115,233 1,284,057 14,495 1,206,684 77,373 Community Development 195,440 195,440 4,319 36,297 159,143 Total Capital Outlay 12,145,446$ 12,583,673$ 98,258$ 4,831,539$ 7,752,134$ Excess of revenues over expenditures (11,983,746) (12,321,973) (59,573) (4,320,213) (7,502,509) OTHER FINANCING SOURCES/(USES) Transfers in from General Fund 4,065,206$ 4,403,433$ 366,953$ 4,036,480$ (366,953)$ Transfers in from E-911 Fund 400,000$ 400,000$ 33,333$ 366,667$ (33,333)$ Unallocated - - -$ -$ -$ Lease Proceeds - - -$ -$ - Proceeds of Sale of Assets - - -$ -$ - Budgeted Fund Balance - - - - - Total other financing sources and uses 4,465,206 4,803,433 400,286 4,403,147 (400,286) Net change in fund balances (7,518,540) (7,518,540) 82,933 Fund balances - beginning 7,875,774 7,875,774 7,875,774 Fund balances - ending 357,234$ 357,234$ 7,958,708$ City of Milton Capital Project Fund Statement of Revenues, Expenditures, and Changes in Fund Balances - Budget and Actual For the Period Ended August 31, 2015 7 of 9 Original Budgeted Amounts Amended Budgeted Amounts Current Period Actuals Year-to-Date Actuals Variance with Final Budget - Positive (Negative) REVENUES Intergovernmental Revenues GDOT Crabapple Streetscape 500,000$ 500,000$ -$ -$ (500,000)$ GDOT TAP (Big Creek Greenway)188,623 188,623 - 41,891 (146,732) CDBG - - 4,200 4,200 4,200 LMIG Funds 200,000 200,000 - 278,684 78,684 GDOT HPP Funds 7,648,156 7,648,156 - 622,373 (7,025,783) MARTA Grant 177,355 177,355 - 102,705 (74,650) SR 9 @ Bethany Bend Grant 17,726 17,726 621 16,854 (872) GDOT-Signage/Landscaping 4,062 4,062 - - (4,062) Trail Connection to Big Creek Greenway 15,000 15,000 - 15,000 - Interest Revenues - - 0 45 45 Total revenues 8,750,922$ 8,750,922$ 4,822$ 1,081,751$ (7,669,171)$ EXPENDITURES Capital Outlay Unallocated -$ -$ -$ -$ -$ Public Safety - - - Public Works 9,396,085$ 9,396,085$ 466,859$ 3,505,664$ 5,890,421$ Community Development 4,900 4,900 - - 4,900 Total Capital Outlay 9,400,985$ 9,400,985$ 466,859$ 3,505,664$ 5,895,321$ Excess of revenues over expenditures (650,063) (650,063) (462,037) (2,423,913) (1,773,850) OTHER FINANCING SOURCES (USES) Transfers in to General Fund 600,180$ 600,180$ 50,015$ 550,165$ (50,015)$ Budgeted Fund Balance - - - - - Total other financing sources and uses 600,180$ 600,180$ 50,015$ 550,165$ (50,015)$ Net change in fund balances (49,883) (49,883) (1,873,748) Fund balances - beginning 50,032 50,032 50,032 Fund balances - ending 149$ 149$ (1,823,716)$ City of Milton Capital Grant Fund Statement of Revenues, Expenditures, and Changes in Fund Balances - Budget and Actual For the Period Ended August 31, 2015 8 of 9 Original Budgeted Amounts Amended Budgeted Amounts Current Period Actuals Year-to-Date Actuals Variance with Final Budget - Positive (Negative) REVENUES Intergovernmental Revenues Interest Revenues - - 91 91 Contributions & Donations 100,000 100,000 100,000 100,000 - Total revenues 100,000$ 100,000$ 100,000$ 100,091$ 91$ EXPENDITURES Capital Outlay General Government Buildings 7,412,301$ 7,412,301$ -$ 196,711$ 7,215,590$ Parks & Recreation 9,131,258 9,131,258 569,431 5,770,702 3,360,556 Bond Principal 535,000 535,000 - - 535,000 Bond Interest 300,000 300,000 - 669 299,331 Total Capital Outlay 17,378,559$ 17,378,559$ 569,431$ 5,968,081$ 11,410,478$ Excess of revenues over expenditures (17,278,559) (17,278,559) (469,431) (5,867,990) 11,410,569 OTHER FINANCING SOURCES (USES) Transfers in from General Fund 6,258,569$ 6,258,569$ 521,547$ 5,737,022$ (521,547)$ Revenue Bond Proceeds 9,600,000 9,600,000 - - 9,600,000 Total other financing sources and uses 15,858,569$ 15,858,569$ 521,547$ 5,737,022$ 9,078,453$ Net change in fund balances (1,419,990) (1,419,990) (130,969) Fund balances - beginning 1,419,989 1,419,989 1,419,989 Fund balances - ending (1)$ (1)$ 1,289,021$ City of Milton Capital Projects Fund - Revenue Bond Statement of Revenues, Expenditures, and Changes in Fund Balances - Budget and Actual For the Period Ended August 31, 2015 9 of 9 A HOME OPINE BEST C :! �i.ITY OF L€FE !N GEORGIA.' MT-LTON't FSTABLISHED 2006 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 10, 2015 FROM: City Manager AGENDA ITEM: Approval of an Online Registration and Servicing Agreement for the City of Milton and Cirilian, Inc., dba REC1 for Parks and Recreation Programming Online Registration and Facility Rental. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER: APPROVED () NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED:) YES () NO CITY ATTORNEY REVIEW REQUIRED. YES ONO APPROVAL BY CITYATTORNEY APPROVED O NOT APPROVED PLACED ON AGENDA FOR: Q R -11) REMARKS ©* Yaufffn_ PHONE: 678.242.25001 FAX: 678.242.2499 ® Green *cea�r* ran.ou info@cityofmilfonga.us i www.cityofmiitonga.us WILDLIFE Community chi 13000 Deerfield Parkway, Suite 107 1 Milton GA 30004 E 'e� To: Honorable Mayor and City Council Members From: Jason Wright, Innovation and Strategy Manager Date: Submitted on September 11, 2015 for the September 21, 2015 Regular Council Meeting Agenda Item: Approval of an Online Registration and Servicing Agreement for the City of Milton and Cirilian, Inc., dba REC1 for Parks and Recreation Programming Online Registration and Facility Rental. ______________________________________________________________________________ Department Recommendation: Approval. Executive Summary: In preparation for field rentals at Bell Memorial Park, I met with Jim Cregge to find a solution that would streamline and virtualize all rentals – and give us the ability to expand our registration for Camp Joyful Soles. Rec1 is a local company headquartered in Crabapple and they provide a great product already in use in Johns Creek. Funding and Fiscal Impact: Cost is 10 percent of all rental income, or $100 a month, whichever is more. We do not expect that we will incur rental payments equaling more than $1,000 a month – so we expect to pay just $100. Funding of $1,200 a year is budgeted. Alternatives: Denial; continuation of current PDF-based rental system. Legal Review: Paul Higbee – Jarrard & Davis (9/11/2015) Concurrent Review: Chris Lagerbloom, City Manager Attachment(s): Supporting documents ONLINE REGISTRATION AND SERVICING AGREEMENT FOR CITY OF MILTON AND CIRILIAN, INC. dba REC1 This ONLINE REGISTRATION AND SERVICING AGREEMENT (the “Agreement”) is made and entered into as of this ____ day of ________________, 2015 by and between Cirilian, Inc., a Georgia corporation d/b/a “Rec1” (“Rec1”), whose address is 12460 Crabapple Road, Suite 202, #111, Alpharetta, GA 30004, and the City of Milton, Georgia, a municipal corporation of the State of Georgia, (“Customer”), whose address is 13000 Deerfield Parkway, Suite 107A, Milton, GA 30004. W I T N E S S E T H: WHEREAS, Rec1 is a corporation formed pursuant to the laws of the State of Georgia and is presently in existence and in good standing; and WHERAS, Customer is seeking a software registration system for its Parks, Recreation, and Cultural Services Department; WHEREAS, Customer desires to engage Rec1 for a specific term to provide a software registration system, as well as maintenance therefor, and Rec1 desires to be engaged by Customer in accordance with and subject to the terms and conditions hereafter set forth; and WHEREAS, the parties hereto believe it to be in their best interests to create a definite and certain Online Registration and Servicing Agreement under the terms and conditions set forth herein. NOW, THEREFORE, for and in consideration of the mutual promises herein, and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties hereto agree as follows: 1. Recitals. The statements above are true and correct and herein incorporated into this Agreement by this reference. 2. Engagement. Customer hereby engages Rec1 to perform the services as more particularly described in the attached Exhibit “A” – Services Provided, incorporated herein by reference (the “Services Provided”). 3. Duties of Rec1. Rec1 shall serve as the provider to Customer of the Services Provided. 4. Term. Customer and Rec1 hereby agree that this Agreement is terminable for convenience upon prior written notice by either party by regular first class mail to the other party at the address listed in Paragraph 12 below. The Agreement shall be terminated 30 days after receipt of such notice. The parties agree to continue performance thereunder until the effective date of termination unless the parties mutually agree to an earlier effective date of termination. Upon termination of this Agreement and expiration of any applicable notice period, the parties hereto shall have no further liability or obligation except as explicitly provided hereunder as surviving termination of the Agreement. If the Term of this Agreement is longer than one year, the Parties agree that this Agreement, as required by O.C.G.A. § 36-60-13, shall terminate absolutely and without further obligation on the part of the Customer at the end of each calendar year, and further, that this Agreement shall automatically renew on the first day of each subsequent calendar year absent the Customer’s provision of written notice of non- renewal to Rec1 at least five (5) days prior to the end of the then current calendar year. Unless otherwise provided herein regarding property that shall remain the sole and exclusive property of Rec1, title to any supplies, materials, equipment, or other personal property shall remain in Rec1 until fully paid for by the Customer. 5. Payment Agreement. a. Fee for Basic Portal Services. Customer agrees to pay Rec1 a monthly fee ("Basic Portal Services Fee") based upon usage, billed in arrears monthly in an amount equal to 1% per registration transaction fee collected by the Customer (“Customer Transactional Fee”). Rec1 shall invoice Customer the first week of each month for Basic Portal Services Fees incurred during the prior month’s processing. Such Basic Portal Services Fees charged by Rec1 do not include any transactional or monthly fees assessed by Customer’s credit card processor. The minimum monthly Basic Portal Services Fee shall be $100 per unique REC1 organizational account. The Basic Portal Services Fee shall be independent of any Merchant Processing Fees described in subsection b below. b. Rec1 Merchant Account. If Rec1 provides the merchant account for the collection of registration and other credit card monies on behalf of Customer, it shall charge a per transaction processing fees (“Merchant Processing Fee”) as provided herein. Merchant Processing Fees will be calculated using a “Processing Rate” which is a percentage of each positive Charge that is captured through the system. No Processing Rate fees are credited back in the event of a refund or credit. In addition to the Processing Rate, an additional Transaction Fee will be assessed which is a fixed amount per transaction. This Transaction Fee will also only apply to positive Charges and will not apply to Refunds or Voids. Unless otherwise specified, all fees due and payable to Rec1 will be deducted from the funds collected in the merchant account prior to disbursement. Unless otherwise arranged, disbursements will occur either monthly (on or about the 1st of the next month) or semi-monthly (on or about the 1st as well as the 16th of each month). i. Standard Merchant Processing Rates are as follows: Processing Rate - 3% per “charge” transaction Transaction Fee - $.30 per transaction ii. There are no monthly minimum fees for merchant processing. Customer simply pays for what it uses. iii. Rec1 reserves the right, at any time, to adjust the merchant processing rate or transaction fee to more accurately reflect the amount and type of credit card transactions being processed. Rec1 will give 30 days' notice upon such change. iv. In addition to the Merchant Fees, Customer will also be responsible for extraordinary processing fees assessed by Rec1’s merchant account beyond normal transaction fees. The most typical extraordinary fee would involve a payer reversing a charge on a credit card statement. In such case, Rec1 shall invoice Customer the first week of each month for any such fees in excess of the funds collected in the Customer merchant account incurred during the prior month’s processing. In any event, Customer shall only be responsible for payment to Rec1 of actual, additional fees charged to Rec1 by the merchant as discussed under this subsection 5.b.iv. c. Payment. All amounts due and payable (and not collected through a merchant account, if applicable) must be remitted within 30 days of distribution of the applicable invoice. All invoices are distributed electronically and can be viewed online on the Rec1 website. i. Any payment not received from Customer by Rec1 within 60 days of distribution of the applicable statement shall be subject to an administrative fee in an amount equal to 1.5% per month of any outstanding and unpaid amount. d. Optional Training. Rec1 will provide optional on-site training at a rate of $1,000 per day plus travel costs and expenses. Such on-site training includes 8 hours of training for as many Customer users as is reasonably necessary. e. Custom Development. Rec1 will provide customized development at a rate of $100 per hour. All work will be estimated and agreed upon with Customer prior to work start. f. Fully-Earned. All amounts owed to Rec1 hereunder are fully-earned upon provision of the Services Provided or other charged amounts hereunder, are not subject to withholding or off-set in any manner whatsoever, and are non- refundable upon payment subject only to a clear demonstration of an accounting error. Customer expressly acknowledges and agrees that Customer is familiar with the proposed Services Provided and Rec1’s billing process. Unless otherwise expressly herein provided, if Customer is not satisfied with the Services Provided or the performance of Rec1 hereunder for any reason or no reason whatsoever, Customer’s sole and exclusive remedy shall be to terminate this Agreement as herein provided, and Customer expressly waives any claim to a refund or other compensation. g. In no event shall the total amount paid under this Agreement by Customer exceed $2,400.00 per calendar year (the “Annual Amount”) unless previously agreed to in writing by Customer; provided, however, upon payment of the Annual Amount during any calendar year, Rec1 shall have no further obligation hereunder this Agreement unless Customer agrees in writing to continue paying all amounts due hereunder in excess of the Annual Amount during such calendar year. 6. Indemnification. Rec1 agrees to indemnify, defend and hold harmless Customer and its respective officers, directors, members, employees, agents, representatives and affiliates from and against all claims, suits, obligations, liabilities, actual damages and expenses, including, without limitation, reasonable attorneys’ fees, based upon, arising out of or resulting from any liability, injury, or loss that Customer suffers in connection with the negligence or willful misconduct of Rec1 in performance of Rec1's obligations under this Agreement, except in the event of the sole negligence of Customer. Cu stomer agrees, to the extent, if any, allowed by law, to indemnify, defend and hold harmless Rec1 and its respective officers, directors, members, employees, agents, representatives and affiliates from and against all claims, suits, obligations, liabilities, actual damages and expenses, including, without limitation, reasonable attorneys’ fees, based upon, arising out of or resulting from any liability, injury, or loss that Rec1 suffers in connection with the negligence or willful misconduct of Customer in connection with this Agreement. Further, Customer represents and warrants that any changes, customizations, added functions or options and any other related items to the Software (defined below) requested by Customer, if any, are not the proprietary work of a third party or owned by a third party, and Customer agrees, to the extent, if any, allowed by law, to indemnify, defend and hold harmless Rec1 and its respective officers, directors, members, employees, agents, representatives and affiliates from and against all claims, suits, obligations, liabilities, actual damages and expenses, including, without limitation, reasonable attorneys’ fees, based upon, arising out of or resulting from any liability that Rec1 suffers in connection with implementing such changes, customizations, functions, options or other items at the Customer’s request. If any party hereto receives notice of an event or possible event that would give rise to indemnification as required hereunder, such party shall provide immediate notice to the other party of such event. Further, if either party that is to be indemnified and held harmless hereunder receives payment or other compensation from a third party, any such amount received shall be applied to any amounts owed by the indemnifying party to the indemnified party or to a third party. Neither party shall be responsible for payment of any amount or any damages in excess of such amount actually incurred or suffered by the indemnified party. 7. Relationship of Parties. The Customer and Rec1 agree that Rec1 is an independent contractor with respect to the services provided pursuant to this Agreement. Nothing in this Agreement shall be considered to create the relationship of employer and employee between the parties hereto. The Customer shall not be obligated to pay to Rec1, and Rec1 shall not be entitled to, any benefits accorded to Customer employees by virtue of the services provided under this Agreement. The Customer shall not be responsible for withholding or otherwise deducting federal income tax or social security or any other tax, for contributing to the state industrial insurance program or otherwise assuming the duties of an employer with respect to Rec1. 8. Waiver of Breach. The waiver by either party of a breach of any of the provisions of this Agreement shall not be construed as a waiver by such waiving party of any subsequent breach by the offending party. 9. Binding Effect; Assignment. The rights and obligations as provided under this Agreement shall inure to the benefit of and shall be binding upon the successors and assigns of each party hereto. 10. Entire Agreement. This Agreement contains the entire agreement and supersedes all prior agreements and understandings, oral or written, with respect to the subject matter hereof. This Agreement may be changed only by an agreement in writing signed by the party against whom any waiver, change, amendment, modification or discharge is sought. 11. Governing Law and Venue. THIS AGREEMENT SHALL BE CONSTRUED AND ENFORCED IN ACCORDANCE WITH THE LAWS OF THE STATE OF GEORGIA WITHOUT REGARD TO THE CONFLICTS OF LAW PROVISIONS. THE VENUE FOR ANY LITIGATION UNDER THIS AGREEMENT SHALL BE IN FULTON COUNTY, GEORGIA. 12. Notice. Any notice required or permitted to be given under this Agreement shall be sufficient if in writing and if sent by certified or registered mail, first class, return receipt requested to the parties at the following addresses: To Customer: City of Milton, Georgia 13000 Deerfield Parkway, Suite 107A Milton, GA 30004 Attn: Director, Parks & Recreation Department e-mail: jim.cregge@cityofmiltonga.us To Rec1: 12460 Crabapple Rd Suite 202, #111 Alpharetta, GA 30004 Attn: Landon Schenck e-mail: lschenck@rec1.com 13. Strict Construction. The language used in this Agreement shall be deemed to be in the language chosen by the parties to express their mutual intent, and no rule of strict construction shall be applied for or against any party by reason of such party being deemed the draftsman hereof. 14. Headings. The headings contained in this Agreement are for reference purposes only and shall not affect the meaning or interpretation of this Agreement. 15. Severability. If any provisions of this Agreement shall be held to be invalid or unenforceable for any reason, the remaining provisions shall continue to be valid and enforceable. If a court finds that any provision of this Agreement is invalid or unenforceable, but that by limiting such provision it would become valid or enforceable, then such provision shall be deemed to be written, construed, and enforced as so limited. 16. Waiver of Contractual Right. The failure of either party to enforce any provision of this Agreement shall not be construed as a waiver or limitation of that party’s right to subsequently enforce and compel strict compliance with every provision of this Agreement. 17. Litigation and Attorneys' Fees. If it shall be necessary for either party to this Agreement to bring suit to enforce any provisions hereof or for damages on account of any breach of this Agreement, the substantially prevailing party on any issue in any such litigation and any appeals therefrom shall be entitled to recover from the other party, in addition to any damages or other relief granted as a result of such litigation, all costs and expenses of such litigation and a reasonable attorneys' fee as fixed by the court. 18. Insurance. During the term of this Agreement, Rec1 shall procure and maintain, at Rec1’s sole cost and expense, the following insurance coverages: Technology Liability - $1,000,000 Per Claim/$1,000,000 Aggregate General Liability/Auto - $1,000,000 Per Claim/$2,000,000 Aggregate 19. Ownership of Software, Website, and Portal and Remedies Related Thereto. Customer agrees that it has no right, title, interest or ownership in, or to, the software, website, or portal utilized by Rec1 to provide the Services Provided, or any of its components, programming code or data structures, images or functions or any copies or modifications of the software, User Manuals, or any components, code or data structures thereof or in the software (collectively, the “Software”) except to the extent that Rec1 grants the right to use the Software. The Software shall remain at all times Rec1’s sole and exclusive property. The definition of “Software” shall also include any changes, customizations, added functions, or options and any other related items requested by the Customer and implemented by Rec1, it being hereby expressly acknowledged and agreed that such changes, customizations, functions, options, and items are and shall be the sole and exclusive property of Rec1 and the Customer shall have no right or claim to such changes, customizations, functions, options, or items or any compensation whatsoever related thereto. Customer shall not reproduce or copy any Software or portion thereof without Rec1’s prior written consent. The obligations set forth in this Paragraph shall survive the termination, cancellation, or expiration of this Agreement for any reason whatsoever. Customer agrees that, in the event of a breach or threatened breach by Customer of the provisions of this Agreement, Rec1 shall be entitled to both a temporary and permanent restraining order and a preliminary injunction, or other similar remedy, restraining Customer or any affiliate, officer, agent or assignee from violating the terms of this Agreement. Customer specifically acknowledges that money damages alone would be an inadequate remedy for the injuries and damage that would be suffered and incurred by Rec1 as a result of a breach of any of the provisions of this Paragraph. Such remedy with respect to the provisions of this Paragraph is non-exclusive and shall be in addition to any other remedy available to Rec1 at law or in equity. 20. Warranty. If the Customer determines that some functions/capabilities within Rec1 are not performing up to required specifications, Rec1 will take commercially reasonable measures to remedy such situation during the term of this Agreement at no additional charge to the Customer. Rec1 does not guarantee that Rec1 will implement any and all new enhancement and module requests but will take commercially reasonable efforts to provide features that perform as designed. 21. Nondiscrimination; Drug-Free Workplace. In accordance with Title VI of the Civil Rights Act, as amended, 42 U.S.C. § 2000d, section 303 of the Age Discrimination Act of 1975, as amended, 42 U.S.C. § 6102, section 202 of the Americans with Disabilities Act of 1990, 42 U.S.C. § 12132, and all other provisions of Federal law, Rec1 agrees that, during performance of this Agreement, Rec1, for itself, its assignees and successors in interest, will not discriminate against any employee or applicant for employment, any subcontractor, or any supplier because of race, color, creed, national origin, gender, age or disability. In addition, Rec1agrees to comply with all applicable implementing regulations and shall include the provisions of this Section 21 in every subcontract for services contemplated under this Agreement. Rec1 shall also maintain a Drug Free Workplace. [Remainder of page intentionally blank. Signature page follows.] IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written. CUSTOMER Customer Signatory Name: Signature: Title: Date: CIRILIAN, INC. (d/b/a Rec1) Name: Landon Schenck Signature: Title: President/Secretary Date: [AFFIX CORPORATE SEAL] Exhibit “A” Services Provided Services provided by Rec1 to the Customer under this agreement include the following: ● Access – Rec1 hereby grants a non-exclusive license during the term of the Agreement for the Customer and patrons of the Customer recreational programming to access, use and display Rec1’s online registration service (the “Portal”). Excluding occasional maintenance, the Software shall be available 24 hours per day, seven days per week with a guaranteed uptime of 99%. The Portal is accessible via the public Internet from any PC with an Internet connection. There is no limit to the number of organization users and participants that can enroll using the Portal. ● Online Registration – The Rec1 registration engine through which the Portal is accessed can be integrated with Customer’s website. Rec1 will format a registration page to match the colors and theme of the rest of Customer’s website. Customer would then display a link on its own page that would seamlessly redirect the user to a secure page on the Rec1 server. ● Documentation - All Rec1 startup and user’s guides are maintained electronically in the system and can be accessed through the “Help Center” from within Rec1. Rec1 does not provide paper copies of its guides and help files. ● Data Backups – Rec1 currently performs backups daily of all of its data (6:00 AM). In case of emergency, Rec1 may restore data to the point of the previous backup. ● Enhancements – New features will be added to Rec1 throughout the term of this Agreement. Customer will have full access to all of these new features without additional charge. Customer is also encouraged to submit change requests as they see opportunities for improvement. Rec1 will attempt to implement any and all changes that improve the value of Rec1 to all of our customers at no charge. Thereafter, Customer will be charged a development fee at a $100 hourly rate for custom requests. All work will be estimated and agreed upon in writing by the parties hereto prior to work start. ● Customer Support – Rec1 shall provide an online utility for problem reports and change requests. Customer may also reach Rec1 by phone at 1-800-335-1863 between the hours of 9:00 AM and 6:00 PM Eastern Standard Time, Monday through Friday and excluding national holidays. E-mail support is also available at support@rec1.com. After-hours support is often available but is not guaranteed. Emergencies will be handled as soon as possible. Enhancement requests will be queued based on priority and implemented on a schedule. Rec1 shall have sole and absolute discretion as to whether support requests exceed reasonable use or exceed the scope of services outlined in this Agreement. If the parties hereto cannot agree on levels or limits of acceptable support use, then each party hereto has the option to terminate this Agreement as outlined in Paragraph 4. ● Data – In the event Customer no longer wishes to use Rec1, Rec1 will export Customer data based on a requested format (in most cases). If the data exporting request is initiated by Customer, development will be charged at a $100 hourly rate. All work will be estimated and agreed upon in writing by the parties hereto prior to work start. BE HOME OF ` Tf" ESTABLISHED 2006 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 14, 2015 FROM: City Manager AGENDA ITEM: Approval of a Resolution Adopting the Capital Improvements Element as an Amendment to the Milton 2030 Comprehensive Pian. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER APPROVED O NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED: V) YES () NO CITY ATTORNEY REVIEW REQUIRED: 0 YES () NO APPROVAL BY CITY ATTORNEY APPROVED () NOT APPROVED PLACED ON AGENDA FOR: r � s REMARKS 1792 1,4 9110 YOU= PHONE: 678.242.2500f FAX: 678.242.2494 info@c1tyofm1Ifonga.us i www.cityofmiltonga.us WILDLUL Community E'r;;° 13000 Deerfield Parkway, Suite 107 J Milton GA 30004 'a` To: Honorable Mayor and City Council Members From: Michele McIntosh-Ross, Principal Planner Date: Submitted on September 11, 2015 for the September 21, 2015 Regular Council Meeting (Consent Agenda). Agenda Item: Approval of a Resolution Adopting the Capital Improvements Element as an Amendment to the Milton 2030 Comprehensive Plan. ______________________________________________________________________________ Department Recommendation: Approval. Executive Summary: As part of conducting the Impact Fee Study, a Capital Improvements Element (CIE) was prepared by the city’s impact fee consultants, Ross and Associates. At the July 20, 2015 council meeting the Mayor and City Council approved a Resolution (No. 15-07-344) to transmit the CIE to the Atlanta Regional Commission (ARC) and to the Georgia Department of Community Affairs (DCA). This document has since been approved by the regional and State agencies. Upon the approval of the CIE as an amendment to the Milton 2030 Comprehensive Plan, the Mayor and City Council may consider the adoption of an Impact Fee Ordinance. During the review period of the CIE, the consultants prepared a draft Impact Fee Ordinance. This draft ordinance was reviewed by the city’s attorneys on August 11, 2015 and was discussed with the Impact Fee Study Advisory Committee members on August 26, 2015. The public facility categories included in the proposed impact fee program are Parks, Open Space and Recreation Facilities; Roads, Streets and Bridges; and Public Safety. Upon the adoption of the Impact Fee Ordinance, the city of Milton may start collecting fees from new development that will fund impact fee eligible costs within the named public facility categories. Funding and Fiscal Impact: None. Alternatives: None. Page 2 of 2 Legal Review: Ken Jarrard – Jarrard & Davis (August 11, 2015) Concurrent Review: Chris Lagerbloom, City Manager Attachment(s): CIE Document, CIE Approval Letter, and the Resolution to adopt the CIE as an Amendment to the 2030 Comprehensive Plan. STATE OF GEORGIA COUNTY OF FULTON RESOLUTION NO. A RESOLUTION ADOPTING THE CAPITAL IMPROVEMENTS ELEMENT AS AN AMENDMENT TO THE MILTON 2030 COMPREHENSIVE PLAN WHEREAS, the City of Milton has prepared a Capital Improvements Element to be incorporated into and update the Milton 2030 Comprehensive Plan (a copy of which is attached hereto as Exhibit “A”); and WHEREAS, a duly advertised public hearing was held on May 4, 2015, at 6:00 P.M. in the Milton City Hall in accordance with Section (3)(a) of Chapter 110-12-2-.04 (Procedural Requirements) of the Development Impact Fee Compliance Requirements chapter of the Georgia Administrative Code; and WHEREAS, a second duly advertised public hearing was held on July 20, 2015, at 6:00 P.M. in the Milton City Hall in accordance with Section (3)(b) of Chapter 110-12-2-.04 (Procedural Requirements) of the Development Impact Fee Compliance Requirements chapter of the Georgia Administrative Code; and WHEREAS, on September 8, 2015, the Georgia Department of Community Affairs determined that the Capital Improvements Element was in compliance with the “Development Impact Fee Compliance Requirements” and the “Minimum Standards and Procedures for Local Comprehensive Planning” adopted by the Department of Community Affairs pursuant to the Georgia Planning Act of 1989; NOW, THEREFORE BE IT RESOLVED, that the Mayor and City Council of the City of Milton do hereby approve the Adoption of the attached Capital Improvements Element as an Amendment to the Milton 2030 Comprehensive Plan. RESOLVED this 21st day of September, 2015. ____________________________________ Joe Lockwood, Mayor Attest: ___________________________ Sudie AM Gordon, City Clerk Capital Improvements Element City of Milton Impact Fee Program Including the following public facility categories: Parks and Recreation Fire Protection Law Enforcement Road Improvements DRAFT: July 20, 2015 Amended September 3, 2015 ROSS+associates urban planning & plan implementation in association with Table of Contents DRAFT – July 20 / Amended Sept 3, 2015 i Capital Improvements Element Table of Contents Introduction ............................................................................................................................ 1 Impact Fees Authorized ...................................................................................... 1 Categories for Assessment of Impact Fees ................................................................ 1 Editorial Conventions ......................................................................................... 2 Forecasts ................................................................................................................................. 4 Regional Setting ............................................................................................... 4 Population and Housing Unit Forecasts .................................................................... 5 Table 1: Population, Housing and Employment Forecasts .......................................................... 5 Table 2: Service Area Forecasts......................................................................................... 6 Parks and Recreation ............................................................................................................ 7 Introduction .................................................................................................... 7 Service Area .................................................................................................... 7 Level of Service ................................................................................................ 7 Table 3: Current Inventory of Park Acres and Planned Trails ...................................................... 7 Table 4: Level of Service Conversion ................................................................................... 8 Forecasts for Service Area ................................................................................... 9 Table 5: Existing and Future Demand..................................................................................... 9 Table 6: Future Park Facility Impact Fee Eligibility ................................................................. 10 Table 7: Future Costs to Meet Future Demand ..................................................................... 11 Fire Protection ...................................................................................................................... 13 Introduction ................................................................................................... 13 Service Area ................................................................................................... 13 Table 8: Inventory of Fire Protection Facilities ...................................................................... 13 Level of Service ............................................................................................... 13 Table 9: Current Level of Service Calculation ....................................................................... 14 Forecasts for Service Area .................................................................................. 15 Table 10: Future Demand Calculation ................................................................................ 15 Table 11: Future Fire Protection Facility Projects ................................................................... 16 Table 12: Future Vehicles Proposed .................................................................................. 17 Table 13: Project Costs to Meet Future Demand ................................................................... 18 Table of Contents DRAFT – July 20 / Amended Sept 3, 2015 ii Capital Improvements Element Law Enforcement ................................................................................................................. 19 Introduction ................................................................................................... 19 Service Area ................................................................................................... 19 Level of Service ............................................................................................... 19 Table 14: Planned Law Enforcement Space ......................................................................... 19 Table 15: Current Level of Service Calculation ..................................................................... 19 Forecasts for Service Area .................................................................................. 20 Table 16: Future Demand Calculation ................................................................................ 20 Table 17: Law Enforcement Center Project Costs .................................................................. 20 Road Improvements ............................................................................................................ 22 Introduction ................................................................................................... 22 Service Area ................................................................................................... 22 Level of Service Standards .................................................................................. 22 Level of Service ............................................................................................... 22 Forecasts for Service Area .................................................................................. 25 Table 18: Road Projects and Estimated Costs – Current Dollars ................................................. 26 Table 19: Road Projects and Estimated Costs – Net Present Value .............................................. 27 Eligible Costs .................................................................................................. 28 Table 20: Eligible Cost Calculation .................................................................................... 28 Exemption Policy .................................................................................................................. 29 Community Work Program ................................................................................................. 30 Glossary ................................................................................................................................. 32 Technical Appendix .............................................................................................................. 34 Methodology – Population Forecasts ...................................................................... 34 Methodology – Housing and Employment Forecasts .................................................... 34 Methodology – Trip Generation ............................................................................ 34 Introduction DRAFT – July 20 / Amended Sept 3, 2015 1 Capital Improvements Element Introduction The purpose of a Capital Improvements Element (CIE) is to establish where and when certain new capital facilities will be provided within a jurisdiction and the extent to which they may be financed through an impact fee program. This Capital Improvements Element addresses parks & recreation, fire protection, law enforcement and road improvements. As required by the Georgia Development Impact Fee Act (“State Act” of “DIFA”), and defined by the Department of Community Affairs in its Development Impact Fee Compliance Requirements, the CIE must include the following for each capital facility category for which an impact fee will be charged: • a projection of needs for the twenty-year planning period to 2035; • the designation of service areas—the geographic area in which a defined set of public facil- ities provide service to development within the area; • the designation of levels of service (LOS)—the service level that is being and will be pro- vided; • a schedule of improvements listing impact fee related projects and costs for the twenty- year planning period; • a description of funding sources for the twenty-year planning period. Additionally, in accordance with the State Act and DCA’s Development Impact Fee Compliance Re- quirements, a policy statement regarding potential impact fee exemptions is included in this CIE if the City wishes to adopt or apply such exemptions in the future. Impact Fees Authorized Impact fees are authorized in Georgia pursuant to O.C.G.A. §36-71-1 et seq., the Georgia Devel- opment Impact Fee Act (DIFA), and are administered by the Georgia Department of Community Affairs pursuant to Chapter 110-12-2, Development Impact Fee Compliance Requirements, of the Georgia Administrative Code. Under DIFA, the City can collect money from new development based on that development’s proportionate share—the ‘fair share’—of the cost to provide the facilities needed specifically to serve new development. This includes the categories of roads, public safety and parks. Revenue for such facilities can be produced from new development in two ways: through future taxes paid by the homes and businesses that growth creates, and through an im- pact fee assessed as new development occurs. Categories for Assessment of Impact Fees To assist in paying for the high costs of expanding public facilities and services to meet the needs of projected growth and to ensure that new development pays a reasonable share of the costs of public facilities, Milton is considering the establishment of impact fees for parks & recreation, fire protection, law enforcement and road improvements. The chapters in this Capital Improvements Element provide population and employment forecasts and detailed information regarding the in- ventory of current facilities, the level of service, and detailed calculations of project costs and the impact of new growth and development for the specific public facilities. The following table shows the facility categories being considered by the City that are eligible for impact fee funding under DIFA and that are considered in this report. The service area for each public facility category—that is, the geographical area served by the facility category—is also given, along with what the standard adopted as the level of service to be delivered for each facility cate- gory is based upon. Introduction DRAFT – July 20 / Amended Sept 3, 2015 2 Capital Improvements Element Terms used in the Overview Table: Eligible Facilities under the State Act are limited to capital items having a life expectancy of at least ten years, such as land, buildings and certain vehicles. Impact fees cannot be used for the maintenance, supplies, personnel salaries, or other operational costs, or for short-term capital items such as computers, furniture or most automobiles. None of these costs are included in the impact fee system. Service Areas are the geographic areas that the facilities serve, and the areas within which the impact fee can be collected. Monies collected in a service area for a particular category may only be spent for that purpose, and only for projects that serve that service area. Level of Service Standards are critical to determining new development’s fair share of the costs. The same standards must be applied to existing development as well as new to as- sure that each is paying only for the facilities that serve it. New development cannot be re- quired to pay for facilities at a higher standard than that available to existing residents and businesses, nor to subsidize existing facility deficiencies. Funding Sources for capital improvements have historically been General Fund tax collec- tions, net of any grants received (if any). Impact fees will be used to fund all or a portion of eligible impact fee costs. Tax collections include the City’s normal annual property tax levy and any special levies for debt instruments (such as bonds) that are intended to provide funding for impact fee projects in whole or in part. Editorial Conventions This report observes the following conventions: The capitalized word ‘City’ applies to the government of Milton, the City Council or any of its de- partments or officials, as appropriate to the context. An example is “the City has adopted an im- pact fee ordinance”. The lower case word ‘city’ refers to the geographical area of Milton, as in “the population of the city has grown”. Overview of Impact Fee Program Facilities Parks and Recreation Fire Protection Law Enforcement Road Improvements Eligible Facilities Park acres, recreation components (ballfields, etc.) and trails Fire stations, fire trucks & general vehicles Administrative facility space Road projects serving Milton residents and workers Service Area Citywide Citywide Citywide Citywide Level of Service Standard Based on … Number of acres, components and trail miles per dwelling unit Square footage and number of vehicles per day/night population Square footage of facilities per day/night population LOS "D" for entire road network Historic Funding Source(s)General Fund General Fund General Fund General Fund Introduction DRAFT – July 20 / Amended Sept 3, 2015 3 Capital Improvements Element The same conventions are applied to the words ‘County’ and ‘county’, ‘State’ and ‘state’. Single quote marks (‘ and ’) are used to highlight a word or phrase that has a particular meaning or refers to a heading in a table. Double quote marks (“ and ”) are used to set off a word or phrase that is a direct quote taken from another source, such as a passage or requirement copied directly from a law or report. Numbers shown on tables are often rounded from the actual calculation of the figures for clarity, but the actual calculated number of decimal points is retained within the table for accuracy and fur- ther calculations. Forecasts DRAFT – July 20 / Amended Sept 3, 2015 4 Capital Improvements Element Forecasts In order to accurately calculate the demand for future services in Milton, new growth and develop- ment must be quantified in future projections. These projections include forecasts for population, households, housing units, and employment to the year 2035. These projections provide the base- line conditions from which the current Level of Service calculations are produced. Also, projections are combined to produce what is known as ‘day/night population.’ This is a method that combines resident population and employees in a service area to produce an accurate picture of the total number of persons that rely on certain 24-hour services, such as fire protection. The projections used for each public facility category are specified in each public facility chapter. This chapter presents a summary of the forecasts that have been identified as the most appropri- ate for Milton, based on a wide-ranging analysis of alternate approaches that were considered for their reasonableness and correlation to the City’s growth policies contained in its 2030 Comprehen- sive Plan, adopted in 2011. Regional Setting Continuing past trends, Milton is expected to continue to grow at a faster pace than its immediate neighbors with regard to population, housing and jobs. Its neighbors—Alpharetta and John’s Creek— contain the preponderance of population and housing units in the 3-city N. Fulton Super- district, but are expected to grow collectively at a slower pace than Milton (increasing 49% to Mil- ton’s 71% in population and 54% to Milton’s 71% in housing between 2014 and 2035). Over the coming twenty years, the city is expected to increase its share of all residents among the three cit- ies from 20% to 22%, and grow from 18% to 20% of all housing units. Numerically, Alpharetta and Johns Creek will continue to dominate employment in the area, adding 21,704 new jobs by 2035 compared to Milton’s job increase of 5,500, although this ‘modest’ growth will increase Milton’s share of area employment from 7% to almost 10%. N Fulton Superdistrict Milton N Fulton Superdistrict Milton N Fulton Superdistrict Milton 2014 185,319 36,060 2014 75,027 13,611 2014 110,241 7,771 2035 284,151 61,580 2035 117,860 23,243 2035 137,445 13,271 Increase 53% 71% Increase 57% 71% Increase 25% 71% ARC's N Fulton Superdistrict includes Milton along with Alpharetta and John's Creek. Superdistrict projections interpolated by ROSS+associates. 0 50000 100000 150000 200000 250000 300000 Population N Fulton Superdistrict Milton 0 20000 40000 60000 80000 100000 120000 Housing N Fulton Superdistrict Milton 0 20000 40000 60000 80000 100000 120000 140000 Employment N Fulton Superdistrict Milton Forecasts DRAFT – July 20 / Amended Sept 3, 2015 5 Capital Improvements Element Population and Housing Unit Forecasts Table 1 presents the forecasts for population for each year from 2014 to 2035 and provides the forecasts for households and housing units over the same period. The figures shown are, in es- sence, mid-year estimates reflecting Census Bureau practice. In other words, the increase in popu- lation between 2014 and 2035 would actually be from July 1, 2014 to June 30, 2035. The population forecasts represent a projection of the annual population figures reported by the Census Bureau through 2013. The number of households is calculated based on the most recently reported average household size in the city, and divided into the population forecasts. Since households are synonymous with ‘occupied housing units’, the total number of housing units is cal- culated by applying an occupancy rate to account for vacant units. In essence, the city will be ‘built-out’ as to its capacity to accommodate future residential development under current land use and conservation policies and zoning provisions. Table 1: Population, Housing and Employment Forecasts Employment Forecasts Table 1 also shows the forecasts for employment growth in Milton, from 2014 to 2035. The employment figures for Milton reflect an analysis of three approaches: One, a ‘percentage share’ approach in which the city’s number of employees is based on a constant share of all em- ployment in the immediate area (which includes Alpharetta and John’s Creek), that in 2010 was 4.56% of all jobs in the area. Another, the ‘averaged’ approach calcu- lates a middle ground between the low- er ‘percentage share’ forecast and the higher, recommended approach. The recommended approach assumes a correlation between employment and the number of households in the city. Although in 2010, 59% of all people working in Milton commuted in from outside the city, the ‘internal’ ratio can be a valuable guideline in making estimates. This forecast maintains the expectation that Milton will continue to increase its modest employment base, will benefit from the Transfer of Develop- ment Rights program generated by the Conservation Plan, and will actually increase its share of all employment among the three cities in the immediate N. Fulton Superdistrict by several percentage points into the future. Milton Population Households Housing Units Jobs 2014 36,060 12,872 13,611 7,771 2015 37,385 13,345 14,111 8,057 2016 38,710 13,818 14,611 8,342 2017 40,039 14,293 15,113 8,629 2018 41,353 14,762 15,609 8,912 2019 42,654 15,226 16,100 9,193 2020 43,941 15,686 16,586 9,470 2021 45,214 16,140 17,066 9,744 2022 46,473 16,589 17,541 10,015 2023 47,718 17,034 18,011 10,284 2024 48,950 17,474 18,477 10,550 2025 50,167 17,908 18,936 10,812 2026 51,371 18,338 19,390 11,071 2027 52,561 18,763 19,840 11,328 2028 53,737 19,183 20,284 11,582 2029 54,899 19,597 20,721 11,831 2030 56,047 20,007 21,155 12,079 2031 57,181 20,412 21,583 12,324 2032 58,302 20,812 22,006 12,565 2033 59,408 21,207 22,424 12,804 2034 60,501 21,597 22,836 13,039 2035 61,580 21,982 23,243 13,271 Source: ROSS+associates: Methodology-Population Forecasts (Appendix A). Methodology-Housing and Employment Forecasts (Appendix B). Forecasts DRAFT – July 20 / Amended Sept 3, 2015 6 Capital Improvements Element Service Area Projections In Table 2 the service area forecasts are presented for a single citywide service area measured in two ways: citywide housing units (which quantifies Parks and Recreation service demands), and citywide day/night population (for the public safety services categories, Fire Protection and Law En- forcement). The ‘day/night’ population calculation is a combination of the population and future employment projections. The use of day/night population in impact cost and impact fee calculations is based upon the clear rational nexus between persons and services demanded on a 24-hour basis. The day/night population is used to determine Level of Service standards for facilities that serve both the resident population and business employment. The fire department, for instance, protects one’s house from fire whether or not they are at home, and protects stores and offices whether or not they are open for business. Thus, this ‘day/night’ population is a measure of the total services demanded of a 24-hour service provider facility and a fair way to allocate the costs of such a facili- ty among all of the beneficiaries. Table 2: Service Area Forecasts The figures on Table 2 are the figures that will be used in subsequent public facility category chapters for Parks & Recreation, Fire Protection and Law Enforcement. Impact fees for the Road Improvements cate- gory are not population based, but based on vehicle trip generation data. As described in the Technical Appendix of this report, future growth and development in the city will account for about 40% of all city-generated traffic on Mil- ton’s roads by 2035. For a more detailed description of the methodologies considered in preparing the population, household, housing unit and employment forecasts, see the Technical Appendix to this report. For statistical reasons, the forecasts in the Appendix cover the 2010 to 2040 time frame, but the fig- ures used for impact fee purposes cover the 20-year period from the present to 2035. Year Housing Units (Recreation & Parks) Day/Night Population (Fire & Police) 2014 13,611 43,831 2015 14,111 45,442 2016 14,611 47,052 2017 15,113 48,668 2018 15,609 50,265 2019 16,100 51,847 2020 16,586 53,411 2021 17,066 54,958 2022 17,541 56,488 2023 18,011 58,002 2024 18,477 59,500 2025 18,936 60,979 2026 19,390 62,442 2027 19,840 63,889 2028 20,284 65,319 2029 20,721 66,730 2030 21,155 68,126 2031 21,583 69,505 2032 22,006 70,867 2033 22,424 72,212 2034 22,836 73,540 2035 23,243 74,851 Increase:9,632 31,020 Parks & Recreation DRAFT – July 20 / Amended Sept 3, 2015 7 Capital Improvements Element Parks and Recreation Introduction Public recreational opportunities are available in Milton through a number of parks facilities operat- ed by the City of Milton Parks and Recreation Department. Demand for recreational facilities is al- most exclusively related to the city's resident population. Businesses make some incidental use of public parks for office events, company softball leagues, etc., but the use is minimal compared to that of the families and individuals who live in the city. Thus, the parks and recreation impact fee is limited to future residential growth. Service Area The parks and recreation facilities are operated as a citywide system. Facilities are provided equally to all residents, and often used on the basis of the programs available, as opposed to proximity of the facility. For instance, children active in lacrosse play games at various locations, based on scheduling rather than geography. Other programs are located only at certain centralized facilities, to which any Milton resident can come. Thus, the entire city is considered a single service area for parks and recreation. Level of Service Level of Service standards for park lands and for recreational components such as baseball fields, playgrounds, and recreation centers have been adopted by the City in the Parks and Recreation Master Plan (2012). Level of Service standards for preserved open space (conservation easements) and land for trails have been adopted by the City in the Conservation Plan (2013). Table 3 provides an inventory of the acreage under the control of the Parks and Recreation De- partment in 2014, or expected to come under its control when Providence Park is transferred. Table 3: Current Inventory of Park Acres and Planned Trails Park / Facility Name Number of Acres Trail Type Existing Miles Proposed Miles System Total Bell Memorial Park 32.50 Rural EOP**, Asphalt - 6.02 6.02 Bethwell Community Center 1.00 Rural EOP, Gravel 0.38 35.78 36.16 Birmingham Park 203.00 Modified Rural EOP, Asphalt 0.72 9.13 9.85 Broadwell Pavillion 0.75 Modified Rural EOP, Gravel - 3.66 3.66 Freedom Park 1.00 Urban EOP, Concrete 0.45 5.22 5.67 Friendship Community Park 1.81 Urban Bike EOP, Concrete 0.97 17.42 18.39 Hopewell House 2.50 Gravel Roads, Signage - 9.56 9.56 Providence Park* 42.00 Off Road, Asphalt - 1.91 1.91 Off Road, Gravel - 2.06 2.06 Total Park Acres: 284.56 Total Trail Miles: 2.52 90.76 93.28 * Currently under the control of Fulton County; expected to transfer to Milton in 2015. ** Edge of pavement. Existing Park Acres Planned Trail System Parks & Recreation DRAFT – July 20 / Amended Sept 3, 2015 8 Capital Improvements Element The total 284.56 acres of park land is equivalent to 1 acre for each 31.5 housing units in the city, as shown in Table 4. The Level of Service standards for land and recreation components are expressed in terms of the number of people each acre, component or mile is intended to serve, which can be re-calculated as the number of housing units served by each acre, component or mile. Multi-use trails follow the same calculation procedure as recreation components, but the LOS is based on the future system serving the 2035 population. Since impact fees are assessed at the time a building permit is issued (and the impact fee will be limited to residential uses), the LOS must be converted to a ‘per housing unit’ basis. Table 4 shows how the adopted level of service for each recreation component is converted from a ‘per population’ basis to a ‘per housing unit’ basis. First, the currently adopted LOS of 1 per ‘X’ number of people for each component is converted to one compo-nent per ‘X’ housing units using the city’s current average household size. This number is then divided into ‘1’ to produce the ‘per housing unit’ figure. Table 4: Level of Service Conversion By way of example, the current LOS for basket-ball courts is 1 court per 5,500 people. That number—5,500—is di-vided by the 2014 aver-age household size to convert ‘people’ into ‘housing units’. The re-sult is the converted standard of 1 field per 2,100 housing units. By dividing the component (1) by the number of housing units it serves results in the portion of a basketball court that serves 1 housing unit (0.0004761). [Reversing the calcula-tion, 0.0004761 times 2,100 housing units yields 1 basketball court.] Component TypePark Land (acres) 1 acre per83population = 1 acre per31.5 Housing Units = 0.0317919 for each Housing UnitConservation Easements (acres) 1 acre per 22 population = 1 acre per 8.5 Housing Units = 0.1181754 for each Housing UnitLand for Trails (acres) 1 acre per 560 population = 1 acre per 211.6 Housing Units = 0.0047270 for each Housing UnitBaseball Field 1 per 5,000population = 1 per 1,887.3 Housing Units = 0.0005299 for each Housing UnitFootball/Soccer/Lacrosse 1 per 7,000population = 1 per 2,642.2 Housing Units = 0.0003785 for each Housing UnitBasketball Court 1 per 5,500population = 1 per 2,076.0Housing Units = 0.0004817 for each Housing UnitPlayground (Structured) 1 per 1,750population = 1 per 660.5 Housing Units = 0.0015139 for each Housing UnitPicnic Shelter / Pavilion 1 per 1,750population = 1 per 660.5 Housing Units = 0.0015139 for each Housing UnitCommunity Center 1 per 15,000population = 1 per 5,661.8 Housing Units = 0.0001766 for each Housing UnitMulti-Use Trails 1 mile per 660.16 population = 1 mile per 249.2 Housing Units = 0.0040131 for each Housing UnitAdopted LOS**** "1" divided by the number of housing units for each component under "LOS per X Housing Units" column.LOS per Each Housing Unit**** Level of Service adopted in Parks and Recreation Master Plan: 1.2 Acres per 100 Population (park land) & 1 Component per population shown. Level of Service adopted in Conservation Plan: 2500 acres in 2030 for conservation easements, and 100 acres in 2030 in land for trails to be purchased. Multi-use Trail LOS based on system build-out in 2035 (93.28 miles serving 61, 580 people).LOS per X Housing Units**** Converted using average population per housing unit in 2014. (Exception: conservation easement and land for trails acreage converted using population per housing unit in 2030 due to LOS based on Conservation Plan recommendations for that year.) Parks & Recreation DRAFT – July 20 / Amended Sept 3, 2015 9 Capital Improvements Element Note that the categories of components shown in Table 4 are not necessarily the only component types that are or will be available to City residents in the future. Forecasts for Service Area Existing and Future Demand Table 5 shows the current and future demand in land and recreation components based on the LOS standards adopted by the City and shown on Table 4. Existing demand is calculated in order to determine if there are currently more than enough facili- ties to serve the current (2014) population or if there is a shortfall requiring future facilities to be built to serve today’s population. For the number of acres and facilities to meet future population needs, the increase in housing units between now and 2035 is multiplied by each level of service standard to produce the future demand. The ‘new units’ figure on the Table is the citywide increase taken from Table 2. Table 5: Existing and Future Demand Note that ‘demand’ figures are ex- pressed in decimals rather than whole numbers. This allows a high level of accuracy when dealing with cost alloca- tions between existing residents and future growth. For instance, a particu- lar new facility may in part meet a cur- rent need and in part serve future growth; each would be responsible for their ‘fair share’ of the cost. As will be seen, however, ultimately recreation component needs are converted to whole numbers. Impact Fee Eligibility New parks and recreation components are eligible for impact fee funding only to the extent that the improvements are needed to specifically serve new growth and development, and only at the level of service applicable citywide. Table 6 shows the number of new park acres and recreation components that are needed to satisfy both current and future needs of the city’s residents, and the extent to which fulfillment of those needs will serve future growth demand. The table begins with the current inventory of park lands and components, and the ‘existing’ demand for those components to meet the needs of the current (2014) population based on the adopted level of ser- vice standards (from Table 5). The ‘excess or (shortfall)’ column compares the existing demand to the current supply of park acres and recreation components. Component Type Park Land 0.0317919 432.72 306.22 Conservation Easements 0.1181754 1,608.485 1,138.265 Land for Trails 0.0047270 64.339 45.531 Baseball Field 0.0005299 7.212 5.104 Football/Soccer/Lacrosse 0.0003785 5.151 3.645 Basketball Court 0.0004817 6.556 4.640 Playground (Structured) 0.0015139 20.606 14.582 Picnic Shelter / Pavilion 0.0015139 20.606 14.582 Community Center 0.0001766 2.404 1.701 Multi-Use Trails (miles) 0.0040131 54.623 38.655 * 2014 Housing Units = 13,611 ** New Units (2035) = 9,632 New Growth Demand (2015-35) ** Existing Demand (2014) * Adopted LOS per Housing Unit Parks & Recreation DRAFT – July 20 / Amended Sept 3, 2015 10 Capital Improvements Element Table 6: Future Park Facility Impact Fee Eligibility Where an ‘excess’ is identified, that means that more land or components (or portions of compo- nents) exist than are needed to meet the recreation needs of the current population, and those ‘excesses’ create capacity to meet the recreational needs of future growth. Conversely, a ‘shortfall’ indicates that there are not enough facilities and more components (or portions of components) are needed to meet the recreational needs of the current population based on the adopted LOS. The next column on Table 6 shows the total demand in land and components specifically to meet future growth needs, and the ‘net total needed’ to meet all existing and future needs combined. A current ‘excess’ in facilities reduces the need for new facilities because the ‘excess’ is already avail- able to serve new growth. A ‘shortfall’, however, adds to new growth’s needs with facilities to bring the current population up to the adopted level of service required to be available to all—both cur- rent and future residents. For example, the City has 7 football/soccer/lacrosse fields but the adopted level of service indicates that only 5 fields and a portion of a 6th (0.151 or 15.1%) are needed to serve the current popula- tion, leaving the remainder of the 6th field and all of the 7th field available to serve future growth. Future growth, however, will need a total of 3.645 fields to fully satisfy its needs, based on the adopted LOS. Since 1.849 existing fields are currently available, only 1.797 new field capacity will be needed to meet future demand. This figure is rounded up to 2 new fields (since the Parks and Recreation Department cannot construct only a portion of a new facility), of which the 1.797 por- tion needed for new growth represents 89.8% of the total to be built. On the other hand, the City has only 5 baseball fields where 7.212 in field capacity is needed to serve current needs, leaving a ‘shortfall’ in capacity of 2.212 fields. New growth will need 5.104 fields for itself, to which is added the current population’s shortfall for a total of 7.316 to provide for both current and future needs. Rounded to 8 new fields, new growth needs only 63.8% of the total to satisfy its own demand. Future Costs Table 7 on the next page presents the estimated cost calculations for both the land acquisition and recreation component projects proposed and the maximum extent to which the project costs are impact fee eligible. Park Land 284.560 432.720 (148.160) 306.220 454.380 455.000 67% Conservation Easements 0 1,608.485 (1,608.485) 1,138.265 2,746.750 2,747.000 41.4% Land for Trails 0 64.339 (64.339) 45.531 109.870 110.000 41.4% Baseball Field 5 7.212 (2.212) 5.104 7.316 8.000 63.8% Football/Soccer/Lacrosse 7 5.151 1.849 3.645 1.797 2.000 89.8% Basketball Court 0.5 6.556 (6.056) 4.640 10.696 11.000 42.2% Playground (Structured) 2 20.606 (18.606) 14.582 33.188 34.000 42.9% Picnic Shelter / Pavilion 2 20.606 (18.606) 14.582 33.188 34.000 42.9% Community Center 1 2.404 (1.404) 1.701 3.105 4.000 42.5% Multi-Use Trails (miles) 2.52 54.623 (52.103) 38.655 90.757 91.000 42.5% Net Total Needed Whole Total Needed Percent Impact Fee Eligible Facility Current Inventory Existing Demand Excess or (Shortfall) New Growth Demand Parks & Recreation DRAFT – July 20 / Amended Sept 3, 2015 11 Capital Improvements Element The figures in the ‘components proposed’ column are drawn from the ‘whole total needed’ column in Table 6. The ‘total cost figures’ on the Table are converted to ‘new growth share’ dollars based on the percentage that each improvement is impact fee eligible. Note that this affects most of the recreation components to the extent that partial components identified in the ‘net total needed’ column of Table 6 had to be rounded up to whole components, creating an ‘overage’ portion of each facility type. Table 7: Future Costs to Meet Future Demand To calculate the Net Present Value of the impact fee-eligible cost estimate for non-construction im- provements (the new park land), the currently estimated 2014 cost is inflated to the target year using the 10-year average CPI and then is reduced using the Net Discount Rate. For the construc- tion of the recreation components, the NPVs are calculated by increasing the current (2014) esti- Facility Components Proposed Net Cost per Unit* Gross Cost per Unit**Total Cost % Impact Fee Eligible New Growth Share Net Present Value*** Land: Park Land 455 110,000$ 134,200$ 61,061,000$ 67.39% 41,150,793$ 46,275,787$ Conservation Easements 2,747 10,000$ 12,200$ 33,513,400$ 41.44% 13,886,835$ 15,616,327$ Land for Trails 110 150,000$ 183,000$ 20,130,000$ 41.39% 8,332,101$ 9,369,796$ 114,704,400$ 63,369,730$ 71,261,910$ Facilities: Baseball Field 8 185,000$ 225,700$ 1,805,600$ 63.80% 1,151,897$ 1,541,931$ Football/Soccer/Lacrosse 2 85,000$ 103,700$ 207,400$ 89.85% 186,339$ 249,434$ Basketball Court 11 50,000$ 61,000$ 671,000$ 42.18% 283,021$ 378,853$ Playground (Structured) 34 30,000$ 36,600$ 1,244,400$ 42.89% 533,698$ 714,408$ Picnic Shelter / Pavilion 34 90,000$ 109,800$ 3,733,200$ 42.89% 1,601,093$ 2,143,225$ Community Center 4 450,000$ 549,000$ 2,196,000$ 42.53% 933,971$ 1,108,195$ 9,857,600$ 4,690,018$ 6,136,046$ Multi-Use Trails (miles): Rural EOP**, Asphalt 6.02 450,000$ 549,000$ 3,304,980$ 42.48% 1,403,875$ 1,879,229$ Rural EOP, Gravel 35.78 300,000$ 366,000$ 13,095,480$ 42.48% 5,562,641$ 7,446,159$ Modified Rural EOP, Asphalt 9.13 600,000$ 732,000$ 6,683,160$ 42.48% 2,838,844$ 3,800,080$ Modified Rural EOP, Gravel 3.66 450,000$ 549,000$ 2,009,340$ 42.48% 853,519$ 1,142,521$ Urban EOP, Concrete 5.22 700,000$ 854,000$ 4,457,880$ 42.48% 1,893,599$ 2,534,774$ Urban Bike EOP, Concrete 17.42 700,000$ 854,000$ 14,876,680$ 42.48% 6,319,252$ 8,458,959$ Gravel Roads, Signage 9.56 20,000$ 24,400$ 233,264$ 42.48% 99,085$ 132,635$ Off Road, Asphalt 1.91 450,000$ 549,000$ 1,048,590$ 42.48% 445,416$ 596,234$ Off Road, Gravel 2.06 300,000$ 366,000$ 753,960$ 42.48% 320,264$ 428,706$ Subtotal Trail Construction 46,463,334$ 19,736,493$ 26,419,298$ Totals: 171,025,334$ 87,796,241$ 103,817,254$ ** Includes contingency at 15% and architectural/engineering services at 7%. *** Construction dates vary. NPV based on CPI, BCI or CCI as appropriate, in an average construction year of 2025. Subtotal Facility Construction Subtotal Land Acquisition * Sources: Milton Parks and Recreation Master Plan (2012) and Conservation Plan (2014) for land and facilities; Milton Transportation Engineer for per mile trail construction costs. Parks & Recreation DRAFT – July 20 / Amended Sept 3, 2015 12 Capital Improvements Element mated construction costs using the Engineering News Record’s 10-year average building cost infla- tion (BCI) rate for buildings (community centers) and the average construction cost inflation (CCI) rate for all other projects. All project costs are then reduced to current dollars using the Net Dis- count Rate. Fire Protection DRAFT – July 20 / Amended Sept 3, 2015 13 Capital Improvements Element Fire Protection Introduction Fire protection is provided by the City through its Fire Department. The capital value of fire protec- tion is based upon fire stations, land, and apparatus. Emergency medical services are administered by the Fire Department, but are provided under contract to a private vendor that provides and maintains the ambulances. The Department provides space to house one of the ambulances in Fire Station 43. Service Area The Fire Department operates as a coordinated system, with each station backing up the other sta- tions in the system. The backing up of another station is not a rare event; it is the essence of good fire protection planning. All stations do not serve the same types of land uses, nor do they all have the same apparatus. It is the strategic placement of personnel and equipment that is the backbone of good fire protection. Any new station would relieve some of the demand on the other stations. Since the stations would continue to operate as ‘backups’ to the other stations, everyone in the city would benefit by the construction of a new station since it would reduce the ‘backup’ times the sta- tion nearest to them would be less available. For these reasons the entire city is considered a sin- gle service area for the provision of fire protection because all residents and employees within this area have equal access to the benefits of the program. Table 8: Inventory of Fire Protection Facilities Currently, fire protection is provided by fa- cilities with a combined square footage of 21,747, utilizing a total of 16 vehicles (that is, vehicles having a service life of 10 years or more). Eight of the vehicles are heavy vehicles providing fire and rescue services and 8 are general support vehicles. In addition, this year the City has installed 10 emergency warning sirens throughout the city. Since the coverage of each siren is related to geographical area (i.e., how far away can the siren be heard), it is estimat- ed that all 10 will serve the entire city to 2035 at an expected life of 20 years. Table 8 presents the current inventory of Fire Department facilities, vehicles and si- rens. Level of Service The level of service for fire protection in Mil- ton is measured in terms of the number of heavy and general vehicles, the number of square feet of fire station space and the number of emergency warning sirens, per day/night population in the service area. Existing Square Feet Existing Number Fire Stations Fire Station 41 6,581 Fire Station 42 3,600 Fire Station 43 11,566 Total Square Feet 21,747 Heavy Vehicles* Fire Engines 4 Ladder Trucks 1 Air Trailer 1 Medical Rescue Unit 1 TLAER** Vehicle 1 Total Heavy Vehicles 8 General Vehicles* Battalion Incident Command Vehicle 1 Support Vehicle 1 Administration Vehicles 6 Total General Vehicles 8 Other Emergency Warning Sirens 10 * ** Description Vehicles having a service life of 10 years or more. Technical Large Animal Emergency Rescue Fire Protection DRAFT – July 20 / Amended Sept 3, 2015 14 Capital Improvements Element Day/night population is used as a measure in that fire protection is a 24-hour service provided con- tinuously to both residences and businesses in the service area. Table 9 presents the calculation of the current level of service. Table 9: Current Level of Service Calculation The level of service calculated for the Department’s occupied floor area and vehicles are based on the current day/night population. This level of ser- vice will be projected forward to 2035 to determine future improvements needed to serve new growth while maintaining the current level of service enjoyed citywide. The level of service for the sirens, how- ever, is different. Since the current complement of sirens is expected to serve the city for the next 20 years, the level of service is calculated based on the 2035 day/night population. In es- sence working backwards, new growth’s share of the total expense can be de- termined (as shown in the following Section). Facility Service Population* Level of Service 10 74,851 0.000134 43,831 Existing General Vehicles Existing Heavy Vehicles 2014 Day/Night Population General Vehicle per Day/Night Population 8 43,831 0.000183 Existing Square Feet 2014 Day/Night Population Square Feet per Day/Night Population 43,83121,747 2014 Day/Night Population Heavy Vehicle per Day/Night Population 8 0.4962 0.000183 Existing Emergency Warning Sirens 2035 Day/Night Population Emergency Warning Sirens per Day/Night Population * The current level of service for the emergency warning sirens is based on the total 2035 day/night population, as the existing sirens w ill serve the City for the next 20 years. Fire Protection DRAFT – July 20 / Amended Sept 3, 2015 15 Capital Improvements Element Forecasts for Service Area Future Demand The Level of Service standards from Table 9 are multiplied by the forecasted day/night population increase to produce the expected future demand in Table 10. As discussed in the previous Section, the current level of service is used to calculate future demand for space expansion and new vehi- cles, while new growth’s share of the 10 emergency warning sirens is based on the level of service that will exist in 2035, covering both existing and future populations. The result, for the sirens, is that 41.44% of the sirens specifically serve future growth and development The ‘day/night population increase’ figures are taken from Table 2: Service Area Forecasts. Table 10: Future Demand Calculation Because only ‘whole’ vehicles can be purchased, ‘more’ new vehicles need to be added than are technically demand- ed by new growth. Thus, while 6 heavy vehicles and 6 general vehicles need to be acquired to cover expansion of the fleet to meet the needs of future growth and development, one of each type of vehicle will not be 100% eligible. In ad- dition, one more vehicle in each catego- ry is proposed to be acquired over the 20-year period, which would not be im- pact fee eligible at this time. The addi- tional vehicles and the portions of the 6th vehicles will, however, provide ser- vice to growth beyond 2035, if any, and can be funded through a future exten- sion of the City’s impact fee program at that time if warranted. Level of Service Future Population New Growth Demand *** New growth's 'share' of the 10 sirens is 4.144 (or 41.44% of the total 10). 4.144 Net New Heavy Vehicles Demanded* 0.000134 31,020 0.000183 31,020 Square Feet per Day/Night Population General Vehicle per Day/Night Population Day/Night Population Increase (2014-35) Net New Square Feet Demanded Heavy Vehicle per Day/Night Population Day/Night Population Increase (2014-35) Day/Night Population Increase (2014-35) Net New General Vehicles Demanded** 31,0200.4962 Number of Sirens for New Growth*** 5.66231,0200.000183 15,391 5.662 Emergency Warning Sirens per Day/Night Population Day/Night Population Increase (2014-35) * 6 heavy vehicles will have to be added to the inventory, one of which will only be 94.4% eligible for impact fee funding. (7 are proposed) ** 6 general vehicles will have to be added to the inventory, one of which will only be 94.4% eligible for impact fee funding. (7 are proposed) Fire Protection DRAFT – July 20 / Amended Sept 3, 2015 16 Capital Improvements Element Table 11 and Table 12 provide an annual breakdown of the future demand for stations and equip- ment following the adopted level of service standards. The facility projects shown in Table 11 are based on the City’s desire to increase the inventory of fire protection facilities in a balanced way; the final projects could be reconfigured, with 15,391 square feet ultimately being impact fee eligi- ble. Of the 10 emergency warning sirens recently installed, only the portion that is eligible for im- pact fee consideration is shown to serve new growth. Table 11: Future Fire Protection Facility Projects The total demand figures in Table 12 reflect the ‘overage’ between the vehicles to be acquired and the ‘technical’ demand created by new growth. Year Project Eligible Number 2014 0 0 0 Emergency Warning Sirens* 4.144 2015 1,848 917 917 Storage Facility 1,190 1,190 2016 1,848 917 1,834 2017 1,882 934 2,768 Fire Station 42 Replacement** 6,000 2,400 2018 1,880 933 3,700 2019 1,879 932 4,633 Training Facility (sf equivalent) 1,801 1,801 2020 1,877 931 5,564 2021 1,864 925 6,489 2022 1,860 923 7,412 Westside Fire Station 6,000 6,000 2023 1,859 922 8,334 2024 1,857 921 9,255 2025 1,854 920 10,175 2026 1,863 924 11,099 2027 1,861 923 12,023 2028 1,860 923 12,946 2029 1,859 922 13,868 2030 1,857 921 14,789 2031 1,859 922 15,712 Hwy 9 Fire Station 6,000 4,000 2032 1,859 922 16,634 2033 1,856 921 17,555 2034 1,858 922 18,477 2035 1,857 921 19,398 39,097 19,398 20,991 15,391 4.14 * Only the impact fee eligible sirens are shown, of the total 10 sirens installed. Day/Night Population Increase Running Total: Square Feet Needed Square Feet Demanded (annual) Eligible Square Footage Total Sq Feet Proposed ** 6000 sf fire station replaces an existing 3600 square foot station. Only the increase in floor area (2400 sf) is therefore i mpact fee eligible. Fire Protection DRAFT – July 20 / Amended Sept 3, 2015 17 Capital Improvements Element Table 12: Future Vehicles Proposed Future Costs The future facility floor area and the number of vehicles needed to meet the demand created by new growth and development in the future are transferred from Table 11 and Table 12 to Table 13, including the years in which the various improvements are anticipated to be needed. Estimated improvement costs (in 2014 dollars) are based on the following: For new facility space, prevailing construction costs averaging $210 per square foot are used, re- flecting cost estimates provided by the Fire Department. Note that a portion of the fire station pro- ject shown in the year 2017 is not impact fee eligible. The project—shown in Table 13 with its full square footage figure (compare to Table 11)—is a mixture of replacement space and new space. Only the net new space serves new growth and is thus impact fee eligible. For heavy vehicles, costs were averaged among the various vehicle categories to determine the average per vehicle cost for the fleet. The same methodology was used to determine general vehi- cle costs. These figures, rounded to $443,500 and $38,200 for heavy vehicles and general vehi- cles, respectively, were used in order to preserve flexibility in the determination of which specific vehicles to acquire in the future. For the emergency warning sirens, the actual 2014 cost of purchase and installation is shown. Year Day/Night Population Increase New Vehicles Demanded (annual) Running Total New Vehicles New Vehicles Demanded (annual) Running Total New Vehicles 2014 0 0.000 0.000 0.000 0.000 2015 1,611 0.294 0.294 0.294 0.294 1 2016 1,610 0.294 0.588 1 0.294 0.588 2017 1,616 0.295 0.883 0.295 0.883 1 2018 1,597 0.291 1.174 1 0.291 1.174 2019 1,582 0.289 1.463 0.289 1.463 2020 1,564 0.285 1.749 0.285 1.749 1 2021 1,547 0.282 2.031 1 0.282 2.031 2022 1,530 0.279 2.310 0.279 2.310 2023 1,514 0.276 2.586 0.276 2.586 1 2024 1,498 0.273 2.860 1 0.273 2.860 2025 1,479 0.270 3.130 0.270 3.130 2026 1,463 0.267 3.397 0.267 3.397 2027 1,447 0.264 3.661 1 0.264 3.661 1 2028 1,430 0.261 3.922 0.261 3.922 2029 1,411 0.258 4.180 0.258 4.180 2030 1,396 0.255 4.434 1 0.255 4.434 2031 1,379 0.252 4.686 0.252 4.686 1 2032 1,362 0.249 4.935 0.249 4.935 2033 1,345 0.245 5.180 1 0.245 5.180 2034 1,328 0.242 5.422 0.242 5.422 1 2035 1,311 0.239 5.662 0.239 5.662 31,020 5.662 7 5.662 7 Heavy Vehicles General Vehicles Fire Protection DRAFT – July 20 / Amended Sept 3, 2015 18 Capital Improvements Element The total cost figures are then converted to ‘impact fee cost (2014)’ dollars based on the percent- age that each improvement is impact fee eligible. Note that this affects the ‘overage’ portion of the vehicles that resulted from rounding up to whole numbers and the two additional vehicles that are not impact fee eligible, as well as new growth’s share of the sirens and the fire station expansion. Table 13: Project Costs to Meet Future Demand The Net Present Value of the cost estimates for new building construction are calculated by increas- ing the current (2014) estimated construction costs using the Engineering News Record’s 10-year average building cost inflation (BCI) rate, and then discounting this future amount back to 2014 dollars using the Net discount Rate. For non-construction improvements (all vehicles) the currently estimated costs are inflated to their target years using the 10-year average CPI and then reduced using the Net Discount Rate to produce the Net Present Value. Year Facilities (Sq Feet)* Warning Sirens** Heavy Vehicles General Vehicles Buildings Equipment Net Present Value 2014 - 10 - - -$ 216,329$ 41.44% 89,646.74$ 89,646.74$ 2015 1,190 - - 1 249,900$ 38,200$ 100.00% 100.00% 288,100.00$ 305,706.20$ 2016 - - 1 - -$ 443,500$ 100.00% 443,500.00$ 453,066.46$ 2017 6,000 - - 1 1,260,000$ 38,200$ 40.00% 100.00% 542,200.00$ 595,140.00$ 2018 - - 1 - -$ 443,500$ 100.00% 443,500.00$ 462,839.28$ 2019 1,801 - - - 378,210$ -$ 100.00% 378,210.00$ 430,176.66$ 2020 - - - 1 -$ 38,200$ 100.00% 38,200.00$ 40,725.67$ 2021 - - 1 - -$ 443,500$ 100.00% 443,500.00$ 477,895.17$ 2022 6,000 - - - 1,260,000$ -$ 100.00% 1,260,000.00$ 1,501,562.50$ 2023 - - - 1 -$ 38,200$ 100.00% 38,200.00$ 42,050.45$ 2024 - - 1 - -$ 443,500$ 100.00% 443,500.00$ 493,440.83$ 2025 - - - - -$ -$ -$ -$ 2026 - - - - -$ -$ -$ -$ 2027 - - 1 1 -$ 481,700$ 100.00% 481,700.00$ 553,376.28$ 2028 - - - - -$ -$ -$ -$ 2029 - - - - -$ -$ -$ -$ 2030 - - 1 - -$ 443,500$ 94.36% 418,497.41$ 496,408.38$ 2031 6,000 - - 1 1,260,000$ 38,200$ 66.67% 94.36% 876,046.45$ 1,194,623.89$ 2032 - - - - -$ -$ -$ -$ 2033 - - 1 - -$ 443,500$ 0.00% -$ -$ 2034 - - - 1 -$ 38,200$ 0.00% -$ -$ 2035 - - - - -$ -$ -$ -$ ** All 10 existing emergency warning sirens are shown, of which 4.144 (41.44%) are impact fee eligible. $21,633 Improvements Proposed $443,500 6,184,800.60$ 7,136,658.50$ * Total square footage is shown for the fire station replacement project in year 2017; the amount of facility space that replaces the previous facility (3600 sf) is not impact fee eligible (only net new square footage is eligible). $38,200$210Avg Cost per Unit % Impact Fee Eligible $7,996,339.00 Total Impact Fee Cost (2014) Total Equipment Cost in 2014 Dollars Total Building Cost in 2014 Dollars Law Enforcement DRAFT – July 20 / Amended Sept 3, 2015 19 Capital Improvements Element Law Enforcement Introduction The Milton Police Department provides primary law enforcement throughout the city. Through a variety of active law enforcement, community outreach and educational programs, the Police De- partment serves all of the population and employees within the city. Service Area The city is considered a single service area for the provision of primary law enforcement services because all residents and employees in the city have equal access to the benefits of the program. Level of Service The Police Department currently occupies leased facility space, which includes square footage for administration, operations, evidence storage, and general storage. The Police Department has out- grown this space and is slated to relocate to a larger facility. Construction of the City of Milton Law Enforcement Center is proposed in the near future, and will accommodate all City law enforcement staff and functions. Statistics for the proposed facility are shown in Table 14. Table 14: Planned Law Enforcement Space Table 15: Current Level of Service Calculation Table 15 presents a calculation of the level of service, based on the planned, new facility space and the future (2035) day/night population. Day/night population is used as a measure in that law enforcement services are provided to both residences and businesses in the service area. The new Law Enforcement Center is ex- pected to serve the current and future population to 2035. Proposed Square Feet Law Enforcement Center 20,000 Description Facility Service Population Level of Service 2035 Day/Night Population Square Feet per Day/Night Population Proposed Square Feet 20,000 74,851 0.2672 Law Enforcement DRAFT – July 20 / Amended Sept 3, 2015 20 Capital Improvements Element Forecasts for Service Area Future Demand Since the Law Enforcement Center is needed now to relieve overcrowded conditions and will serve future needs for years to come, the portion of the expansion that will specifically meet the needs of new growth and development must be determined. Table 16: Future Demand Calculation In Table 16, the facility space LOS standard from Table 15 is multiplied by the forecasted day/night population increase to produce the expected future demand in square feet. This is 41.44% of the total to be con- structed. Table 17: Law Enforcement Center Project Costs Future Costs Future cost to meet the im- provements demanded by new growth to 2035 is shown in Table 17, which also indicates the year in which system im- provement project phases are proposed. Estimated improvement costs (in 2014 dollars) are based on construction costs averaging $210 per square foot. The price per square foot reflects cost estimates provided by the City. The total cost figures are then converted to ‘impact fee cost (2014)’ dollars based on the percentage that each im- provement is impact fee eligi- ble. Note that a portion of project costs are not impact fee eligi- ble. Of the 20,000 square foot facility, 8,288 square feet is impact fee eligible as calculat- ed on Table 16 (which is 41.44 Level of Service Future Population New Growth Demand New Growth Share of Total Percent Impact Fee Eligible Day/Night Population Increase (2014-35) Net New Square Feet for New Growth Square Feet per Day/Night Population 0.2672 31,020 8,288 41.44% Year Total Cost in 2014 Dollars* Impact Fee Eligible Impact Fee Cost (2014) Net Present Value 2014 -$ -$ -$ 2015 -$ -$ -$ 2016 30,000.00$ 41.44% 12,432.70$ 12,825.42$ 2017 -$ -$ -$ 2018 -$ -$ -$ 2019 1,600,000.00$ 41.44% 663,077.31$ 716,686.51$ 2020 2,495,000.00$ 41.44% 1,033,986.19$ 1,135,096.56$ 2021 -$ -$ -$ 2022 -$ -$ -$ 2023 -$ -$ -$ 2024 -$ -$ -$ 2025 -$ -$ -$ 2026 -$ -$ -$ 2027 -$ -$ -$ 2028 -$ -$ -$ 2029 -$ -$ -$ 2030 -$ -$ -$ 2031 -$ -$ -$ 2032 -$ -$ -$ 2033 -$ -$ -$ 2034 -$ -$ -$ 2035 -$ -$ -$ * Source: City of Milton FY 2015 Budget, Capital Improvement Program 2015-2021. 1,864,608.49$ Cost Calculations 1,709,496.20$ 4,125,000.00$ Law Enforcement DRAFT – July 20 / Amended Sept 3, 2015 21 Capital Improvements Element percent of the total). This percentage is applied to the cost of the new facility on Table 17 to de- termine the amount that could be collected in an impact fee program. In turn, the amounts that are impact fee eligible (in 2014 dollars) are converted to Net Present Value. The Net Present Value of the cost estimate for the building expansion is calculated by increasing the current (2014) estimated construction costs using the Engineering News Record’s 10-year av- erage building cost inflation (BCI) rate, and then discounting this future amount back to 2014 dol- lars using the Net Discount Rate. For the communications equipment upgrade, the Consumer Price Index (CPI) is used. (The approaches to calculating NPV are explained in detail in the Cost Adjust- ments and Credits Section of this report.) Road Improvements DRAFT – July 20 / Amended Sept 3, 2015 22 Capital Improvements Element Road Improvements Introduction The information in this chapter is derived from road project information contained in the Milton Capital Improvement Plan 2015—2021 (the “CIP”) and project data for future years based on the City’s Comprehensive Transportation Plan. Service Area The service area for these road projects is defined as the entire city, in that these road projects are recognized as providing primary access to all properties within the city as part of the citywide net- work of principal streets and thoroughfares. All new development within the city will be served by this citywide network, such that improvements to any part of this network to relieve congestion or to otherwise improve capacity will positively affect capacity and reduce congestion throughout the city. Level of Service Standards Level of Service for roadways and intersections is measured on a ‘letter grade’ system that rates a road within a range of service from A to F. Level of Service A is the best rating, representing unen- cumbered travel; Level of Service F is the worst rating, representing heavy congestion and long delays. This system is a means of relating the connection between speed and travel time, freedom to maneuver, traffic interruption, comfort, convenience and safety to the capacity that exists in a roadway. This refers to both a quantitative measure expressed as a service flow rate and an as- signed qualitative measure describing parameters. The Highway Capacity Manual, Special Report 209, Transportation Research Board (1985), defines Level of Service A through F as having the fol- lowing characteristics during peak hours at an intersection: 1. LOS A: free flow, excellent level of freedom and comfort; 2. LOS B: stable flow, decline in freedom to maneuver, desired speed is relatively unaffected; 3. LOS C: stable flow, but marks the beginning of users becoming affected by others, selection of speed and maneuvering becomes difficult, comfort declines at this level; 4. LOS D: high density, but stable flow, speed and freedom to maneuver are severely restrict- ed, poor level of comfort, small increases in traffic flow will cause operational problems; 5. LOS E: at or near capacity level, speeds reduced to low but uniform level, maneuvering is extremely difficult, comfort level poor, frustration high, level unstable; and 6. LOS F: forced/breakdown of flow. The amount of traffic approaching a point exceeds the amount that can transverse the point. Queues form, stop & go. Arrival flow exceeds dis- charge flow. The traffic volume that produces different Level of Service grades differs according to road type, size, signalization, topography, condition and access. Level of Service The City’s Comprehensive Transportation Plan was prepared in 2009. At that time, levels of service were determined for all existing major thoroughfares for 2010, and projected to 2030. The LOS standards were based on “vehicle-to-capacity” (v/c) ratios. The results for the PM peak hour are shown on the next two pages. As can be seen, major segments of virtually every thoroughfare in the City was projected to operate at LOS E or F by 2030. Road Improvements DRAFT – July 20 / Amended Sept 3, 2015 23 Capital Improvements Element Road Improvements DRAFT – July 20 / Amended Sept 3, 2015 24 Capital Improvements Element Road Improvements DRAFT – July 20 / Amended Sept 3, 2015 25 Capital Improvements Element The City has set its Level of Service for road improvements at LOS “D” for peak hour operations, a level to which it will strive ultimately. However, interim road improvement projects that do not re- sult in a LOS of “D” will still provide traffic relief to current and future traffic alike, and are thus eli- gible for impact fee funding. All road improvement projects benefit existing and future traffic proportionally to the extent that relief from over-capacity conditions eases traffic problems for everyone. For example, since new growth by 2035 will represent a certain portion of all 2035 traffic, new growth would be responsible for that portions’ cost of the road improvements. It is noted that the cost-impact of non-Milton generated traffic on the roads traversing the city (cross commutes) is off-set by state and federal assistance. The net cost of the road projects that accrues to Milton reasonably represents (i.e., is ‘roughly proportional’ to) the impact on the roads by Milton residents and businesses. The basis for the road impact fee would therefore be Milton’s cost for the improvements divided by all traffic in 2035 (existing today plus new growth)—i.e., the cost per trip—times the traffic gener- ated by new growth alone. For an individual land use, the cost per trip (above) would be applied to the number of trips that will be generated by the new development when a building permit is is- sued, assuring that new growth would only pay its ‘fair share’ of the road improvements that serve it. Forecasts for Service Area Projects that provide road capacity that will serve new growth are shown on Table 18. This is not a list of all City road projects in the CIP. These projects were selected for inclusion in the City’s im- pact fee program because the specific improvements proposed will increase traffic capacity and re- duce congestion to some extent, whether through road widening, improved intersection operations or upgraded signalization. The cost figures shown on Table 18 are in current dollars. These figures are calculated in Net Pre- sent Value and shown on Table 19. The Net Present Value of the cost estimates for road improve- ments are calculated by increasing the current (2014) estimated construction costs using the Engi- neering News Record’s 10-year average construction cost inflation (CCI) rate, and then discounting this future amount back to 2014 dollars using the Net discount Rate. (The approaches to calculat- ing NPV are explained in detail in the Cost Adjustments and Credits chapter of this report.) Road Improvements DRAFT – July 20 / Amended Sept 3, 2015 26 Capital Improvements Element Road Project NameEstimated Total CostCity Share*2014 2015 2016 2017 2018 2019 2020 2021 2022Future YearIntersection-Hopewell/Francis/Cogburn 992,103$ 992,103$ 992,103$ -$ -$ -$ -$ -$ -$ -$ -$ Intersection-Deerfield Pkwy @ Morris Rd 334,017$ 85,206$ 85,206 - - - - - - - - Intersection-Bethany @ Cogburn 446,923$ 446,923$ 446,923 - - - - - - - - Intersection-Arnold Mill @ New Providence 1,571,565$ 313,300$ 313,300 - - - - - - - - Intersection-Birmingham @ Providence 4,262,903$ 852,581$ 852,581 Intersection-Hopewell @ Birmingham 1,485,000$ 1,485,000$ 675,000 - - - - - - - Intersection-Crabapple @ Birmingham 5,853,464$ 1,333,464$ 596,474 736,990 - - - - - - - Transportation Master Plan Update 225,000$ 225,000$ 225,000 - - - - - - - McGinnis Ferry Interchange 50,000$ 50,000$ 50,000 - - - - - - - Crabapple NE Connector Rd 2,300,000$ 2,300,000$ 50,000 - - 1,300,000 950,000 - - - Bridge Replacement Program 2,211,172$ 2,211,172$ 261,172 150,000 300,000 300,000 300,000 300,000 300,000 300,000 - Intersection-Freemanville @ Providence & B'ham 2,300,000$ 2,300,000$ 75,000 975,000 75,000 1,100,000 - - - - Intersection-SR9 @ Bethany Bend 225,000$ 165,000$ 15,000 - 150,000 - - - - - - Intersection-Webb Rd Turn Lanes 185,000$ 185,000$ 185,000 - - - - - - - Intersection-Bethany @ Providence 1,460,000$ 1,460,000$ - 60,000 - - - - - 1,400,000 Intersection-Hopewell @ Bethany Bnd/Bethany Way 2,500,000$ 2,500,000$ - - - - - - - 2025Intersection-Hopewell @ Redd Road 120,000$ 120,000$ 120,000 Intersection-Hopewell @ Hamby 1,175,000$ 1,175,000$ - - - - - 75,000 1,100,000 - Intersection-Hopewell @ Thompson 1,175,000$ 1,175,000$ - - - - - - 400,000 775,000 Crabapple SE Connector 150,000$ 150,000$ - - - - - - 150,000 - Hopewell/Hamby Road Widening 26,142,900$ 5,228,580$ 2030Morris Road Widening 7,000,000$ 7,000,000$ 202462,165,047$ 31,753,329$ 3,562,759$ 2,266,990$ 1,485,000$ 375,000$ 2,700,000$ 1,250,000$ 375,000$ 1,950,000$ 2,175,000$ * Total cost minus funds from other sources. Table 18: Road Projects and Estimated Costs – Current Dollars Road Improvements DRAFT – July 20 / Amended Sept 3, 2015 27 Capital Improvements Element Road Project Name 2014 2015 2016 2017 2018 2019 2020 2021 2022Future YearIntersection-Hopewell/Francis/Cogburn 992,103$ -$ -$ -$ -$ -$ -$ -$ -$ 992,103$ Intersection-Deerfield Pkwy @ Morris Rd 85,206 - - - - - - - - 85,206 Intersection-Bethany @ Cogburn 446,923 - - - - - - - - 446,923 Intersection-Arnold Mill @ New Providence 313,300 - - - - - - - - 313,300 Intersection-Birmingham @ Providence 852,581 - - - - - - - - 852,581 Intersection-Hopewell @ Birmingham - 693,135 - - - - - - - 693,135 Intersection-Crabapple @ Birmingham 596,474 756,790 - - - - - - - 1,353,264 Transportation Master Plan Update - 231,045 - - - - - - - 231,045 McGinnis Ferry Interchange - 51,343 - - - - - - - 51,343 Bridge Replacement Program - 51,343 - - 1,445,434 1,084,657 - - - 2,581,435 Bridge Replacement Program 261,172 154,030 316,336 324,835 333,562 342,523 351,725 361,175 - 2,445,358 Intersection-Freemanville @ Providence & B'ham - 77,015 1,028,092 81,209 1,223,060 - - - - 2,409,376 Intersection-SR9 @ Bethany Bend 15,000 - 158,168 - - - - - - 173,168 Intersection-Webb Rd Turn Lanes - 189,970 - - - - - - - 189,970 Intersection-Bethany @ Providence - - 63,267 - - - - - 1,730,765 1,794,032 Intersection-Hopewell @ Bethany Bnd/Bethany Way - - - - - - - - - 3,346,504 3,346,504 Intersection-Hopewell @ Redd Road - 123,224 - - - - - - - 123,224 Intersection-Hopewell @ Hamby - - - - - - 87,931 1,324,308 - 1,412,239 Intersection-Hopewell @ Thompson - - - - - - - 481,566 958,102 1,439,668 Crabapple SE Connector - - - - - - - 180,587 - 180,587 Hopewell/Hamby Road Widening - - - - - - - - - 7,991,049 7,991,049 Morris Road Widening - - - - - - - - - 9,125,057 9,125,057 3,562,759$ 2,327,895$ 1,565,864$ 406,043$ 3,002,056$ 1,427,180$ 439,657$ 2,347,637$ 2,688,867$ 20,462,610$ 38,230,567$ * Net Present Value = 2014 cost estimate inflated to target year using the ENR Construction Cost Index, reduced to 2014 NPV using the Discount Rate.Planned Funding Estimates Future ExpendituresEstimated Total Cost NPV* Table 19: Road Projects and Estimated Costs – Net Present Value Road Improvements DRAFT – July 20 / Amended Sept 3, 2015 28 Capital Improvements Element Project Total Cost NPV % Impact Fee Eligible* New Growth Cost Intersection-Hopewell/Francis/Cogburn 992,103$ 40.1% 397,918.39$ Intersection-Deerfield Pkwy @ Morris Rd 85,206 40.1% 34,174.91$ Intersection-Bethany @ Cogburn 446,923 40.1% 179,254.45$ Intersection-Arnold Mill @ New Providence 313,300 40.1% 125,660.17$ Intersection-Birmingham @ Providence 852,581 40.1% 341,958.10$ Intersection-Hopewell @ Birmingham 693,135 40.1% 278,006.39$ Intersection-Crabapple @ Birmingham 1,353,264 40.1% 542,774.90$ Transportation Master Plan Update 231,045 40.1% 92,668.80$ McGinnis Ferry Interchange 51,343 40.1% 20,593.07$ Bridge Replacement Program 2,581,435 40.1% 1,035,376.64$ Bridge Replacement Program 2,445,358 40.1% 980,798.32$ Intersection-Freemanville @ Providence & B'ham 2,409,376 40.1% 966,366.34$ Intersection-SR9 @ Bethany Bend 173,168 40.1% 69,455.24$ Intersection-Webb Rd Turn Lanes 189,970 40.1% 76,194.34$ Intersection-Bethany @ Providence 1,794,032 40.1% 719,560.72$ Intersection-Hopewell @ Bethany Bnd/Bethany Way 3,346,504 40.1% 1,342,234.96$ Intersection-Hopewell @ Redd Road 123,224 40.1% 49,423.36$ Intersection-Hopewell @ Hamby 1,412,239 40.1% 566,429.05$ Intersection-Hopewell @ Thompson 1,439,668 40.1% 577,430.53$ Crabapple SE Connector 180,587 40.1% 72,431.05$ Hopewell/Hamby Road Widening 7,991,049 40.1% 3,205,096.16$ Morris Road Widening 9,125,057 40.1% 3,659,930.39$ 38,230,567$ 15,333,736$ * See the Methodology - Trip Generation section in the Technical Appendix. Eligible Costs As discussed thoroughly in the Methodology—Trip Generation section of the Technical Appendix, new growth and development will represent 40.1% of the traffic on Milton’s road network in 2035. To that extent, new growth’s fair share of the road project costs that are attributed to new growth are shown on the following table. Table 20: Eligible Cost Calculation Exemption Policy DRAFT – July 20 / Amended Sept 3, 2015 29 Capital Improvements Element Exemption Policy The Georgia Development Impact Fee Act provides that the City’s “impact fee ordinance may ex- empt all or part of particular development projects from development impact fees if: (1) Such projects are determined to create extraordinary economic development and employ- ment growth or affordable housing; (2) The public policy which supports the exemption is contained in the [city's] comprehensive plan; and (3) The exempt development project's proportionate share of the system improvement is funded through a revenue source other than development impact fees.” The following Exemption Policy is included in this CIE and thus becomes part of the City’s Compre- hensive Plan: The City of Milton recognizes that certain office and retail trade development projects provide extraordinary benefit in support of the economic advancement of the city’s citi- zens over and above the access to jobs, goods and services that such uses offer in gen- eral. To encourage such development projects, the Mayor and City Council may consid- er granting a reduction in the impact fee for such a development project upon the de- termination and relative to the extent that the business or project represents extraordi- nary economic development and employment growth of public benefit to Milton, in ac- cordance with exemption criteria the City may adopt. It is also recognized that the cost of system improvements otherwise foregone through exemption of any impact fee must be funded through revenue sources other than impact fees. While this policy provides that exemption criteria may be approved by the City Council as part of its Impact Fee Ordinance, the adoption of such criteria is elective on the part of the City Council and may or may not be activated through inclusion in the Ordinance. Community Work Program DRAFT – July 20 / Amended Sept 3, 2015 30 Capital Improvements Element Community Work Program The City’s current 5-Year Community Work Program (CWP) was adopted as part of the 2030 Com- prehensive Plan in 2011. The then-named Short Term Work Program covered the years 2011 to 2015. The City is scheduled to update its Comprehensive Plan in 2016, which will entail a new CWP covering the years 2016 to 2020. Because the current CWP is required to be updated with the impact fee eligible projects anticipated to be undertaken over the coming 5 years, the following listing of impact fee projects is adopted as an Addendum to the CWP through adoption of this Capital Improvements Element. In 2016, the new Community Work Program within the Comprehensive Plan update will be revised for all project activities, including the specific impact fee eligible projects. 5-Year Work Program Addendum: Impact Fee Eligible Projects Project Description 2016 2017 2018 2019 2020 Responsible Party Cost Esti- mate Funding Source Notes/ Explana- tion Parks and Recreation Continue land acquisition program for park lands. x x x x Parks and Rec- reation $1,030,000 per year 67.39% impact fees; Bond Issue On-going debt ser- vice on bonds Initiate and continue acquisition program for conservation easements. x x x x x Parks and Rec- reation $424,320 per year 41.44% impact fees; General Fund On-going annual to 2035 Land acquisition and construction of multi-use trails. x x x x x Parks and Rec- reation $565,560 per year 41.39% impact fees; General Fund On-going annual; Impact fee % var- ies depending on activity Complete Northwestern middle IGA fields. x Parks and Rec- reation $25,000 Impact fees; Gen- eral Fund Impact fee % var- ies depending on facilities Design and improve Providence Park. x x Parks and Rec- reation $561,816 Impact fees; Gen- eral Fund Design in 2016; improvements commence in 2020 Design Chadwick Landfill park project. x Parks and Rec- reation $100,000 Impact fees; Gen- eral Fund Improvements planned for 2021 Police Design and construct Law Enforcement Center. x x x x x Police / Ad- ministration $4,125,000 41.44% impact fees; General Fund Completion in 2020. Fire Replace Fire Station 42 x Fire / Admin- istration $1,260,000 40% impact fees; General Fund Construct Training Facili- ty x Fire / Admin- istration $378,210 100% impact fees Community Work Program DRAFT – July 20 / Amended Sept 3, 2015 31 Capital Improvements Element Project Description 2016 2017 2018 2019 2020 Responsible Party Cost Esti- mate Funding Source Notes/ Explana- tion Purchase heavy vehicle x x Fire / Admin- istration $887,000 100% impact fees Purchase general vehicle x x Fire / Admin- istration $76,400 100% impact fees Transportation Complete Intersection- Hopewell @ Birmingham x Public Works $1,670,000 40.1% impact fees; General Fund Complete Intersection- Crabapple @ Birming- ham x Public Works $1,353,264 40.1% impact fees; General Fund Project underway Complete Transportation Master Plan Update x Public Works $231,045 40.1% impact fees; General Fund Project underway Complete, McGinnis Fer- ry Interchange x Public Works $51,343 40.1% impact fees; General Fund Project underway Bridge Replacement Pro- gram x x x x x Public Works $2,445,358 40.1% impact fees; General Fund On-going annual improvements Intersection- Freemanville @ Provi- dence & B'ham x x x x Public Works $2,409,376 40.1% impact fees; General Fund Intersection-SR9 @ Bethany Bend x Public Works $173,168 40.1% impact fees; General Fund Complete Intersection- Webb Rd Turn Lanes x Public Works $189,970 40.1% impact fees; General Fund Project underway Intersection-Bethany @ Providence x Public Works $1,794,032 40.1% impact fees; General Fund Complete Intersection- Hopewell @ Redd Road x Public Works $123,224 40.1% impact fees; General Fund Project underway Intersection-Hopewell @ Hamby x Public Works $1,412,239 40.1% impact fees; General Fund Completion in 2021 Glossary DRAFT – July 20 / Amended Sept 3, 2015 32 Capital Improvements Element Glossary The following terms are used in the Impact Fee Methodology Report. Where possible, the defini- tions are taken directly from the Development Impact Fee Act. Capital improvement: an improvement with a useful life of ten years or more, by new construc- tion or other action, which increases the service capacity of a public facility. Capital improvements element: a component of a comprehensive plan adopted pursuant to Chapter 70 of the Development Impact Fee Act which sets out projected needs for system im- provements during a planning horizon established in the comprehensive plan, a schedule of capital improvements that will meet the anticipated need for system improvements, and a description of anticipated funding sources for each required improvement. Development: any construction or expansion of a building, structure, or use, any change in use of a building or structure, or any change in the use of land, any of which creates additional demand and need for public facilities. Development impact fee: a payment of money imposed upon development as a condition of de- velopment approval to pay for a proportionate share of the cost of system improvements needed to serve new growth and development. Eligible facilities: capital improvements in one of the following categories: (A) Water supply production, treatment, and distribution facilities; (B) Waste-water collection, treatment, and disposal facilities; (C) Roads, streets, and bridges, including rights of way, traffic signals, landscaping, and any local components of state or federal highways; (D) Storm-water collection, retention, detention, treatment, and disposal facilities, flood control facilities, and bank and shore protection and enhancement improvements; (E) Parks, open space, and recreation areas and related facilities; (F) Public safety facilities, including police, fire, emergency medical, and rescue facilities; and (G) Libraries and related facilities. Impact Cost: the proportionate share of capital improvements costs to provide service to new growth, less any applicable credits. Impact Fee: the impact cost plus surcharges for program administration and recoupment of the cost to prepare the Capital Improvements Element. Level of service: a measure of the relationship between service capacity and service demand for public facilities in terms of demand to capacity ratios or the comfort and convenience of use or ser- vice of public facilities or both. Project improvements: site improvements and facilities that are planned and designed to provide service for a particular development project and that are necessary for the use and convenience of the occupants or users of the project and are not system improvements. The character of the im- provement shall control a determination of whether an improvement is a project improvement or system improvement and the physical location of the improvement on site or off site shall not be considered determinative of whether an improvement is a project improvement or a system im- provement. If an improvement or facility provides or will provide more than incidental service or Glossary DRAFT – July 20 / Amended Sept 3, 2015 33 Capital Improvements Element facilities capacity to persons other than users or occupants of a particular project, the improvement or facility is a system improvement and shall not be considered a project improvement. No im- provement or facility included in a plan for public facilities approved by the governing body of the municipality or county shall be considered a project improvement. Proportionate share: means that portion of the cost of system improvements which is reasonably related to the service demands and needs of the project. Rational Nexus: the clear and fair relationship between fees charged and services provided. Service area: a geographic area defined by a municipality, county, or intergovernmental agree- ment in which a defined set of public facilities provide service to development within the area. Ser- vice areas shall be designated on the basis of sound planning or engineering principles or both. System improvement costs: costs incurred to provide additional public facilities capacity needed to serve new growth and development for planning, design and engineering related thereto, includ- ing the cost of constructing or reconstructing system improvements or facility expansions, including but not limited to the construction contract price, surveying and engineering fees, related land ac- quisition costs (including land purchases, court awards and costs, attorneys’ fees, and expert wit- ness fees), and expenses incurred for qualified staff or any qualified engineer, planner, architect, landscape architect, or financial consultant for preparing or updating the capital improvement ele- ment, and administrative costs, provided that such administrative costs shall not exceed 3 percent of the total amount of the costs. Projected interest charges and other finance costs may be includ- ed if the impact fees are to be used for the payment of principal and interest on bonds, notes, or other financial obligations issued by or on behalf of the municipality or county to finance the capital improvements element but such costs do not include routine and periodic maintenance expendi- tures, personnel training, and other operating costs. System improvements: capital improvements that are public facilities and are designed to pro- vide service to the community at large, in contrast to ‘project improvements.’ Technical Appendix DRAFT – July 20 / Amended Sept 3, 2015 34 Capital Improvements Element Technical Appendix The following pages contain: Methodology – Population Forecasts Methodology – Housing and Employment Forecasts Methodology – Trip Generation Technical Appendix A-1 Population Forecasts: 2014 – 2035 Methodology—Population Forecasts The purpose of this analysis is to develop population forecasts for use in establishing Level of Ser- vice calculations for the City’s impact fee program. The population forecasts will subsequently in- fluence the housing unit and employment forecasts that will also be used in the Level of Service calculations. To accomplish this, a variety of projection approaches were prepared for consideration. Data from both the US Bureau of the Census and the Atlanta Regional Commission were considered, as well as countywide forecasts prepared by Woods & Poole Economics, Inc. The various approaches presented in the attached Analysis are: • 2000–2013 Census population data projected to 2040 on a “straight line” basis for each city in North Fulton County—called the Linear Trend approach. • 2000–2013 Census population data projected to 2040 for each North Fulton city assuming that the ARC Plan 2040 North Fulton projections are incorrect by the same increment as “straight line” determined for 2016 (ARC’s first “base” year)—called the Linear Shift ap- proach. • 2000–2013 Census population data projected to 2040 on a “curved line” basis for each city in North Fulton County as 2nd-order regression—called the Growth Trend. • 2000–2013 Census population data projected to 2040 assuming that the ARC Plan 2040 North Fulton projections are incorrect by the same increment as determined for 2016 using the growth trend figure—called the Growth Shift. • The percentage share of countywide population projected for each North Fulton city taken against the ARC Plan 2040 forecasts and those of Woods & Poole Economics, Inc. • Finally, the capacity of the city to accommodate future development was considered, based on policies in place regarding residential densities and land conservation initiatives. Note that, in order to maintain data consistency with available data sources, the period 2000-2040 is used in preparing the forecasts. However, for the impact fee program, the 20-year period 2014- 2035 will be used. Historic Trends Since 2000, the city’s popu- lation growth has far ex- ceeded its North Fulton neighbors. During these past 13 years, (if the Census Bu- reau’s 2000 estimate is ac- curate) Milton’s population has more than doubled (in- creasing 124%) at an aver- age annual rate of a little over 9.5%. During this same period, Alpharetta and John’s Creek kept pace with North Fulton as a whole with per- 2000 2013 Number Percent Avg/Year Percent Avg/Year Alpharetta 47,229 62,298 15,069 31.91% 2.45% -1.09% -0.08% Johns Creek 61,522 82,788 21,266 34.57% 2.66% 0.91% 0.07% Milton 16,035 35,907 19,872 123.93% 9.53% 67.92% 5.22% Mountain Park (pt.) 518 576 58 11.20% 0.86% -16.62% -1.28% Roswell 81,361 94,034 12,673 15.58% 1.20% -13.33% -1.03% Total - North Fulton 206,665 275,603 68,938 33.36% 2.57% 100.00% n/a Year 2000 population for Milton and Johns Creek estimated by US Bureau of the Census. Increase Share of North Fulton Comparative Growth Rates - North Fulton Cities Technical Appendix A-2 Population Forecasts: 2014 – 2035 centage increases in the low-mid 30s, while Roswell and Mt. Park notably lagged with 16% and 11% increases, respectively (yielding average annual growth rates around 1%). During this same period, Milton’s share of the North Fulton population grew almost 68%, from 7.76% in 2000 to 13.03% in 2013 (increasing its share at an average annual rate of a little over 5.2%). Two of its neighbors—Mt. Park and Roswell—saw their share of North Fulton notably re- duced, while Alpharetta and John’s Creek barely held their own. Given the limitations on developable land resources in its neighboring North Fulton cities, continu- ing market pressures for residential growth, quality public services both existing and planned, and the ambience clearly established in Milton’s many fine neighborhoods, growth—at least managed growth—is expected to continue throughout the projection period. Recommendation While there is considerable divergence among the various approaches considered in the attached Analysis, we have focused on the Build-out Capacity, the Linear Trend, and the County Share ap- proach using the Woods & Poole countywide figures, for further consideration. The table and graph below show these three scenarios, while the Analysis that follows provides a detailed description of the many and various approaches that were prepared and the methodologies and data used Bottom line: the Build-out Capacity approach is recommended as the basis for the City’s Impact Fee Program because it fully recognizes the limited amount of available land for development when the City’s land conservation policies are taken into consideration, as well as City policies regarding future development densities and the potential for TDRs. Approach 2014 2020 2025 2030 2035 Increase Percent Avg/Year City of Milton - 2014-2035 2014 36,060 38,508 39,180 2015 37,385 40,140 40,966 2016 38,710 41,773 42,783 2017 40,039 43,405 44,630 2018 41,353 45,038 46,507 2019 42,654 46,671 48,413 2020 43,941 48,303 50,345 2021 45,214 49,936 52,307 2022 46,473 51,568 54,295 2023 47,718 53,201 56,307 2024 48,950 54,834 58,346 2025 50,167 56,466 60,406 2026 51,371 58,099 62,490 2027 52,561 59,732 64,597 2028 53,737 61,364 66,724 2029 54,899 62,997 68,869 2030 56,047 64,629 71,034 2031 57,181 66,262 73,219 2032 58,302 67,895 75,421 2033 59,408 69,527 77,643 2034 60,501 71,160 79,882 2035 61,580 72,792 82,135 70.8% 3.54% Buildout Capacity 61,58056,04750,16743,94136,060Buildout Capacity 4.45% Percent of County (W&P) 42,95539,180 50,345 60,406 71,034 82,135 109.6% 89.0%34,28572,79264,62956,466 5.48% 25,520 Recommended Alternate Population Forecasts 2014 - 2035 Change Linear Trend % of County (W&P) Linear Trend 48,30338,508 35,000 40,000 45,000 50,000 55,000 60,000 65,000 70,000 75,000 80,000 85,000 Linear Trend % of County (W&P)Buildout Capacity Technical Appendix A-3 Population Forecasts: 2014 – 2035 The reasons for our recommendation are: The Linear Trend and the County Share approaches reflect residential growth potential that could only be achieved if City policies change in the future, and therefore should be viewed more as ‘market demand’ potential than most likely growth outcomes. Between the two, the Linear Trend forecast is more favored because it directly relies on historic city population data and trends (as estimated by the Census Bureau) and is somewhat more defensible than tying the city’s future growth to that of the whole county. The Linear Trend and the County Share approaches are both unconstrained by land availability and would rely on rezoning approvals not contemplated in the City’s Comprehensive Plan. In contrast, the Build-out Capacity approach recognizes the limited amount of available land for development when the City’s land conservation policies are taken into consideration, along with the potential for transfers of development rights recommended in the Conservation Plan, as well as the City’s poli- cies regarding future development densities within areas that are currently provided with sanitary sewer service and within areas that are not, and will not, be sewered. In our view, the Build-out Capacity forecasts are the most consistent with current planning policies incorporated into the City’s Comprehensive Plan, including development policies regarding future residential densities, which are summarized in the Plan’s vision statement: Milton is a distinctive community embracing small town life and heritage while preserving and enhancing our rural character. Further support for the Build-out Capacity approach is that it reflects the City’s emerging policies for land conservation embodied in the Conservation Plan, which limits the amount of land available for development, and further being considered in the creation of a conservation subdivision alter- native for residential development. Technical Appendix A-4 Population Forecasts: 2014 – 2035 An Analysis of Population ForecastsCity of Milton Historic Population Growth The lowest common geographic denominator with ARC’s Plan 2040 forecasts is all of Fulton County north of the Chattahoochee River (which consists of two ARC “superdistricts” – neither of which ac-tually coincides with city limit lines). Thus, fore-casts have to be made for each of the five cities that comprise North Fulton in order to compare growth in the area, overall, to ARC forecasts. Secondly, since ARC figures are not given for 2035, the forecasts have to extend to 2040 for comparability. Table 1 shows the latest population estimates for each year between 2000 and 2013, for each city in North Fulton County, prepared by the Census Bureau as part of their Annual Estimates pro-gram. These particular figures are from the Inter-censal Estimates for 2000-2009 (the Bureau re-vises its annual estimates for each decade after a Decennial Census to correct individual errors) and from the Census Bureau’s Annual Estimates Pro-gram for 2010, 2011, 2012 and 2013. (When the 2013 estimates were published, 2010 was slightly revised.) It is important to note that Census Bureau esti-mates are made as of July 1 of each year, so they differ slightly from the Decennial Census figures for 2000 and 2010, which were taken as of April 1.Also shown on Table 1 is each North Fulton city’s percentage of the total North Fulton population each year. Following that, the total population of Fulton County for each year is shown, followed by each city’s percentage of the total Fulton County population each year. These percentages are used later in different forecasting scenarios. Table 1: Population Estimates 2000 - 20132000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010** 2011 2012 2013Alpharetta 47,229 47,895 48,011 48,096 48,279 49,339 51,390 53,239 54,830 56,286 57,825 59,407 61,965 62,298 Johns Creek 61,522 62,566 62,891 63,163 63,562 65,116 67,978 70,580 72,844 74,929 77,199 79,501 82,278 82,788 Milton 16,035 17,592 18,913 20,170 21,432 23,064 25,183 27,246 29,210 31,119 32,908 33,902 35,001 35,907 Mountain Park (pt.) 518 514 505 497 489 490 502 510 516 521 550 563 575 576 Roswell 81,361 81,411 80,563 79,739 79,075 79,826 82,172 84,183 85,751 87,089 88,839 91,161 93,649 94,034 Total - North Fulton206,665 209,978 210,883 211,665 212,837 217,835 227,225 235,758 243,151 249,944 257,321 264,534 273,468 275,603 Percent of North FultonAlpharetta 22.85% 22.81% 22.77% 22.72% 22.68% 22.65% 22.62% 22.58% 22.55% 22.52% 22.47% 22.46% 22.66% 22.60%Johns Creek 29.77% 29.80% 29.82% 29.84% 29.86% 29.89% 29.92% 29.94% 29.96% 29.98% 30.00% 30.05% 30.09% 30.04%Milton 7.76% 8.38% 8.97% 9.53% 10.07% 10.59% 11.08% 11.56% 12.01% 12.45% 12.79% 12.82% 12.80% 13.03%Mountain Park (pt.) 0.25% 0.24% 0.24% 0.23% 0.23% 0.22% 0.22% 0.22% 0.21% 0.21% 0.21% 0.21% 0.21% 0.21%Roswell 39.37% 38.77% 38.20% 37.67% 37.15% 36.65% 36.16% 35.71% 35.27% 34.84% 34.52% 34.46% 34.24% 34.12%Total100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%Fulton County Total 816,190 820,213 815,224 812,568 809,481 818,737 845,181 869,329 888,694 905,511 926,060 949,777 977,129 984,293 Percent of Fulton CountyAlpharetta 5.79% 5.84% 5.89% 5.92% 5.96% 6.03% 6.08% 6.12% 6.17% 6.22% 6.24% 6.25% 6.34% 6.33%Johns Creek 7.54% 7.63% 7.71% 7.77% 7.85% 7.95% 8.04% 8.12% 8.20% 8.27% 8.34% 8.37% 8.42% 8.41%Milton 1.96% 2.14% 2.32% 2.48% 2.65% 2.82% 2.98% 3.13% 3.29% 3.44% 3.55% 3.57% 3.58% 3.65%Mountain Park (pt.) 0.06% 0.06% 0.06% 0.06% 0.06% 0.06% 0.06% 0.06% 0.06% 0.06% 0.06% 0.06% 0.06% 0.06%Roswell 9.97% 9.93% 9.88% 9.81% 9.77% 9.75% 9.72% 9.68% 9.65% 9.62% 9.59% 9.60% 9.58% 9.55%Total25.32% 25.60% 25.87% 26.05% 26.29% 26.61% 26.88% 27.12% 27.36% 27.60% 27.79% 27.85% 27.99% 28.00%* As of July 1 of each year. 2000 and 2010 differ from Census counts, which are as of April 1.** Revised by Census Bureau in 2013.Sources: Census Estimates Program, 2011-2013, US Bureau of the Census.Intercensal Estimates 2000-2010, US Bureau of the Census.Population Estimates* - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000Population Trends 2000-2013Cities in North FultonAlpharettaJohns CreekMiltonMountain Park (pt.)Roswell0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00%City Percentage ofNorth FultonAlpharettaJohns CreekMiltonMountain Park (pt.)Roswell Technical Appendix A-5 Population Forecasts: 2014 – 2035 Regional Forecasts Next, a summary of the forecasts prepared by the Atlanta Regional Commission as part of their Plan 2040 is shown on Table 2, for North Fulton and the county as a whole. Two ARC Superdistricts comprise North Fulton County – the Roswell Superdistrict and the N Fulton Superdistrict. They are totaled to compare to the five cities collectively that make up North Fulton. Table 2 shows the figures for ARC’s benchmark years starting in 2016 and ending in 2040. (There are no figures for 2035.) Popula-tion, household and employment figures are shown. In addition, countywide data from Woods & Poole Economics are shown for comparison. Woods & Poole population forecasts are consistently lower than ARC’s for the county as a whole, as are their forecasts of the number of households, as would be expected. We note that ARC used a population for the county in 2010 of 965,593 while the Cen-sus Bureau’s 2010 Census count was considerably lower at 920,581.More notably, Woods & Poole countywide employment forecasts are much higher than the ARC figures. Working with the US Bureau of Economic Analysis, Woods & Poole counts jobs and includes sole proprietors and part-time jobs. Employment data from other sources often are counting the number of persons that work, so a person working at two or more jobs would be counted as only “one”. This difference will be important when the employment fore-casts are prepared for the impact fee program. Projecting Historic Trends into the Future In order to get a “handle” on population projections for North Ful-ton, the population figures from the Census Bureau (Table 1) are projected to the year 2040 using two types of regression analysis (often called “trend analysis”): •The “linear trend” regression assumes a straight line rela-tionship between the data for each year, and projects that line forward. •The “growth trend” regression assumes there may be some curve to the data, whether an acceleration or deceleration over time, that will continue into the future. Both of these are mathematical exercises, but valuable for comparison purposes. The results of the two projections for 2014-2040 for North Fulton are shown on Table 3. (ARC benchmark years are shown in bold.) Table 3: Historic Trend ProjectionsCensus Estimates Linear Trend Growth Trend2000 206,665 206,665 206,665 2001 209,978 209,978 209,978 2002 210,883 210,883 210,883 2003 211,665 211,665 211,665 2004 212,837 212,837 212,837 2005 217,835 217,835 217,835 2006 227,225 227,225 227,225 2007 235,758 235,758 235,758 2008 243,151 243,151 243,151 2009 249,944 249,944 249,944 2010 257,321 257,321 257,321 2011 264,534 264,534 264,534 2012 273,468 273,468 273,468 2013 275,603 275,603 275,603 2014 279,453 281,892 2015 285,315 288,933 2016 291,176 296,150 2017 297,038 303,548 2018 302,899 311,130 2019 308,761 318,902 2020 314,623 326,867 2021 320,484 335,032 2022 326,346 343,401 2023 332,208 351,978 2024 338,069 360,770 2025 343,931 369,782 2026 349,793 379,019 2027 355,654 388,486 2028 361,516 398,190 2029 367,378 408,136 2030 373,239 418,331 2031 379,101 428,780 2032 384,963 439,491 2033 390,824 450,469 2034 396,686 461,721 2035 402,548 473,254 2036 408,409 485,075 2037 414,271 497,192 2038 420,132 509,611 2039 425,994 522,340 2040 431,856 535,388 North FultonTable 2: Regional Forecasts 2016-20402016 2020 2025 2030 2040N Fulton Superdistrict 145,453 148,312 151,139 153,160 156,837 Roswell Superdistrict 101,857 103,479 104,925 105,943 109,129 Total - North Fulton 247,310 251,791 256,064 259,103 265,966 Fulton Co Total (ARC) 1,103,781 1,148,576 1,198,143 1,244,333 1,338,891 Woods & Poole 1,003,725 1,047,328 1,100,737 1,151,556 1,243,925 ARC minus W&P 100,056 101,248 97,406 92,777 94,966 2016 2020 2025 2030 2040N Fulton Superdistrict 53,839 55,050 56,497 57,588 60,295 Roswell Superdistrict 38,686 39,711 40,741 41,517 43,454 Total - North Fulton 92,525 94,761 97,238 99,105 103,749 Fulton Co Total (ARC) 423,617 445,446 472,306 495,818 547,594 Woods & Poole 419,931 443,688 468,614 489,663 526,369 ARC minus W&P 3,686 1,758 3,692 6,155 21,225 2016 2020 2025 2030 2040N Fulton Superdistrict 110,954 117,165 123,005 130,106 144,783 Roswell Superdistrict 45,252 48,458 51,579 55,357 63,610 Total - North Fulton 156,206 165,623 174,584 185,463 208,393 Fulton Co Total (ARC) 767,619 814,009 859,777 914,302 1,032,717 Woods & Poole 1,012,790 1,066,146 1,136,194 1,210,092 1,243,925 ARC minus W&P (245,171) (252,137) (276,417) (295,790) (211,208) Sources: Atlanta Regional Commission, Plan 2040 Forecasts.2014 Data Pamphlet, Fulton County, Woods & Poole Economics, Inc.,Washington DC.EmploymentPopulationHouseholds Technical Appendix A-6 Population Forecasts: 2014 – 2035 Adjusting the Regional Forecasts ARC’s Plan 2040 population forecasts for North Fulton are clearly inaccurate. The ARC population figure for 2016 (247,310) is far less than the projected population figures from Table 3, which range from 291,176 (linear trend) to 296,150 (growth trend), and is even less than the Census figure for 2012. According to the Census Bureau, ARCs 2016 figure for North Fulton was exceeded in 2009. Two approaches are used to address this problem with regard to population, and are shown on Table 4.•The first is to use the projections for the benchmark years taken from Table 3. When used on later tables, these projections are referred to as the “trend approach”. •The second is to assume that ARC’s figures are incrementally off, and to adjust each benchmark year by the 2016 multiplier; in essence, this shifts ARC’s line on a graph without changing its rate of increase (i.e., the “slope” of the graph line remains the same). The North Fulton Population section of Table 4 shows the two adjustment approaches indicated above. The Linear Trend and Growth Trend results from the regression analysis of the 2000-2013 Census Bu-reau estimates from Table 3 are inserted under their appropriate years. Below that on Table 4, the ratio between the linear trend figure and the ARC figure for 2016 is calcu-lated, and applied to the ARC figures in subsequent years as a multiplier. This is referred to as the “linear shift” approach. Similarly, the growth trend-to-ARC ratio is calculated and multiplied times sub-sequent years to produce the “growth shift” approach. For adjustments to the number of households, we fall back on average household size calculations. The average household size determined by dividing the ARC population by the ARC number of house-holds for North Fulton is divided into the linear trend and growth trend populations to produce the re-spective household projections for each year. Adjustments to employment utilized the ratio between the ARC employment figures and the number of households in the ARC projections. These employment-to-households ratios are then applied to the linear trend and growth trend number of households calculated above to produce new employment fig-ures for each benchmark year for each approach. (Though employment is not directly connected to the number of households because of cross-jurisdictional commuting, the point was to adjust the ARC fig-ures using their own data which had already taken commuting patterns into consideration.) Alternate Projections The tables on the next three pages present three alternate projections for the cities that comprise North Fulton. The first two alternates are the linear model approach (including the “trend” method and the “shift” method discussed above), and the growth model approach (“trend” and “shift”). In each case, the city percentages of North Fulton population are projected to 2040 using the linear regression and the growth regression methods, respectively. These percentages are multiplied times the North Fulton total population figures projected using the linear and growth regression methods, and the “shift” method discussed above. The third set of tables (on page 6) present the Fulton County Share approach. To accomplish this, the city percentages of the Fulton County population totals estimated by the Census Bureau for the 2000-2013 years (from Table 1) are projected to 2040 using a linear regression. These percentages are then multiplied against the ARC Plan 2040 county totals and the Woods & Poole county totals for compari-son. This approach, of course, assumes an evolving relationship between the population of the cities in North Fulton and the county as a whole. Table 4: Adjustments to Regional Forecasts 2016-20402016 2020 2025 2030 2040North Fulton - ARC 247,310 251,791 256,064 259,103 265,966 North Fulton - Linear Trend 291,176 314,623 343,931 373,239 431,856 North Fulton - Growth Trend 296,150 326,867 369,782 418,331 535,388 2016 Linear Trend:ARC Ratio 1.1774 Linear Shift Population 291,176 296,452 301,483 305,061 313,141 2016 Growth Trend:ARC Ratio 1.1975 Growth Shift Population 296,150 301,516 306,633 310,272 318,491 2016 2020 2025 2030 2040Number of Households - ARC 92,525 94,761 97,238 99,105 103,749 Avg Household Size - ARC 2.67 2.66 2.63 2.61 2.56 North Fulton - Linear Trend 108,936 118,408 130,605 142,761 168,460 North Fulton - Growth Trend 110,797 123,016 140,421 160,009 208,846 2016 2020 2025 2030 2040Employment - ARC 156,206 165,623 174,584 185,463 208,393 Emp:Household Ratio - ARC 1.69 1.75 1.80 1.87 2.01 North Fulton - Linear Trend 183,913 206,952 234,492 267,160 338,373 North Fulton - Growth Trend 187,055 215,007 252,117 299,437 419,494 North Fulton PopulationNorth Fulton HouseholdsNorth Fulton Employment Technical Appendix A-7 Population Forecasts: 2014 – 2035 Table 5: Population Projections, Linear Model Table 5A: Linear Trend Approach Table 5B: Linear Shift ApproachAlpharetta Johns Creek Milton Mtn Park (pt.) Roswell Alpharetta Johns Creek Milton Mtn Park (pt.) Roswell Alpharetta Johns Creek Milton Mtn Park (pt.) Roswell200022.79% 29.77% 8.26% 0.24% 38.94% 2000 206,665 45,011 58,728 15,651 487 77,514 2000 206,665 45,011 58,728 15,651 487 77,514 2001 22.77% 29.80% 8.68% 0.24% 38.52% 2001 209,978 46,285 60,538 17,284 492 78,653 2001 209,978 46,285 60,538 17,284 492 78,653 2002 22.74% 29.82% 9.10% 0.24% 38.10% 2002 210,883 47,559 62,348 18,916 498 79,792 2002 210,883 47,559 62,348 18,916 498 79,792 2003 22.72% 29.84% 9.52% 0.23% 37.69% 2003 211,665 48,833 64,158 20,549 504 80,931 2003 211,665 48,833 64,158 20,549 504 80,931 2004 22.70% 29.87% 9.94% 0.23% 37.27% 2004 212,837 50,107 65,969 22,181 509 82,070 2004 212,837 50,107 65,969 22,181 509 82,070 2005 22.67% 29.89% 10.36% 0.23% 36.85% 2005 217,835 51,381 67,779 23,814 515 83,209 2005 217,835 51,381 67,779 23,814 515 83,209 2006 22.65% 29.91% 10.78% 0.23% 36.43% 2006 227,225 52,655 69,589 25,447 520 84,349 2006 227,225 52,655 69,589 25,447 520 84,349 2007 22.63% 29.94% 11.20% 0.22% 36.02% 2007 235,758 53,929 71,399 27,079 526 85,488 2007 235,758 53,929 71,399 27,079 526 85,488 2008 22.60% 29.96% 11.62% 0.22% 35.60% 2008 243,151 55,203 73,209 28,712 532 86,627 2008 243,151 55,203 73,209 28,712 532 86,627 2009 22.58% 29.98% 12.04% 0.22% 35.18% 2009 249,944 56,477 75,020 30,345 537 87,766 2009 249,944 56,477 75,020 30,345 537 87,766 201022.56% 30.01% 12.46% 0.21% 34.76% 2010 257,321 57,751 76,830 31,977 543 88,905 2010 257,321 57,751 76,830 31,977 543 88,905 2011 22.53% 30.03% 12.88% 0.21% 34.35% 2011 264,534 59,025 78,640 33,610 549 90,044 2011 264,534 59,025 78,640 33,610 549 90,044 2012 22.51% 30.05% 13.30% 0.21% 33.93% 2012 273,468 60,299 80,450 35,242 554 91,183 2012 273,468 60,299 80,450 35,242 554 91,183 2013 22.49% 30.08% 13.72% 0.20% 33.51% 2013 275,603 61,573 82,261 36,875 560 92,322 2013 275,603 61,573 82,261 36,875 560 92,322 2014 22.46% 30.10% 14.14% 0.20% 33.09% 2014 279,453 62,847 84,071 38,508 566 93,462 2014 280,794 63,079 84,524 39,704 560 92,928 2015 22.44% 30.13% 14.56% 0.20% 32.68% 2015 285,315 64,121 85,881 40,140 571 94,601 2015 285,985 64,178 86,153 41,640 561 93,452 2016 22.42% 30.15% 14.98% 0.19% 32.26% 2016 291,176 65,396 87,691 41,773 577 95,740 2016 291,176 65,276 87,786 43,619 562 93,934 2017 22.39% 30.17% 15.40% 0.19% 31.84% 2017 297,038 66,670 89,501 43,405 582 96,879 2017 292,495 65,503 88,252 45,046 555 93,138 2018 22.37% 30.20% 15.82% 0.19% 31.43% 2018 302,899 67,944 91,312 45,038 588 98,018 2018 293,814 65,730 88,719 46,484 548 92,332 2019 22.35% 30.22% 16.24% 0.18% 31.01% 2019 308,761 69,218 93,122 46,671 594 99,157 2019 295,133 65,957 89,186 47,933 541 91,515 202022.32% 30.24% 16.66% 0.18% 30.59% 2020 314,623 70,492 94,932 48,303 599 100,296 2020 296,452 66,183 89,655 49,393 534 90,687 2021 22.30% 30.27% 17.08% 0.18% 30.17% 2021 320,484 71,766 96,742 49,936 605 101,435 2021 297,458 66,338 90,029 50,811 526 89,754 2022 22.28% 30.29% 17.50% 0.17% 29.76% 2022 326,346 73,040 98,553 51,568 611 102,575 2022 298,464 66,493 90,403 52,237 519 88,812 2023 22.26% 30.31% 17.92% 0.17% 29.34% 2023 332,208 74,314 100,363 53,201 616 103,714 2023 299,471 66,648 90,779 53,672 511 87,861 2024 22.23% 30.34% 18.34% 0.17% 28.92% 2024 338,069 75,588 102,173 54,834 622 104,853 2024 300,477 66,802 91,154 55,115 503 86,903 2025 22.21% 30.36% 18.76% 0.16% 28.50% 2025 343,931 76,862 103,983 56,466 628 105,992 2025 301,483 66,955 91,530 56,567 495 85,936 2026 22.19% 30.38% 19.18% 0.16% 28.09% 2026 349,793 78,136 105,793 58,099 633 107,131 2026 302,199 67,044 91,819 57,971 486 84,879 2027 22.16% 30.41% 19.60% 0.16% 27.67% 2027 355,654 79,410 107,604 59,732 639 108,270 2027 302,914 67,132 92,107 59,382 478 83,815 2028 22.14% 30.43% 20.02% 0.15% 27.25% 2028 361,516 80,684 109,414 61,364 644 109,409 2028 303,630 67,220 92,396 60,798 469 82,746 2029 22.12% 30.45% 20.44% 0.15% 26.84% 2029 367,378 81,958 111,224 62,997 650 110,549 2029 304,345 67,308 92,685 62,221 461 81,671 203022.09% 30.48% 20.86% 0.15% 26.42% 2030 373,239 83,232 113,034 64,629 656 111,688 2030 305,061 67,395 92,975 63,649 452 80,590 2031 22.07% 30.50% 21.28% 0.14% 26.00% 2031 379,101 84,506 114,845 66,262 661 112,827 2031 305,869 67,502 93,293 65,103 443 79,527 2032 22.05% 30.52% 21.70% 0.14% 25.58% 2032 384,963 85,780 116,655 67,895 667 113,966 2032 306,677 67,609 93,611 66,564 435 78,457 2033 22.02% 30.55% 22.13% 0.14% 25.17% 2033 390,824 87,054 118,465 69,527 673 115,105 2033 307,485 67,716 93,930 68,032 426 77,381 2034 22.00% 30.57% 22.55% 0.14% 24.75% 2034 396,686 88,328 120,275 71,160 678 116,244 2034 308,293 67,822 94,250 69,506 417 76,298 2035 21.98% 30.59% 22.97% 0.13% 24.33% 2035 402,548 89,602 122,086 72,792 684 117,383 2035 309,101 67,928 94,569 70,987 408 75,208 2036 21.95% 30.62% 23.39% 0.13% 23.91% 2036 408,409 90,876 123,896 74,425 690 118,522 2036 309,909 68,033 94,889 72,476 400 74,111 2037 21.93% 30.64% 23.81% 0.13% 23.50% 2037 414,271 92,150 125,706 76,058 695 119,662 2037 310,717 68,139 95,210 73,970 391 73,008 2038 21.91% 30.67% 24.23% 0.12% 23.08% 2038 420,132 93,425 127,516 77,690 701 120,801 2038 311,525 68,243 95,530 75,472 382 71,898 2039 21.88% 30.69% 24.65% 0.12% 22.66% 2039 425,994 94,699 129,326 79,323 706 121,940 2039 312,333 68,348 95,852 76,980 373 70,781 204021.86% 30.71% 25.07% 0.12% 22.24% 2040 431,856 95,973 131,137 80,955 712 123,079 2040 313,141 68,452 96,173 78,496 364 69,657 Linear Trend North FultonLinear Shift North FultonPercent of North Fulton0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00%Linear TrendsPercent of North FultonAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell - 20,000 40,000 60,000 80,000 100,000 120,000 140,000Linear TrendPopulationAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell - 20,000 40,000 60,000 80,000 100,000 120,000Linear ShiftPopulationAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell Technical Appendix A-8 Population Forecasts: 2014 – 2035 Table 6: Population Projections, Growth Model Table 6A: Growth Trend Approach Table 6B: Growth Shift ApproachAlpharetta Johns Creek Milton Mtn Park (pt.) Roswell Alpharetta Johns Creek Milton Mtn Park (pt.) Roswell Alpharetta Johns Creek Milton Mtn Park (pt.) Roswell200022.79% 29.77% 8.37% 0.24% 38.98% 2000 206,665 47,099 61,530 17,288 505 80,563 2000 206,665 47,099 61,530 17,288 505 80,563 2001 22.77% 29.80% 8.71% 0.24% 38.54% 2001 209,978 47,805 62,566 18,280 506 80,922 2001 209,978 47,805 62,566 18,280 506 80,922 2002 22.74% 29.82% 9.06% 0.24% 38.10% 2002 210,883 47,962 62,885 19,106 501 80,345 2002 210,883 47,962 62,885 19,106 501 80,345 2003 22.72% 29.84% 9.43% 0.23% 37.67% 2003 211,665 48,091 63,168 19,958 496 79,724 2003 211,665 48,091 63,168 19,958 496 79,724 2004 22.70% 29.87% 9.81% 0.23% 37.24% 2004 212,837 48,307 63,567 20,885 492 79,252 2004 212,837 48,307 63,567 20,885 492 79,252 2005 22.67% 29.89% 10.21% 0.23% 36.81% 2005 217,835 49,391 65,111 22,246 496 80,189 2005 217,835 49,391 65,111 22,246 496 80,189 2006 22.65% 29.91% 10.63% 0.22% 36.39% 2006 227,225 51,467 67,971 24,149 510 82,693 2006 227,225 51,467 67,971 24,149 510 82,693 2007 22.63% 29.94% 11.06% 0.22% 35.98% 2007 235,758 53,345 70,579 26,076 522 84,821 2007 235,758 53,345 70,579 26,076 522 84,821 200822.60% 29.96% 11.51% 0.22% 35.57% 2008 243,151 54,961 72,849 27,988 531 86,484 2008 243,151 54,961 72,849 27,988 531 86,484 2009 22.58% 29.98% 11.98% 0.22% 35.16% 2009 249,944 56,439 74,943 29,941 538 87,888 2009 249,944 56,439 74,943 29,941 538 87,888 201022.56% 30.01% 12.47% 0.21% 34.76% 2010 257,321 58,045 77,216 32,079 546 89,451 2010 257,321 58,045 77,216 32,079 546 89,451 2011 22.53% 30.03% 12.97% 0.21% 34.37% 2011 264,534 59,611 79,443 34,321 554 90,911 2011 264,534 59,611 79,443 34,321 554 90,911 2012 22.51% 30.05% 13.50% 0.21% 33.97% 2012 273,468 61,561 82,190 36,924 564 92,911 2012 273,468 61,561 82,190 36,924 564 92,911 2013 22.49% 30.08% 14.05% 0.20% 33.59% 2013 275,603 61,978 82,897 38,727 561 92,569 2013 275,603 61,978 82,897 38,727 561 92,569 2014 22.47% 30.10% 14.62% 0.20% 33.21% 2014 281,892 63,327 84,855 41,223 565 93,603 2014 281,892 63,327 84,855 41,223 565 93,603 2015 22.44% 30.13% 15.22% 0.20% 32.83% 2015 288,933 64,842 87,043 43,973 571 94,848 2015 288,933 64,842 87,043 43,973 571 94,848 2016 22.42% 30.15% 15.84% 0.19% 32.45% 2016 296,150 66,394 89,287 46,906 577 96,110 2016 296,150 66,394 89,287 46,906 577 96,110 2017 22.40% 30.17% 16.48% 0.19% 32.08% 2017 303,548 67,982 91,589 50,034 584 97,388 2017 297,492 66,626 89,762 49,036 572 95,445 201822.37% 30.20% 17.15% 0.19% 31.72% 2018 311,130 69,609 93,951 53,371 590 98,684 2018 298,833 66,858 90,238 51,262 566 94,783 2019 22.35% 30.22% 17.85% 0.19% 31.36% 2019 318,902 71,275 96,373 56,931 596 99,997 2019 300,175 67,089 90,714 53,588 561 94,125 202022.33% 30.24% 18.58% 0.18% 31.00% 2020 326,867 72,980 98,858 60,728 602 101,327 2020 301,516 67,320 91,191 56,018 556 93,468 2021 22.30% 30.27% 19.34% 0.18% 30.65% 2021 335,032 74,726 101,407 64,779 609 102,675 2021 302,539 67,479 91,572 58,496 550 92,717 2022 22.28% 30.29% 20.12% 0.18% 30.30% 2022 343,401 76,514 104,022 69,100 615 104,041 2022 303,563 67,638 91,954 61,083 544 91,971 2023 22.26% 30.32% 20.94% 0.18% 29.95% 2023 351,978 78,345 106,704 73,709 622 105,425 2023 304,586 67,796 92,337 63,784 538 91,230 2024 22.24% 30.34% 21.79% 0.17% 29.61% 2024 360,770 80,220 109,455 78,625 628 106,827 2024 305,610 67,954 92,720 66,603 532 90,494 2025 22.21% 30.36% 22.68% 0.17% 29.27% 2025 369,782 82,139 112,277 83,869 635 108,248 2025 306,633 68,112 93,103 69,546 526 89,762 2026 22.19% 30.39% 23.60% 0.17% 28.94% 2026 379,019 84,104 115,172 89,463 642 109,688 2026 307,361 68,203 93,397 72,549 520 88,950 2027 22.17% 30.41% 24.56% 0.17% 28.61% 2027 388,486 86,117 118,142 95,430 648 111,147 2027 308,089 68,295 93,692 75,681 514 88,145 202822.14% 30.43% 25.56% 0.16% 28.28% 2028 398,190 88,177 121,188 101,795 655 112,626 2028 308,816 68,386 93,987 78,947 508 87,347 2029 22.12% 30.46% 26.60% 0.16% 27.96% 2029 408,136 90,287 124,312 108,585 662 114,124 2029 309,544 68,477 94,283 82,354 502 86,555 203022.10% 30.48% 27.69% 0.16% 27.64% 2030 418,331 92,447 127,518 115,827 669 115,642 2030 310,272 68,567 94,579 85,908 496 85,771 2031 22.08% 30.51% 28.81% 0.16% 27.33% 2031 428,780 94,659 130,805 123,553 676 117,180 2031 311,094 68,678 94,904 89,641 491 85,018 2032 22.05% 30.53% 29.99% 0.16% 27.02% 2032 439,491 96,924 134,178 131,793 683 118,739 2032 311,916 68,789 95,229 93,537 485 84,272 2033 22.03% 30.55% 31.21% 0.15% 26.71% 2033 450,469 99,243 137,638 140,584 691 120,319 2033 312,738 68,900 95,555 97,600 479 83,531 2034 22.01% 30.58% 32.48% 0.15% 26.41% 2034 461,721 101,618 141,186 149,961 698 121,919 2034 313,560 69,010 95,881 101,840 474 82,797 2035 21.99% 30.60% 33.80% 0.15% 26.10% 2035 473,254 104,050 144,827 159,963 705 123,541 2035 314,382 69,120 96,208 106,263 469 82,068 2036 21.96% 30.63% 35.18% 0.15% 25.81% 2036 485,075 106,539 148,561 170,632 713 125,184 2036 315,203 69,229 96,535 110,877 463 81,345 2037 21.94% 30.65% 36.61% 0.14% 25.51% 2037 497,192 109,088 152,391 182,013 720 126,850 2037 316,025 69,339 96,863 115,691 458 80,628 203821.92% 30.67% 38.10% 0.14% 25.22% 2038 509,611 111,699 156,321 194,153 728 128,537 2038 316,847 69,448 97,191 120,713 453 79,917 2039 21.90% 30.70% 39.65% 0.14% 24.94% 2039 522,340 114,371 160,351 207,103 736 130,247 2039 317,669 69,556 97,520 125,953 447 79,212 204021.87% 30.72% 41.26% 0.14% 24.65% 2040 535,388 117,108 164,486 220,916 743 131,980 2040 318,491 69,665 97,849 131,418 442 78,512 Growth Shift North FultonGrowth Trend North FultonPercent of North Fulton0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00%Growth TrendsPercent of North FultonAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell - 50,000 100,000 150,000 200,000 250,000Growth TrendPopulationAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell - 20,000 40,000 60,000 80,000 100,000 120,000 140,000Growth ShiftPopulationAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell Technical Appendix A-9 Population Forecasts: 2014 – 2035 Table 7: Fulton County Share Approach Table 7A: Percentage Share of ARC Plan 2040 Forecasts Table 7B: Percentage Share of Woods & Poole ForecastsAlpharetta Johns Creek Milton Mtn Park (pt.) Roswell Alpharetta Johns Creek Milton Mtn Park (pt.) Roswell Alpharetta Johns Creek Milton Mtn Park (pt.) Roswell2000 5.80% 7.58% 2.08% 0.06% 9.93% 2000 47,229 61,522 16,035 518 81,361 2000 47,229 61,522 16,035 518 81,361 2001 5.84% 7.65% 2.22% 0.06% 9.90% 2001 47,895 62,566 17,592 514 81,411 2001 47,895 62,566 17,592 514 81,411 2002 5.89% 7.72% 2.36% 0.06% 9.86% 2002 48,011 62,891 18,913 505 80,563 2002 48,011 62,891 18,913 505 80,563 2003 5.93% 7.79% 2.49% 0.06% 9.83% 2003 48,096 63,163 20,170 497 79,739 2003 48,096 63,163 20,170 497 79,739 2004 5.98% 7.86% 2.63% 0.06% 9.80% 2004 48,279 63,562 21,432 489 79,075 2004 48,279 63,562 21,432 489 79,075 2005 6.02% 7.94% 2.76% 0.06% 9.77% 2005 49,339 65,116 23,064 490 79,826 2005 49,339 65,116 23,064 490 79,826 2006 6.06% 8.01% 2.90% 0.06% 9.74% 2006 51,390 67,978 25,183 502 82,172 2006 51,390 67,978 25,183 502 82,172 2007 6.11% 8.08% 3.04% 0.06% 9.71% 2007 53,239 70,580 27,246 510 84,183 2007 53,239 70,580 27,246 510 84,183 2008 6.15% 8.15% 3.17% 0.06% 9.67% 2008 54,830 72,844 29,210 516 85,751 2008 54,830 72,844 29,210 516 85,751 2009 6.19% 8.23% 3.31% 0.06% 9.64% 2009 56,286 74,929 31,119 521 87,089 2009 56,286 74,929 31,119 521 87,089 2010 6.24% 8.30% 3.45% 0.06% 9.61% 2010965,593 57,825 77,199 32,908 550 88,839 2010 925,920 57,825 77,199 32,908 550 88,839 2011 6.28% 8.37% 3.58% 0.06% 9.58% 2011 988,624 59,407 79,501 33,902 563 91,161 2011 949,599 59,407 79,501 33,902 563 91,161 2012 6.32% 8.44% 3.72% 0.06% 9.55% 2012 1,011,656 61,965 82,278 35,001 575 93,649 2012 960,237 61,965 82,278 35,001 575 93,649 2013 6.37% 8.51% 3.85% 0.06% 9.52% 2013 1,034,687 62,298 82,788 35,907 576 94,034 2013 971,019 62,298 82,788 35,907 576 94,034 20146.41% 8.59% 3.99% 0.06% 9.49% 2014 1,057,718 67,824 90,818 42,204 606 100,332 2014 981,910 62,963 84,309 39,180 562 93,141 2015 6.46% 8.66% 4.13% 0.06% 9.45% 2015 1,080,750 69,773 93,575 44,595 615 102,176 2015 992,816 64,096 85,962 40,966 565 93,862 2016 6.50% 8.73% 4.26% 0.06% 9.42% 2016 1,103,781 71,742 96,366 47,048 624 104,005 2016 1,003,725 65,239 87,630 42,783 567 94,577 2017 6.54% 8.80% 4.40% 0.06% 9.39% 2017 1,114,980 72,957 98,148 49,043 626 104,709 2017 1,014,641 66,391 89,316 44,630 570 95,286 2018 6.59% 8.87% 4.53% 0.06% 9.36% 2018 1,126,179 74,182 99,947 51,069 629 105,406 2018 1,025,565 67,554 91,017 46,507 572 95,989 2019 6.63% 8.95% 4.67% 0.06% 9.33% 2019 1,137,377 75,416 101,761 53,125 631 106,095 2019 1,036,476 68,726 92,734 48,413 575 96,683 20206.67% 9.02% 4.81% 0.06% 9.30% 2020 1,148,576 76,661 103,592 55,212 633 106,778 2020 1,047,328 69,903 94,460 50,345 577 97,365 2021 6.72% 9.09% 4.94% 0.05% 9.27% 2021 1,158,489 77,828 105,322 57,266 634 107,334 2021 1,058,168 71,089 96,201 52,307 579 98,039 2022 6.76% 9.16% 5.08% 0.05% 9.23% 2022 1,168,403 79,005 107,066 59,347 635 107,884 2022 1,068,934 72,279 97,951 54,295 581 98,700 2023 6.81% 9.24% 5.22% 0.05% 9.20% 2023 1,178,316 80,190 108,825 61,455 637 108,428 2023 1,079,612 73,473 99,709 56,307 583 99,346 20246.85% 9.31% 5.35% 0.05% 9.17% 2024 1,188,230 81,384 110,598 63,589 638 108,966 2024 1,090,242 74,672 101,477 58,346 585 99,980 2025 6.89% 9.38% 5.49% 0.05% 9.14% 2025 1,198,143 82,586 112,385 65,751 639 109,497 2025 1,100,737 75,872 103,249 60,406 587 100,595 2026 6.94% 9.45% 5.62% 0.05% 9.11% 2026 1,207,381 83,750 114,123 67,902 639 109,961 2026 1,111,158 77,076 105,028 62,490 588 101,198 2027 6.98% 9.52% 5.76% 0.05% 9.08% 2027 1,216,619 84,923 115,874 70,078 640 110,419 2027 1,121,459 78,280 106,811 64,597 590 101,782 2028 7.02% 9.60% 5.90% 0.05% 9.04% 2028 1,225,857 86,103 117,638 72,279 640 110,871 2028 1,131,640 79,485 108,597 66,724 591 102,349 2029 7.07% 9.67% 6.03% 0.05% 9.01% 2029 1,235,095 87,292 119,416 74,505 641 111,317 2029 1,141,665 80,688 110,383 68,869 592 102,896 20307.11% 9.74% 6.17% 0.05% 8.98% 2030 1,244,333 88,488 121,207 76,757 641 111,757 2030 1,151,556 81,891 112,170 71,034 593 103,425 2031 7.15% 9.81% 6.30% 0.05% 8.95% 2031 1,253,789 89,708 123,033 79,047 641 112,211 2031 1,161,350 83,094 113,962 73,219 594 103,938 2032 7.20% 9.89% 6.44% 0.05% 8.92% 2032 1,263,245 90,937 124,872 81,363 642 112,659 2032 1,170,998 84,296 115,754 75,421 595 104,432 2033 7.24% 9.96% 6.58% 0.05% 8.89% 2033 1,272,700 92,173 126,725 83,705 642 113,101 2033 1,180,531 85,498 117,548 77,643 595 104,910 20347.29% 10.03% 6.71% 0.05% 8.86% 2034 1,282,156 93,418 128,592 86,072 642 113,537 2034 1,189,938 86,699 119,343 79,882 596 105,371 2035 7.33% 10.10% 6.85% 0.05% 8.82% 2035 1,291,612 94,672 130,472 88,465 642 113,968 2035 1,199,189 87,897 121,136 82,135 596 105,812 2036 7.37% 10.17% 6.99% 0.05% 8.79% 2036 1,301,068 95,933 132,366 90,884 642 114,392 2036 1,208,329 89,095 122,931 84,406 596 106,238 2037 7.42% 10.25% 7.12% 0.05% 8.76% 2037 1,310,524 97,203 134,274 93,329 642 114,810 2037 1,217,399 90,296 124,733 86,697 597 106,652 2038 7.46% 10.32% 7.26% 0.05% 8.73% 2038 1,319,979 98,481 136,195 95,800 642 115,222 2038 1,226,370 91,497 126,537 89,006 597 107,051 2039 7.50% 10.39% 7.39% 0.05% 8.70% 2039 1,329,435 99,767 138,130 98,296 642 115,629 2039 1,235,222 92,697 128,341 91,330 596 107,434 20407.55% 10.46% 7.53% 0.05% 8.67% 2040 1,338,891 101,062 140,079 100,818 642 116,029 2040 1,243,925 93,894 130,143 93,667 596 107,799 ARC 2040 PlanPercentages Projected Using Linear Trend RegressionWoods & Poole0.00%2.00%4.00%6.00%8.00%10.00%12.00%Percent of Fulton CountyLinear Trend RegressionAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000Population Share ofARC Plan 2040 Fulton TotalAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell - 20,000 40,000 60,000 80,000 100,000 120,000 140,000Population Share ofWoods & Poole Fulton TotalAlpharettaJohns CreekMiltonMtn Park (pt.)Roswell Technical Appendix A-10 Population Forecasts: 2014 – 2035 Comparison of Projections All of the various projections above for Milton are brought together on Table 8, along with a projection constrained by the amount of developable land available and the City’s policies on density. The two “growth” projections, the Growth Trend and the Growth Shift, are literally “off the charts”. The graph under Table 8 is capped at 105,000 to allow the lines for the other forecasts to be clearly seen. The 105,000 cap is close to the 106,000+ projected by the Growth Shift scenario (from Table 6B), but far less than the almost 160,000 generated by the Growth Trend scenario (from Table 6A). For com-parison, the Growth Trend scenario would result in a 2035 population a bit larger than today’s popula-tion of Roswell and Alpharetta combined. Both of these “growth” projections reflect a past trend of ev-er increasing growth rates in the city, which is consistent with past trends but inconsistent with current planning policies incorporated into the City’s Comprehensive Plan and summarized in its vision state-ment.The “linear” projections, the Linear Trend and the Linear Shift from Tables 5A and 5B, respectively, are very close to one another, with about 1,800 people separating them in 2035 (a 2.5% difference). Alt-hough the “growth” regressions detected a slight curve in the past population data, which those re-gression projected forward, the “linear” regressions substitute a straight line that averages the annual increases. Examining the Population Trends graph accompanying Table 1, a straight line appears more reasonable, particularly given the City’s policies that would rein in rampant development. The Linear Shift scenario has, in our view, two issues: 1) the projection line initially takes a bump up (faster growth rate) in the early years, with a slowing in the later years, and 2) it is based on the ARC region-al projections that, although adjusted on Table 4, are inherently suspect. Examining, again, the Popu-lation Trends graph accompanying Table 1, the data appear to take a slight drop in the 2010-2013 pe-riod instead of a bump up. The two “county share” approaches are interesting, particularly since the rationale suggesting that Mil-ton will maintain its ever-increasing share of Fulton’s countywide population growth based on past ex-perience is not immediately intuitive. But, if the past is prologue to the future, it makes some sense that a correlation exists. What doesn’t make sense is tying the relationship to ARC’s forecast, which we suspect is as inaccurate countywide (too high) as is the North Fulton forecast (too low). Tying the city’s population growth to the Woods & Poole forecast may be more realistic, given the company’s reputation, highly regarded data sources and the fact that their countywide forecasts are officially rec-ognized and accepted by the Ga Dept. of Community Affairs. Lastly, a Build-out Capacity scenario has been added to Table 8. This approach recognizes several key factors:•The number of developable acres in the city is limited due to its inability to grow through an-nexation; •The net acreage that will be available for development is further limited by the number of acres the City Council has set as a goal for land conservation through both direct purchase of conser-vation easements (2,500 acres) and transfers of development rights (500 acres); •The majority of future housing units will be located in low density, single-family residential are-as. Growth areas, where sanitary sewer is already available, will support higher densities and will benefit from development rights transferred through land conservation in lower density ar-eas. Geographically, these growth areas will not be expanded. The Build-out scenario is therefore constrained by current development and land conservation policies and the amount of land available for future development. Table 8: Summary of Milton Population Projections - 2014-20352014 38,508 36,060 39,704 41,223 41,223 42,204 39,180 2015 40,140 37,385 41,640 43,973 43,973 44,595 40,966 2016 41,773 38,710 43,619 46,906 46,906 47,048 42,783 2017 43,405 40,039 45,046 50,034 49,036 49,043 44,630 2018 45,038 41,353 46,484 53,371 51,262 51,069 46,507 2019 46,671 42,654 47,933 56,931 53,588 53,125 48,413 2020 48,303 43,941 49,393 60,728 56,018 55,212 50,345 2021 49,936 45,214 50,811 64,779 58,496 57,266 52,307 2022 51,568 46,473 52,237 69,100 61,083 59,347 54,295 2023 53,201 47,718 53,672 73,709 63,784 61,455 56,307 2024 54,834 48,950 55,115 78,625 66,603 63,589 58,346 2025 56,466 50,167 56,567 83,869 69,546 65,751 60,406 2026 58,099 51,371 57,971 89,463 72,549 67,902 62,490 2027 59,732 52,561 59,382 95,430 75,681 70,078 64,597 2028 61,364 53,737 60,798 101,795 78,947 72,279 66,724 2029 62,997 54,899 62,221 108,585 82,354 74,505 68,869 2030 64,629 56,047 63,649 115,827 85,908 76,757 71,034 2031 66,262 57,181 65,103 123,553 89,641 79,047 73,219 2032 67,895 58,302 66,564 131,793 93,537 81,363 75,421 2033 69,527 59,408 68,032 140,584 97,600 83,705 77,643 2034 71,160 60,501 69,506 149,961 101,840 86,072 79,882 2035 72,792 61,580 70,987 159,963 106,263 88,465 82,135 % of County (ARC)% of County (W&P)Linear TrendLinear ShiftGrowth TrendGrowth ShiftBuild-out Capacity 35,000 45,000 55,000 65,000 75,000 85,000 95,000 105,000Linear TrendLinear ShiftGrowth TrendGrowth Shift% of County (ARC)% of County (W&P)Build-out Capacity Technical Appendix A-11 Population Forecasts: 2014 – 2035 Discussion of Alternate Forecasts While there is considerable divergence among the various approaches considered in this Analysis, we have focused on the Build-out Capacity, the Linear Trend, and the County Share approach using the Woods & Poole countywide figures, for further dis-cussion.Compared to the 124% population increase experienced over the past 13 years, the Linear Trend approach results in a 2035 population increase of 89%, which averages out to a 4.45% increase per year (the 2000-2013 average annual increase was 9.53%). At the “high” end, the County Share approach results in a bit more than a doubling of today’s population, but still at an average annual growth rate of 5.45%, which is still much lower than experienced over the past 13 years.1 The Build-out Ca-pacity approach results in a more modest (but more realistic) 2035 population in-crease of almost 71%, which averages out to a 3.54% increase per year The Linear Trend and the County Share approaches reflect residential growth poten-tial that could only be achieved if City policies change in the future, and therefore should be viewed more as ‘market demand’ potential than most likely growth out-comes. Between the two, the Linear Trend forecast is more favored because it directly relies on historic city population data and trends (as estimated by the Census Bureau) and is somewhat more defensible than tying the city’s future growth to that of the whole county. The Linear Trend and the County Share approaches are both unconstrained by land availability and would rely on rezoning approvals not contemplated in the City’s Com-prehensive Plan. In contrast, the Build-out Capacity approach recognizes the limited amount of available land for development when the City’s land conservation policies are taken into consideration, along with the potential for transfers of development rights recommended in the Conservation Plan, as well as the City’s policies regarding future development densities within areas that are currently provided with sanitary sewer service and within areas that are not, and will not, be sewered. The table and graph to the right show the three scenarios given further consideration (and is also discussed at the beginning of this Appendix). 1 Calculations of growth since 2000 begin with an estimate by the Census Bureau of the population that occupied the area that subsequently became incorporated as the City of Milton. That figure, shown on Table 1 as 16,035, has been question by Plan-ning officials as being inaccurate and probably too low. Approach 2014 2020 2025 2030 2035IncreasePercent Avg/YearCity of Milton - 2014-20352014 36,060 38,508 39,180 2015 37,385 40,140 40,966 2016 38,710 41,773 42,783 2017 40,039 43,405 44,630 2018 41,353 45,038 46,507 2019 42,654 46,671 48,413 2020 43,941 48,303 50,345 2021 45,214 49,936 52,307 2022 46,473 51,568 54,295 2023 47,718 53,201 56,307 2024 48,950 54,834 58,346 2025 50,167 56,466 60,406 2026 51,371 58,099 62,490 2027 52,561 59,732 64,597 2028 53,737 61,364 66,724 2029 54,899 62,997 68,869 2030 56,047 64,629 71,034 2031 57,181 66,262 73,219 2032 58,302 67,895 75,421 2033 59,408 69,527 77,643 2034 60,501 71,160 79,882 2035 61,580 72,792 82,135 70.8% 3.54%Buildout Capacity61,58056,04750,16743,94136,060Buildout Capacity4.45%Percent of County (W&P) 42,95539,180 50,345 60,406 71,034 82,135 109.6%89.0%34,28572,79264,62956,4665.48%25,520Recommended Alternate Population Forecasts2014 - 2035 ChangeLinear Trend% of County (W&P)Linear Trend 48,30338,508 35,000 40,000 45,000 50,000 55,000 60,000 65,000 70,000 75,000 80,000 85,000Linear Trend% of County (W&P)Buildout Capacity Technical Appendix B-1 Housing and Employment Forecasts Methodology—Housing and Employment Forecasts Based on the “Build-out Capacity” population forecasts presented in the Population Methodology, this paper estimates the future number of households, housing units and employment in the city. Note that parks & recreation LOS standards will be based on the number of housing units, while fire and police will combine population and employment into a “day-night” population to reflect their 24-hour service demand. Housing Units The table on the next page shows how the housing projections were figured. The approach is to calculate the number of households (which equates to the number of occupied housing units) and then to expand that to the total number of housing units by adding in vacant units. Our assumption is that the average household size in Milton will “track” the average household size that was reported in the 2010 Census. This approach reflects Milton’s much higher proportion of single-family households and families with children compared to future, limited, multi-family devel- opment. The Milton 2010 Census average household size is divided into the projected Milton popu- lation each year to arrive at the household forecasts for the pro- ject period—2014-2035. Housing Units are calculated us- ing the city’s 2010 housing oc- cupancy rate of 94.6%. That as- sumes that the city’s occupancy rates in the future will be fairly consistent with the rate in 2010, and will remain relatively stable. For comparison, although no Census data is available for housing occupancy in Milton pri- or to its incorporation, neighbor- ing Alpharetta’s occupancy rate in 2010 approximated Milton’s at 94.4%, and in 2000 it was 94.8%, reflecting a reliably sta- ble level of housing occupancy over the decade that is indica- tive of Milton as well. To arrive at the housing unit es- timates each year, the number of households is divided by the occupancy rate. Housing Unit Forecasts: 2014-2035 Population Avg HH Size - Milton Households Occupancy Rate Total Housing Units 2010 32,661 2.80 11,659 94.6% 12,328 2014 36,060 2.80 12,872 94.6% 13,611 2015 37,385 2.80 13,345 94.6% 14,111 2016 38,710 2.80 13,818 94.6% 14,611 2017 40,039 2.80 14,293 94.6% 15,113 2018 41,353 2.80 14,762 94.6% 15,609 2019 42,654 2.80 15,226 94.6% 16,100 2020 43,941 2.80 15,686 94.6% 16,586 2021 45,214 2.80 16,140 94.6% 17,066 2022 46,473 2.80 16,589 94.6% 17,541 2023 47,718 2.80 17,034 94.6% 18,011 2024 48,950 2.80 17,474 94.6% 18,477 2025 50,167 2.80 17,908 94.6% 18,936 2026 51,371 2.80 18,338 94.6% 19,390 2027 52,561 2.80 18,763 94.6% 19,840 2028 53,737 2.80 19,183 94.6% 20,284 2029 54,899 2.80 19,597 94.6% 20,721 2030 56,047 2.80 20,007 94.6% 21,155 2031 57,181 2.80 20,412 94.6% 21,583 2032 58,302 2.80 20,812 94.6% 22,006 2033 59,408 2.80 21,207 94.6% 22,424 2034 60,501 2.80 21,597 94.6% 22,836 2035 61,580 2.80 21,982 94.6% 23,243 Source: 2010 City data - 2010 Decennial Census, US Bureau of the Census. 2014-2035 City Population - Build-out Capacity forecast, ROSS+associates. Technical Appendix B-2 Housing and Employment Forecasts Employment Employment projections begin with ARC’s Plan 2040 forecasts which are, of course, only taken down to the Superdistrict level. The following table shows the data from the 2010 Census and for the ARC benchmark years. Note that 2010 is the first and only year that the Census Bureau has published actual employment figures at the city level. Since these are derived from the “employed persons” data and commuting patterns, second jobs are not counted nor are some sole proprietors, so the real figure would be a bit higher. Note also that the following table goes out to 2040 because comparisons to the ARC projections are required, and ARC didn’t do a 2035 estimate. Forecasts in the final Methodology Report will only go out to 2035. Two ratios are derived from the 2010 Census data: the percentage of Milton employment in North Fulton County, and the employment-to-households ratio. • Milton’s employment ratio to North Fulton County is held constant and applied to the ARC forecasts for North Fulton in each of ARC’s benchmark years. • Alternately, Milton’s 2010 employment-to-household ratio is applied to the projected num- ber of households in Milton (taken from the preceding table). The Alternate Employment Forecasts table, below, takes the projections for the benchmark years and expands then to cover all years from 2014 to 2035. For the “percentage share” approach, the intervening years between the benchmarks are interpolated using a straight line methodology. Employment Forecasts: Benchmark Years 2010* 2016 2020 2025 2030 2040 2010-2040 % Increase Alpharetta 73,828 John's Creek 27,947 Milton 7,039 N. Fulton Superdistrict** 108,814 110,954 117,165 123,005 130,106 144,783 33.1% Roswell Superdistrict** 45,405 45,252 48,458 51,579 55,357 63,610 40.1% North Fulton County 154,219 156,206 165,623 174,584 185,463 208,393 35.1% Constant % of North Fulton 4.56% Milton Employment 7,039 7,130 7,560 7,969 8,465 9,512 35.1% Milton Households 11,659 13,818 15,686 17,908 20,007 21,982 Emp:Household Ratio 0.60 Milton Employment 7,039 8,342 9,470 10,812 12,079 13,271 88.5% * Source: 2010 Decennial Census, US Bureau of the Census. ** Source: 2016-2040, Atlanta Regional Commission, Plan 2040 Forecasts. Technical Appendix B-3 Housing and Employment Forecasts For the Employment-to-Households Ratio approach, the annual household figures are taken from the first table in this report, above. For the last column on the table, the two approaches are aver- aged to arrive at a “medium” forecast. Alternate Employment Forecasts: 2014-2035 North Fulton County Milton Employment Milton Households Milton Employment Averaged At:4.56% At:0.60 2010 154,219 7,039 11,659 7,039 2014 155,544 7,099 12,872 7,771 7,435 2015 155,875 7,115 13,345 8,057 7,586 2016 156,206 7,130 13,818 8,342 7,736 2017 158,560 7,237 14,293 8,629 7,933 2018 160,915 7,345 14,762 8,912 8,129 2019 163,269 7,452 15,226 9,193 8,323 2020 165,623 7,560 15,686 9,470 8,515 2021 167,415 7,641 16,140 9,744 8,693 2022 169,207 7,723 16,589 10,015 8,869 2023 171,000 7,805 17,034 10,284 9,045 2024 172,792 7,887 17,474 10,550 9,219 2025 174,584 7,969 17,908 10,812 9,391 2026 176,760 8,068 18,338 11,071 9,570 2027 178,936 8,167 18,763 11,328 9,748 2028 181,111 8,266 19,183 11,582 9,924 2029 183,287 8,366 19,597 11,831 10,099 2030 185,463 8,465 20,007 12,079 10,272 2031 187,756 8,570 20,412 12,324 10,447 2032 190,049 8,674 20,812 12,565 10,620 2033 192,342 8,779 21,207 12,804 10,792 2034 194,635 8,884 21,597 13,039 10,962 2035 196,928 8,988 21,982 13,271 11,130 Emp:HH RatioPercentage Share - 2,000 4,000 6,000 8,000 10,000 12,000 14,000 2014201520162017201820192020202120222023202420252026202720282029203020312032203320342035Alternate Employment Forecasts Percentage Share Emp:HH Ratio Averaged Technical Appendix B-4 Housing and Employment Forecasts Comparing projected employment growth to population growth, the 2014-2035 period anticipates a 70.8% increase in the number of residents (using the Build-out Capacity forecasts). The three al- ternate employment forecasts laid out on the table above result in the following increases over the 2014-2035 20-year projection period: The percentage share approach understates the city’s potential for two reasons: ARC anticipates a 40% employment increase by 2040 over 2010 in the Roswell Superdistrict, but only a 33% in- crease in the N Fulton Superdistrict (which also includes John’s Creek and Alpharetta). Given Mil- ton’s relatively superior availability of developable land in the Superdistrict and direct access from Ga 400, a higher percentage would be appropriate. Secondly, as noted in the Population Methodol- ogy Appendix, ARC’s forecasts are suspected of being inaccurate both countywide (too high) and for the North Fulton County area (too low) when compared to actual figures reported by the Census Bureau. While the Averaged approach would seem intuitively to be the best choice (threading between the high and the low estimates), the Employment-to-Households Ratio approach appears to be the more realistic for two reasons: it assumes the current ratio will remain in balance with the pace of residential development (i.e., managed growth), and the City’s proposed Transfer of Development Rights (TDR) program will allow the use of residential unit transfers to be redeemed as nonresiden- tial floor area instead. This latter factor is important considering the relative constraints on devel- opable land and allowed densities, and on the emphasis being placed by the City on land conserva- tion activities (including the donation of conservation easements that would generate TDRs). Further, a shift toward more local employment would also support the higher results of the Em- ployment-to-Households Ratio approach. In 2010, 80% of all Milton residents that held jobs com- muted out of the city to work, while almost 60% of all employees working in the city commuted in from elsewhere. Thus, in 2010, for each 100 workers in the city, 60 were not city residents. Future job growth would be expected to shift this ratio more toward local employment. Under continued concerns regarding nonresidential development in the city and to maintain a bal- anced development pattern, the Employment-to-Households projection is recommended for the impact fee calculations. Alternate Forecast Results Approach Number of New Employees Percent Increase over 2014 Avg Annual Growth Rate Percentage Share 1,889 26.6% 1.3% Emp:HH Ratio 5,500 70.8% 3.5% Averaged 3,695 49.7% 2.5% Employment Increase Technical Appendix C-1 Trip Generation Methodology—Trip Generation In order to calculate new growth and development’s fair share of the cost of road improvements, it is necessary to establish how much of the future traffic on Milton’s roads will be generated by new growth, over and above the traffic generated by the city’s residents and businesses today. This Methodology describes the process through which this determination is made. Summary A Level of Service must be established for road improvements in order to assure that, ultimately, existing development and new growth are served equally. This Section also presents the process through which new growth and development’s ‘fair share’ of road improvement costs is calculated, and a table summarizing the technical portions of this Methodology is included. Level of Service The City has set its Level of Service for road improvements at LOS “D”, a level to which it will strive ultimately. However, interim road improvement projects that do not result in a LOS of “D” will still provide traffic relief to current and future traffic alike, and are thus eligible for impact fee funding. All road improvement projects benefit existing and future traffic proportionally to the extent that relief from over-capacity conditions eases traffic problems for everyone. For example, since new growth by 2035 will represent a certain portion of all 2035 traffic, new growth would be responsible for that portions’ cost of the road improvements. It is noted that the cost-impact of non-Milton generated traffic on the roads traversing the city (cross commutes) is off-set by state and federal assistance. The net cost of the road projects that accrues to Milton reasonably represents (i.e., is ‘roughly proportional’ to) the impact on the roads by Milton residents and businesses. The basis for the road impact fee would therefore be Milton’s cost for the improvements divided by all traffic in 2035 (existing today plus new growth)—i.e., the cost per trip—times the traffic generated by new growth alone. For an individual land use, the cost per trip (above) would be applied to the number of trips that will be generated by the new development when a building permit is issued, assuring that new growth would only pay its ‘fair share’ of the road improvements that serve it. Approach This Methodology proceeds along the following lines: • Total traffic currently generated by Milton residents and businesses on the road system within the city is calculated from trip generation and commuting data for 2010, and extended to 2014. • Future Milton-generated traffic from new growth in the city is calculated from housing unit and employment forecasts to 2035. • The portion of total 2035 traffic that is generated by new housing units and employment in the city establishes the maximum percentage of Milton’s cost of the future road improvements that can be included in an impact fee. Technical Appendix C-2 Trip Generation • Lastly, ‘primary’ trip ends are calculated as the appropriate connection to actual impact on the city’s road network by its existing and future land uses. Summary Tables The first table below shows how the portion of total 2035 traffic generated by new growth (i.e., total trip ends) is calculated. The next table, below, calculates the Primary Trip Ends generated by existing and future traffic by deleting pass-by and diverted trips, as discussed below. Overall, new residents and businesses located within Milton in 2035 will generate 40.1% of all Milton traffic on its roads by 2035. Thus, new growth’s ‘fair share’ of the cost to the City to provide road improvements to serve current and future traffic cannot exceed 40.1%. Primary Daily Trip Ends Generated by New Growth 2014 2035 Increase Residential Trip Ends 81% 98,913 161,631 62,717 Commercial Trip Ends 51% 96,047 164,019 67,972 Industrial+Utility Trip Ends 92% 2,939 5,024 2,085 Less: Internal Commutes 100% (6,417) (10,958) (4,541) 191,482 319,716 128,233 40.1% * Percent Primary Trip Ends* Primary Trip Ends Percent New Growth Primary Trip Ends Derived from'Trip Generation Handbook' chapter, Trip Generation , 9th Edition, Institute of Transportation Engineers. Average Daily Trip Ends Generated by New Growth 2014 2035 Increase Percent New Growth Trip Ends Residential Trip Ends 122,642 200,405 77,763 Commercial Trip Ends 188,762 322,349 133,587 Industrial+Utility Trip Ends 3,195 5,461 2,266 Less: Internal Commutes* (6,417) (10,958) (4,541) 308,182 517,257 209,075 40.4% * Residents who work in Milton. These trips to and from work are included in the residential trips, above. Technical Appendix C-3 Trip Generation Pass-by and Diverted Trips The impact of new growth and development on Milton’s road network is the increased number of vehicles added to the system, expressed by transportation engineers as ‘trips’. Every ‘trip’ has two ends—a beginning at its origin and an end at its destination (known as ‘trip ends’). There are three types of trips, defined as: A Primary Trip (and its trip ends)—a vehicle travelling from its original beginning to its intended final destination. Driving from ones home to ones place of work is an example of a primary trip. A Pass-by Trip—a vehicle travelling along its usual route from its origin to its final destination, which stops off at an intermediate location for any reason. A trip from home to work that stops along the way for gas, dropping off a child at daycare, picking up coffee or dinner, or for any other reason, represents a ‘pass-by’ trip at the intermediate location. A Diverted Trip (previously called a diverted ‘link’ trip)—a vehicle that diverts from its normal primary trip route between its origin to its final destination, and takes a different route to stop off at an intermediate location for any reason. While a pass-by trip remains on its normal route, a diverted trip changes its route to other streets to arrive at the intermediate stop. New primary trips add vehicles to the road network. Pass-by and diverted trips involve the same vehicles stopping off between their original beginnings and their final destinations, and therefore do not add new vehicles to the road network—the vehicles were already there on their way to their destinations. These different types of trips result in different types of ‘trip ends’. On a home-to-daycare-to-work trip, for instance, there are two primary trip ends (home and work) and two pass-by or diverted trip ends: arriving at the daycare center and leaving from there to drive to work. The net impact on the road network, however, is created by the one vehicle and its two primary trip ends. Impact fee calculations take note of these pass-by and diverted trip ends as not adding to the overall traffic on the road network, and deletes them from the total trip ends reported in ITE’s Trip Generation manual. While the table above uses overall average percentages of primary trip ends derived from ITE for broad land use categories, the actual percentage for each land use listed on the impact fee schedule for roads is applied to the total trip ends to determine the primary trip ends attributed to that land use. The percentage of 2035 traffic that will be generated by new growth and the increase in primary trip ends from the second table will play an important role in calculating the impact fee eligible amount of road project costs and the per-trip road impact fee. Technical Appendix C-4 Trip Generation Residential Trip Generation Average trip generation rates published by the Institute of Transportation Engineers (ITE) differentiate between ‘single-family detached housing’ and ‘apartments’. The closest correlations with the US Census definitions are ‘single-family units’ and ‘multi-family units’, which are shown on the following table. The 2010 breakdown of housing units by type on the table above are taken from the 2010 Census. These numbers are extended to the number of housing units projected in 2014 (in a previous paper), combining the number of housing units authorized by building permits between 2010 and 2013 with adjustments to reach the 2014 projected total. The 9,133 new housing units forecast for the 2014-2035 period is taken from the Build-out Capacity population scenario. The next table, below, calculates the amount of traffic that is generated by the city’s housing stock today, and the amount that will be generated in 2035. The calculations are made on the basis of ‘average daily traffic’ on a normal weekday, using average trip generation rates derived through multiple traffic studies (350 for single-family and 86 Residential Units by Type: 2014 and 2035 2010 Additional Units*2014 Increase 2014-2035**Total in 2035 Single-Family Units 9,912 1,283 11,195 5,933 17,128 Multi-Family Units 2,416 - 2,416 3,200 5,616 Total 12,328 1,283 13,611 9,133 22,744 * Based on building permits issued 2010-2013, adjusted to 2014 total. ** From Build-out Capacity analysis of land availability and City policies on development density and land conservation initiatives. Residential Trip Generation: 2014-2035 New Growth Increase ADT* Trip Ends 2014 Units 2014 ADT Trip Ends 2035 Units 2035 ADT Trip Ends Increase 2014-2035 Percent New Growth Trip Ends Single-Family Units 9.52 11,195 106,576 17,128 163,059 56,483 Multi-Family Units 6.65 2,416 16,066 5,616 37,346 21,280 Total 13,611 122,642 22,744 200,405 77,763 38.8% * Average Daily Traffic (trip ends) on a weekday; Institute of Transportation Engineers Trip Generation , 9th Edition. Total includes trips to/from work. Technical Appendix C-5 Trip Generation for apartments) and published by ITE. The rates are expressed for ‘trip ends’—that is, traffic both leaving and coming to a housing unit. Comparing traffic in 2014 to 2035, the future increase in trips can be calculated, which will represent 38.8% of all residential trip ends generated in the city. It should be noted that the traffic generated by housing units includes trips to and from work and, more particularly, residents who work at a business within the city. Nonresidential Trip Generation Calculating traffic generated by businesses located in Milton is more problematical than residential trips because there is no breakdown of types of businesses in the city that is readily available. In addition, while employment forecasts have been made in terms of the number of jobs, there is no data available for floor areas, much less by detailed type of use. The alternate is to view nonresidential traffic generation on a broad ‘average’ basis. For this, there is data available from ITE for a number of individual uses relating to the total number of trips generated per employee. These trips, of course, include not only trips taken by the employee (to/from work, lunch, etc.) but also customers and others that are attracted to the use or serve it in some way. The following table shows the ‘trips per employee’ for those uses for which impact fees are commonly collected and for which the data is available. Technical Appendix C-6 Trip Generation ITE Trips-per-Employee Data ADT Average Average ITE CODE LAND USE Trip Ends per Employee by Category All Commercial Port and Terminal (000-099)30 Intermodal Truck Terminal 6.99 Industrial/Agricultural (100-199)110 General Light Industrial 3.02 120 General Heavy Industrial 0.82 140 Manufacturing 2.13 10.21 150 Warehousing 3.89 151 Mini-Warehouse 32.47 152 High-Cube Warehouse 22.13 Lodging (300-399)310 Hotel or Conference Motel 14.34 320 Motel 12.81 Recreational (400-499)430 Golf Course 20.52 443 Movie Theater 53.12 460 Arena 10.00 480 Amusement Park 8.33 490 Tennis Courts 66.67 491 Racquet/Tennis Club 45.71 492 Health/Fitness Center 46.71 495 Recreational Community Center 27.25 Institutional (500-599)520 Private Elementary School 15.71 530 Private High School 19.74 560 Church/Place of Worship 26.24 29.58 565 Day Care Center 28.13 566 Cemetery 58.09 Medical (600-699)610 Hospital 4.50 620 Nursing Home 3.26 5.26 630 Clinic 8.01 Office (700-799)710 General Office Building 3.32 714 Corporate Headquarters Building 2.33 715 Single-Tenant Office Building 3.70 720 Medical-Dental Office Building 8.91 760 Research and Development Center 2.77 770 Business Park 4.04 Retail (800-899)812 Building Materials and Lumber Store 32.12 814 Variety Store 66.70 815 Free-Standing Discount Store 28.84 816 Hardware/Paint Store 53.21 817 Nursery (Garden Center) 21.83 818 Nursery (Wholesale) 23.40 826 Specialty Retail Center 22.36 841 Automobile Sales 21.14 32.86 850 Supermarket 87.82 854 Discount Supermarket 40.36 860 Wholesale Market 8.21 861 Discount Club 32.21 875 Department Store 11.56 890 Furniture Store 12.19 Services (900-999)912 Drive-in Bank 30.94 OVERALL AVERAGE 23.01 Source: Trip Generation , 9th Edition, Institute of Transportation Engineers, where survey results given for key land uses. 4.18 25.31 13.58 34.79 Technical Appendix C-7 Trip Generation Overall, the average trip generation rate of all uses listed is 23.01 trips per employee. The table also shows average rates by category (truck terminals are included with ‘industrial’ and drive-in banks are included with ‘retail’ uses). The last column shows the average rate for all ‘commercial’ uses listed, as opposed to the ‘industrial’ uses shown in the column on its left. We know from the 2010 Census how many people work in Milton based on commuting patterns. The next table provides a breakdown between commercial and industrial employment in the city and calculates trip ends generated by each. Tax base valuations give us some clue as to the breakdown. When the City’s ‘industrial’ and ‘utility’ tax valuations are combined, the figures suggest that 96% of all uses are ‘commercial’ in nature, while the remaining 4% is industrial. These percentages, applied to total employment in Milton, give us the number of employees in 2010 in each category. The upper portion of the table calculates the total number of trips using the average rates for commercial and industrial from the previous table. From the total of all nonresidential trips is deducted the number of trips to/from work generated by city residents, since these trips have already been calculated as part of the residential trip generation rates. For comparison, the lower part of the table calculates all trips using the overall average for all uses, regardless of type. Lastly, the following table calculates the total number of trip ends that will be generated by new nonresidential growth in future traffic on Milton’s roads. Nonresidential Trip Generation: 2010 Census Tax Base Percent of Total 2010 Employees Avgerage ADT Total Nonres Trip Ends Commercial 824,023,125$ 824,023,125$ 96.0% 6,755 25.31 170,969 Industrial 2,778,300$ Utility 31,821,750$ Total Nonresidential 858,623,175$ 858,623,175$ 7,039 173,868 Less: Internal Commutes* 2,906 times 2 = 5,812 Net Nonres Trips 168,056 Alternate Using Overall Average 7,039 23.01 161,980 Internal Commutes* 2,906 times 2 = 5,812 Alternate Net Nonres Trips 156,168 * Residents who work in Milton. Trips are included in residential trip generation rate. 2,899 10.21 284 4.0%34,600,050$ Technical Appendix C-8 Trip Generation The table shows the number of trip ends currently generated by Milton businesses based on 2014 employment. The trip ends by use are distributed using the same percentages calculated on the previous table. The same calculations are made for the year 2035 based on projected employment in the city, and the difference between 2014 and 2035 represents trip ends generated by future growth and development. This totals 41.4% of all nonresidential 2035 trip ends. The results of the residential and nonresidential trip generation analyses are combined on the Summary table at the beginning of this Methodology for an overall calculation of new growth’s share of future traffic generated by Alpharetta residents and businesses. From these figures, pass- by and diverted trip ends will be deleted to determine primary trip ends, which more closely relates to vehicles on the road and thus contribute to traffic congestion. Terminology This Methodology uses the term ‘average daily traffic’ (ADT) for a weekday, which is defined by ITE as the ‘average weekday vehicle trip ends’, which are “the average 24-hour total of all vehicle trips counted from a study site from Monday through Friday.” Additionally, ITE defines a ‘trip or trip end’ as “a single or one-direction vehicle movement with either the origin or the destination (exiting or entering) inside a study site. For trip generation purposes, the total trip ends for a land use over a given period of time are the total of all trips entering plus all trips exiting a site during a designated time period”. Lastly, ITE defines ‘average trip rate’ as “the weighted average of the number of vehicle trips or trip ends per unit of independent variable (for example, trip ends per occupied dwelling unit or employee) using a site’s driveway(s). The weighted average rate is calculated by dividing the sum of all independent variable units where paired data is available. The weighted average rate is used rather than the average of the individual rates because of the variance within each data set or generating unit. Data sets with a large variance will over-influence the average rate if they are not weighted”. Nonresidential Trip Generation: 2014-2035 New Growth Increase 2014 Employees 2014 Trip Ends 2035 Employees 2035 Trip Ends 2014-2035 Increase Percent New Growth Trip Ends Commercial 7,458 188,762 12,736 322,349 133,587 Industrial+Utility 313 3,195 535 5,461 2,266 Total 7,771 191,957 13,271 327,810 135,853 Internal Commutes at 3.34% 6,417 10,958 4,541 Net Nonres Trip Ends 185,540 316,852 131,312 41.4% A:c ATLANTA REGIONAL COMMISSION September 8, 2015 Mayor Joe Lockwood City of Milton 13000 Deerfield Parkway, Suite 107 Milton, Georgia 30004 RE: Capital Improvements Element Dear Mayor Lockwood, 40 Courtland Street, NE Atlanta, Georgia 30303 atlantaregional.com ARC has completed the regional review of the Capital Improvements Element (CIE) for the City of Milton. We are pleased to inform you that the Georgia Department of Community Affairs (DCA) has determined that the CIE is in compliance with the Development Impact Fee Compliance Requirements and the Minimum Standards and Procedures for Local Comprehensive Planning. The City must now adopt the new CIE. Once adopted, please send ARC digital copies of the adoption resolution and the final, adopted CIE document. ARC will forward those materials to DCA. Upon receipt, DCA will notify the City of the annual submittal requirements related to its Capital Improvement Element. I commend you and the City of Milton for your commitment to the comprehensive planning process. Please contact Andrew Smith at (404) 463-5581 or asmith@atlantaregional.com if you have any questions or if we can provide further assistance. Dan Reuter Manager, Community Development Division Enclosure Cc: Kathy Field, Director, Community Development regional impact + local relevance Andrew Smith From: Jon West <Jon.West@dca.ga.gov> Sent: Friday, September 04, 2015 2:55 PM To: Dan Reuter; Jared Lombard; Andrew Smith; Jonathan Tuley Cc: PEMD OPQG Administration Subject: Milton Capital Improvement Element (CIE) Approval Dan, Jared, Andrew and Jon, Our staff has reviewed the revised Capital Improvement Element (CIE) for the City of Milton and finds that it adequately addresses applicable requirements. The next step is for the local government to adopt the CIE. As soon as your office provides written notice that the CIE has been adopted and provides DCA with a digital copy of the final adopted version of this document, we will notify the City of Milton of the annual submittal requirements related to its Capital Improvement Element. Thanks, Z � 9t: (/ Georgia-,,:— 1, Community Affairs Learn more about our commitment to fair housing Jon A. West, AICP Senior Planner: Local & Intergovernmental Programs Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329 Direct 404-327-6872 Fax 770-302-9703 Jon.Westj2dca.pa.oy I HOME OF'fHE BEST QJALJY OF LEFE IN GEORGIA' MI-LIONIP ESTABLISHED 2006 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 17, 2015 FROM: City Manager AGENDA ITEM: Approval of a Resolution by the City of Milton Adopting A Policy of the City of Milton with Respect to the Providing of Representation for Milton Elected Officials and Employees in Certain Circumstances. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION. (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER: kAPPROVED O NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED: YES () NO CITY ATTORNEY REVIEW REQUIRED: YES ONO APPROVAL BY CITY ATTORNEY (APPROVEDO NOT APPROVED PLACED ON AGENDA FOR: d g Z I l 5 REMARKS KI 10 You PHONE: 678.242.25001 FAX: 678.242.2499 Glree"� *cersif;ei* dp�90 info@cityofmiltonga.us I www.cityofmiltonga.us �X Imo; Community 13000 Deerfield Parkway, Suite 107 1 Milton GA 30004 STATE OF GEORGIA COUNTY OF FULTON RESOLUTION NO.__________ RESOLUTION BY THE CITY OF MILTON ADOPTING A POLICY OF THE CITY OF MILTON WITH RESPECT TO THE PROVIDING OF REPRESENTATION FOR MILTON ELECTED OFFICIALS AND EMPLOYEES IN CERTAIN CIRCUMSTANCES WHEREAS, pursuant to Georgia law, a municipality has the right to defend its officials and employees in the event that any city officials or employees are the subject of litigation with respect to events, circumstances, or conditions that arise out of the scope and course of their service on behalf of the city; WHEREAS, the City of Milton provides such protection by way of a policy of liability insurance that provides liability protection for Milton elected officials, appointed officials, and employees; WHEREAS, O.C.G.A. § 45-9-21 states that in addition to a policy of insurance, a municipality is also empowered to: [A]dopt policies whereby the municipality, county, and other public body will undertake to defend all or specified civil, criminal, or quasi-criminal actions brought or maintained against members of the municipality, county, or other public body, or against supervisors, administrators, employees, or other elected or appointed municipal or county officers, arising out of the performance of their duties or in any way connected therewith, whether based upon negligence, violation of contract rights, or violation of civil, constitutional, common law, or statutory rights. WHEREAS, the statute further provides that a municipality shall not be authorized to furnish a defense to any person “charged with a criminal offense involving theft, embezzlement, or other like crime with respect to the property or money of or in which said governmental entity has an interest;” however, a municipality may reimburse an individual charged with a criminal offense involving theft, embezzlement or other like crime if the individual is acquitted or the charges are otherwise dropped; WHEREAS, the statute further provides that in order to effectuate its term, a municipality may expend local funds on attorney’s fees…..and other like costs, expenses and fees; WHEREAS, the above statute provides that the provision of a defense in such circumstances is to be accomplished by way of an adopted policy; WHEREAS, it is the intention of the City of Milton for the present Resolution to constitute that policy; and WHEREAS, the funding and provision of a defense, to include an attorney, for City elected officials, appointed officials, and employees in certain specified situations, serves the best interest of the public health, safety, and welfare of the citizens of Milton by providing reasonable protections to City officials and employees such that they can provide service to citizens with the knowledge that their government will defend them in the event their conduct may implicate any civil, criminal, or quasi-criminal laws or regulations. NOW THEREFORE, BE IT RESOLVED by the Council for the City of Milton as follows: The City of Milton will continue to provide the policy of liability insurance for its elected officials, appointed officials, and employees as it has done since the commencement of the City. BE IT FURTHER RESOLVED, that in addition to this civil liability coverage, the City Council hereby offers the following additional benefits: If a City elected official, appointed official, or employee is the subject of an inquiry and/or investigation by a prosecutorial agency related to conduct or actions that occurred within the course of scope of that official or employee’s service to the City – and upon request by that official or employee - the City of Milton will provide a City- funded attorney to represent that employee or official’s interests during any such investigation. For purposes of providing an investigatory defense, either the City Manager, the Assistant City Manager, and/or the Cit y Human Resources Director, as is appropriate in a particular situation, shall make a determination as to whether the investigation is related to conduct of an official or employee within the scope of that official or employee’s service to the City. The City Manager, in order of priority, shall be empowered to make the coverage decision; but in the event that is not appropriate, the determination shall be made by the Assistant City Manager, and so forth. No such defense shall be provided if the subject of the investigation is related to a Milton official or employee committing alleged acts of theft, embezzlement or other like crime with respect to property or money of or in which Milton has an interest; The fees associated with the provision of an investigatory defense shall be capped at no more than $10,000 per investigation and in no event – irrespective of the number of investigations that may occur - shall an official or employee be entitled to attorney reimbursement under this policy of more than $20,000 per calendar year. The City of Milton will not select the attorney on behalf of the official or employee, but the capped amounts set forth in this policy shall apply irrespective of the attorney selected. That the provision of such representation shall discontinue immediately if there is a warrant, indictment, or other formal manifestation that the inquiry or investigation is transitioning from an investigation into an active criminal prosecution against the City employee or official. A request to have funds provided under this policy shall be made to the City Manager, the Assistant City Manager, and/or the City Human Resources Director as is appropriate. The priority of individual to process an attorney fee request shall be made in a like manner as the initial coverage determination. The City will reimburse attorney’s fees, up to a capped amount per investigation of $10,000, within 30 days of receipt of an attorney invoice wherein the charges are related to such an ongoing investigation. The City shall have the right to review the attorney fee invoice submitted for purposes of confirming that the services provided were related to an investigation as contemplated by this policy. BE IT SO RESOLVED, the public health safety and welfare of the citizens of the City of Milton demanding it, this _____ day of ____________________, 2015. Approved: __________________________________ Joe Lockwood, Mayor Attest: ________________________________ Sudie AM Gordon, City Clerk (Seal) HOME OF 'THF BEST CxJALJY OF LIFE IN GEOKG ,'=' MILTO-N% EST.ABI]SIfFD2006 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 14, 2015 FROM: City Manager AGENDA ITEM: Proclamation Recognizing Childhood Cancer Awareness Month MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER: YAPPROVED O NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED: O YES NO CITY ATTORNEY REVIEW REQUIRED: O YES XNO APPROVAL BY CITY ATTORNEY O APPROVED O NOT APPROVED PLACED ON AGENDA FOR.- REMARKS OR:REMARKS qq © Your PHONE: 678.242.25001 FAX: 678.242.2499 GII•een v info@cityofmiltonga.us I www.cityafmiltonga.us Community i, 13000 Deerfield Parkway, Site 107 1 Milton GA 30004 Vale Childhood Cancer Awareness Month WHEREAS, families, caregivers, charities and research institutions across the United States, as well as our national government, are observing the month of September as Childhood Awareness Month, and; WHEREAS, Whereas, Mary Elizabeth Paris was known by many in Milton as the face of a fighter, yet unfortunately she lost her battle with childhood cancer earlier this year, and; WHEREAS, the many hearts Mary Elizabeth touched as she fought this terrible disease is staggering and she inspired our community to fight right along with her, and; WHEREAS, according to the American Childhood Cancer Organization, 15,780 children under the age of 21 are diagnosed with cancer every year in the U.S; approximately 114 of them will not survive the disease, and; WHEREAS, while progress against some childhood cancers has been made, cure rates for many forms of childhood cancer remain less than 50%, and; WHEREAS, childhood cancers cross all racial, ethnic, geographic and social backgrounds, and; WHEREAS, in the month of September we honor the children who have, or still are, battling cancer and/or its after effects, their families and caregivers, the researchers and health care professionals, concerned citizen advocates and private philanthropies, who collaborate to provide hope and assistance to the children and their families affected by childhood cancer. NOW, THEREFORE, we, the Mayor and City Council of the City of Milton, hereby dedicate and proclaim the month of September, in honor of Mary Elizabeth, as "Childhood Cancer Awareness Month" in the City of Milton, Georgia. Given under our hand and seal of the City of Milton, Georgia on this 21st day of September, 2015. Joe Lockwood, Mayor HOME OF' MiL -f- (JN*k ESTABLISH ED 2006 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 15, 2015 FROM: City Manager AGENDA ITEM: Consideration to Adopt the Impact Fee Ordinance and to Create Chapter 25 "Impact Fees" in the City Code of Ordinances. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER: (APPROVED O NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED: X YES O NO CITY ATTORNEY REVIEW REQUIRED: K YES O NO APPROVAL BY CITY ATTORNEY { APPROVED O NOT APPROVED PLACED ON AGENDA FOR. / \O q REMARKS PHONE: 678.242.25001 FAX: 678.242.2499 'Green 'P ; ce ifi�d , '�t intoC�cltyo#miltonga.us I www.cityoimlltonga.us K'ILDWFE Community . �cir,�=�j,s 13000 Deerfield Parkway, Suite 107 1 Milton GA 30004 : i - 5 !11,0 &W To: Honorable Mayor and City Council Members From: Michele McIntosh-Ross, Principal Planner Date: Submitted on September 15, 2015 for the October 5, 2015 Regular Council Meeting. (Work Session September 14; First Presentation September 21) Agenda Item: Consideration to Adopt the Impact Fee Ordinance and to Create Chapter 25 “Impact Fees” in the City Code of Ordinances. ______________________________________________________________________________ Department Recommendation: Approval. Executive Summary: As part of conducting the Impact Fee Study, a Capital Improvements Element (CIE) was prepared by the city’s impact fee consultants, Ross and Associates. At the July 20, 2015 council meeting the Mayor and City Council approved a resolution (No. 15-07-344) to transmit the CIE to the Atlanta Regional Commission (ARC) and to the Georgia Department of Community Affairs (DCA). This document has since been approved by the regional and State agencies. Upon the approval of the CIE as an amendment to the Milton 2030 Comprehensive Plan, the Mayor and City Council may consider the adoption of an Impact Fee Ordinance. During the review period of the CIE, the consultants prepared a draft Impact Fee Ordinance. This draft ordinance was reviewed by the city’s attorneys on August 11, 2015 and was discussed with the Impact Fee Study Advisory Committee members on August 26, 2015. The public facility categories included in the proposed impact fee program are Parks, Open Space and Recreation Facilities; Roads, Streets and Bridges; and Public Safety. Upon the adoption of the Impact Fee Ordinance, the city of Milton may start collecting fees from new development that will fund impact fee eligible costs within the named public facility categories. Funding and Fiscal Impact: None. Alternatives: None. Legal Review: Ken Jarrard – Jarrard & Davis 08-11-2015 Page 2 of 2 Concurrent Review: Chris Lagerbloom, City Manager Attachment(s): Draft Impact Fee Ordinance (9/15/15) and draft ordinance to create Chapter 25. STATE OF GEORGIA COUNTY OF FULTON ORDINANCE NO. AN ORDINANCE TO CREATE CHAPTER 25, “IMPACT FEES” OF THE CITY CODE OF ORDINANCES BE IT ORDAINED by the City Council of the City of Milton, GA while in a regularly called council meeting on October 5, 2015 6:00 p.m. as follows: SECTION 1. That the creation of Chapter 25 of the City of Milton Code of Ordinances is hereby adopted and approved; and is attached hereto as if fully set forth herein, and; SECTION 2. All ordinances, parts of ordinances, or regulations in conflict herewith are repealed. SECTION 3. That this Ordinance shall become effective upon its adoption. ORDAINED this the 5th day of October, 2015. ____________________________________ Joe Lockwood, Mayor Attest: ___________________________ Sudie AM Gordon, City Clerk Milton Impact Fee Ordinance i IMPACT FEES Sec. 25-1. - Short title, authority, and applicability. ....................................................................... 1 (a) Short title. ...............................................................................................................................1 (b) Authority. ...............................................................................................................................1 (c) Applicability. ...........................................................................................................................1 Sec. 25-2. - Findings, purpose, and intent. ..................................................................................... 1 (a) Findings. .................................................................................................................................1 (b) Purpose...................................................................................................................................2 (c) Intent. .....................................................................................................................................2 Sec. 25-3. - Rules of construction and definitions. ......................................................................... 2 (a) Rules of construction. ............................................................................................................2 (b) Definitions. .............................................................................................................................3 Sec. 25-4. - Imposition of development impact fees. ..................................................................... 6 (a) Construction not subject to impact fees. ...............................................................................6 (b) Grandfathered projects. .........................................................................................................7 (c) Method of calculation. ...........................................................................................................7 (d) Service areas...........................................................................................................................8 Sec. 25-5. - Fee assessment and payment...................................................................................... 8 (a) Fee schedule. ..........................................................................................................................8 (b) Timing of assessment and payment. ......................................................................................8 (c) Individual assessment determinations. .................................................................................9 (d) Fee certification. ...................................................................................................................10 Sec. 25-6. - Exemptions. .............................................................................................................. 11 (a) Exemption policy. .................................................................................................................11 (b) Process for exemption approval. .........................................................................................11 (c) Exemption criteria. ...............................................................................................................11 (d) Reimbursement to impact fee fund. ....................................................................................11 Sec. 25-7. - Deposit and expenditure of fees. .............................................................................. 11 (a) Maintenance of funds. .........................................................................................................11 (b) Expenditures; restrictions. ...................................................................................................12 (c) Annual report. ......................................................................................................................12 Sec. 25-8. - Credits. ..................................................................................................................... 12 Milton Impact Fee Ordinance ii (a) Credits; restrictions. .............................................................................................................12 (b) Granting of credits................................................................................................................13 (c) Guidelines for credit valuation. ............................................................................................13 (d) Credits; application. .............................................................................................................14 (e) Credits; abandoned building permits. ..................................................................................14 Sec. 25-9. - Refunds. ................................................................................................................... 15 (a) Eligibility for a refund. ..........................................................................................................15 (b) Notice of entitlement to a refund. .......................................................................................15 (c) Filing a request for a refund. ................................................................................................15 (d) Payment of refunds. .............................................................................................................15 Sec. 25-10. - Private contractual agreements. ............................................................................. 16 (a) Private agreements; authorized. ..........................................................................................16 (b) Private agreements; provisions. ...........................................................................................16 (c) Private agreements; procedure. ..........................................................................................16 Sec. 25-11. - Periodic review and amendments. .......................................................................... 17 (a) Ordinance amendments. ......................................................................................................17 (b) Capital improvements element periodic review..................................................................17 (c) Continuation of validity. .......................................................................................................17 Sec. 25-12. - Administrative appeals. .......................................................................................... 17 (a) Eligibility to file an appeal. ...................................................................................................17 (b) Appeals process. ...................................................................................................................18 (c) Payment of impact fee during appeal. .................................................................................18 Sec. 25-13. - Enforcement and penalties. .................................................................................... 18 (a) Enforcement authority. ........................................................................................................18 (b) Violations. .............................................................................................................................19 Sec. 25-14. - Repealer, severability, and effective date. ............................................................... 19 (a) Repeal of conflicting laws. ....................................................................................................19 (b) Severability. ..........................................................................................................................19 (c) Incorporation by reference of Georgia law. .........................................................................20 Attachment A: Impact Fee Schedule ........................................................................................... 21 Milton Impact Fee Ordinance 1 Chapter 25 - IMPACT FEES Sec. 25-1. - Short title, authority, and applicability. (a) Short title. This ordinance shall be known and may be cited as the “Development Impact Fee Ordinance of Milton, Georgia,” or the “Impact Fee Ordinance.” (b) Authority. This ordinance has been prepared and adopted by the City Council of Milton, Georgia, in accordance with the authority provided by Article 9, Section 2, Paragraph 3 of the Constitution of the State of Georgia, the Georgia Development Impact Fee Act (O.C.G.A. 36-71-1 et seq. as amended), and such other laws as may apply to the provision of public facilities and the power to charge fees for such facilities. (c) Applicability. (1) The provisions of this ordinance shall not be construed to limit the power of Milton, Georgia, to use any other legal methods or powers otherwise available for accomplishing the purposes set forth herein, either in substitution of or in conjunction with this ordinance. (2) This ordinance shall apply to all areas under the regulatory control and authority of Milton, Georgia, and such other areas as may be included by intergovernmental agreement. Sec. 25-2. - Findings, purpose, and intent. (a) Findings. The City Council of Milton, Georgia, finds and declares: (1) That an equitable program for planning and financing public facilities to serve new growth and development is necessary in order to promote and accommodate orderly growth and development and to protect the public health, safety, and general welfare of the citizens of Milton; and (2) That certain public facilities as herein defined have been and must be further expanded if new growth and development is to be accommodated at the same level of service available to existing development; and (3) That it is fair and equitable that new growth and development shall bear a proportionate share of the cost of such public facilities necessary to serve new growth and development. Milton Impact Fee Ordinance 2 (b) Purpose. (1) The purpose of this ordinance is to impose impact fees, as hereinafter set forth, for certain public facilities, as hereinafter defined. (2) It is also the purpose of this ordinance to ensure that adequate public facilities are available to serve new growth and development in Milton and to provide that new growth and development bears a proportionate share of the cost of new public facilities needed to serve them. (c) Intent. This ordinance is intended to implement and be consistent with the City of Milton 2030 Comprehensive Plan Community Agenda, as it has been adopted or may be amended in accord with the Georgia Comprehensive Planning Act (O.C.G.A. 50-8-1 et seq.); and the applicable Development Impact Fee Compliance Requirements, as adopted by the Georgia Board of Community Affairs and amended from time to time. Sec. 25-3. - Rules of construction and definitions. The provisions of this ordinance shall be construed so as to effectively carry out its purpose in the interest of the public health, safety, and general welfare of the citizens of Milton, Georgia. (a) Rules of construction. Unless otherwise stated in this ordinance, the following rules of construction shall apply to the text of this ordinance: (1) In the case of a conflict between words or phrases as used in this ordinance and as used in other codes, regulations or laws of the City, such difference shall not affect the meaning or implication of such words or phrases as used in this ordinance. (2) In the case of a conflict between the text of this ordinance and any caption, illustration, summary table or illustrative table, the text shall control. (3) The word “shall” is always mandatory and not discretionary; the word “may” is permissive. (4) Words used in the present tense shall include the future and words used in the singular number shall include the plural and the plural the singular, unless the context clearly indicates the contrary. (5) The word “person” includes an individual, a corporation, a partnership, an incorporated association, or any other legal or similar entity. (6) The conjunction “and” indicates that all the connected terms, conditions, provisions, or events shall apply. (7) The conjunctions “or” and “and/or” indicate that the connected items, conditions, provisions, or events may apply singly or in any combination. Milton Impact Fee Ordinance 3 (8) The use of “either … or” indicates that the connected items, conditions, provisions, or events shall apply singly and not in combination. (9) The word “includes” or “including” and the phrase “such as” shall not limit a term to the specific example or examples given but are intended to extend its meaning to all other instances or circumstances of like kind or character. (10) The article, section, and paragraph headings and enumerations used in this ordinance are included solely for convenience and shall not affect the interpretation of this ordinance. (b) Definitions. As used in this ordinance, the following terms shall have the meaning set forth below. Administrator means the director of community development of Milton, Georgia, or the director’s designee, who is hereby charged with implementation and enforcement of this ordinance. Building permit means the document issued by the city authorizing the construction, repair, alteration of or addition to a structure, or authorizing the installation of a mobile home or recreational vehicle. For the purposes of this article, a building permit also means a change of use permit. Capital improvement means an improvement with a useful life of ten years or more, by new construction or other action, which increases the service capacity of a public facility. Capital improvements element means that portion of the Milton comprehensive land use plan that sets out projected needs for system improvements during the planning horizon established therein, which provides a schedule that will meet the anticipated need for system improvements, and which provides a description of anticipated funding sources for each required improvement, as most recently adopted or amended by the City Council. City means the City of Milton, Georgia, a municipal corporation of the state of Georgia. City council means the City Council of Milton, Georgia. Commencement of construction, for private development, means initiation of physical construction activities as authorized by a development or building permit and leading to completion of a foundation inspection or other initial inspection and approval by a public official charged with such duties; and for public projects, means expenditure or encumbrance of any funds, whether they be development impact fee funds or not, for a public facilities project, or advertising of bids to undertake a public facilities project. Comprehensive plan means the Milton plan or planning elements as adopted or amended in accord with O.C.G.A. 50-8-1 et seq. and the applicable Minimum Standards and Procedures for Local Comprehensive Planning as adopted by the Georgia Board of Community Affairs. Day means a calendar day, unless otherwise specifically identified as a “work” day or other designation when used in the text. Developer means any person or legal entity undertaking development. Development means any action which creates demand on or need for public facilities, as defined herein, and includes any construction or expansion of a building, structure, or use; any Milton Impact Fee Ordinance 4 change in use of land, a building, or structure; or the connection of any building or structure to a public utility. Development approval means written authorization, such as issuance of a building permit, land disturbance permit or other approval for grading or site development, or other forms of official action required by local law or regulation prior to commencement of construction. Development impact fee means the payment of money imposed upon and paid by new development as a condition of development approval as its proportionate share of the cost of system improvements needed to serve it. Development impact fee assessment means the determination of the amount of an impact fee due for issuance of a particular building permit. Development impact fee collection means the receipt by the city of the amount due for an impact fee assessed for a particular building permit. Dwelling unit means one or more rooms constructed with cooking, sleeping and sanitary facilities designed for and limited to use as living quarters for one family. A dwelling unit may be a single-family detached home, an apartment or condominium in a multi-family structure, or a manufactured home. Encumber means to legally obligate by contract or otherwise commit to use by appropriation or other official act of the City Council. Excess capacity means that portion of the capacity of a public facility or system of public facilities which is beyond that necessary to provide adequate service to existing development at the adopted level-of-service standard. Family means one or more persons related by blood, marriage, adoption, guardianship or other duly authorized custodial relationship, or up to four unrelated persons, occupying a dwelling unit and living as a single housekeeping unit. The term “family” does not include persons occupying a rooming house, boarding house, lodging house, or a hotel. Fee assessment: see “Development impact fee; assessment”. Fee collection: see “Development impact fee; collection”. Feepayor means that person or entity who pays a development impact fee, or his or her legal successor in interest when the right or entitlement to any refund of previously paid development impact fees that are required by this ordinance has been expressly transfer red or assigned to the successor in interest. Floor area means the total number of square feet of heated floor space within the exterior walls of a building. Also referred to as the “gross floor area”. Individual assessment determination means a finding by the administrator that an individual assessment study does or does not meet the requirements for such a study as established by this ordinance or, if the requirements are met, the fee calculated therefrom. Milton Impact Fee Ordinance 5 Individual assessment study means the engineering, financial, or economic documentation prepared by a feepayor or applicant to allow individual determination of a development impact fee other than by use of the applicable fee schedule. Level of service means a measure of the relationship between service capacity and service demand for specified public facilities as established by the City in terms of demand to capacity ratios or the comfort and convenience of use or service of such public facilities or both. Present value means the current value of past, present, or future payments, contributions, or dedications of goods, services, materials, construction, or money, as calculated using methods of financial analysis acceptable to the Administrator for determination of “net present value.” Project means a single improvement or set of interrelated improvements undertaken together within a finite time period at a specific location. With regard to land development, a project may be identified as those construction activities authorized collectively by a building permit or other development approval, or for an interrelated collection of buildings and common public facilities such as a residential subdivision or an office park. Project improvements means site specific improvements or facilities that are planned, designed, or built to provide service for a specific development project and that are necessary for the use and convenience of the occupants or users of that project only, and that are not “system” improvements. The character of the improvement shall control a determination of whether an improvement is a “project” improvement or a “system” improvement, and the physical location of the improvement on-site or off-site shall not be considered determinative of whether an improvement is a “project” improvement or a “system” improvement. A project improvement may provide no more than incidental service or facility capacity to persons other than users or occupants of the particular project they serve. No improvement or facility included in a plan for public facilities and approved for public funding by the City shall be considered a project improvement. Property owner means that person or entity that holds legal title to property. Proportionate share means that portion of the cost of system improvements that is reasonably and fairly related to the service demands and needs of a project. Public facilities means: (a) parks, open space, and recreation areas and related facilities; and (b) public safety facilities, including police, fire and emergency medical and communications facilities; and (c) roads, streets, and bridges, including rights of way, traffic signals, landscaping, and any other components of local, state or federal streets or highways. Service area means a geographically defined area as designated in the capital impro vements element of the comprehensive plan in which a defined set of public facilities provide or are proposed to provide service to existing or future development. System improvement costs means costs incurred to provide public facilities capacity to serve new growth and development, including the costs of planning, design, engineering, construction, land acquisition, and land improvement for the construction or reconstruction of facility improvements or expansions. System improvement costs include the construction contract price, surveying and engineering fees, related land acquisition costs (including land purchases, court awards and costs, attorneys’ fees, and expert witness fees), and expenses incurred for qualified staff Milton Impact Fee Ordinance 6 or any qualified engineer, planner, architect, landscape architect, or financial consultant for preparing or updating the capital improvements element, and administrative costs of up to 3 percent of the total of all other system improvement costs. Projected interest charges and other finance costs may be included if the impact fees are to be used for the payment of principal and interest on bonds, notes, or other financial obligations issued to finance system improvements, but such costs do not include routine and periodic maintenance ex penditures, personnel training, and other operating costs. System improvements means capital improvements that are public facilities designed to provide service to more than one project or to the community at large, in contrast to “project” improvements. Unit of development means the standard incremental measure of land development activity for a specific type of land use upon which the rate of demand for public service and facilities is based, such as a dwelling unit, square foot of floor area, motel room, etc. Unused or excess impact fee means any individual impact fee payment from which no amount of money or only a portion thereof has been encumbered or expended according to the requirements of this ordinance. Sec. 25-4. - Imposition of development impact fees. Any person who after the effective date of this ordinance engages in development shall pay a development impact fee in the manner and amount set forth in this ordinance. (a) Construction not subject to impact fees. (1) The following projects and construction activities do not constitute “development” as defined in this ordinance, and are therefore not subject to the imposition of impact fees: a. Rebuilding no more than the same number of units of development (as defined in this ordinance) that were removed by demolition, or destroyed by fire or other catastrophe, on the same lot or property. b. Remodeling or repairing a structure that does not result in an increase in the number of units of development. c. Replacing a residential housing unit with another housing unit on the same lot or property. d. Placing or replacing a manufactured home in a manufactured home park on a prepared manufactured home pad in existence and operation prior to the effective date of this ordinance. e. Placing a temporary construction or sales office on a lot during the period of construction or build-out of a development project. f. Constructing an addition to or expansion of a residential dwelling unit that may increase the floor area or number of rooms but does not increase the number of housing units. Milton Impact Fee Ordinance 7 g. Adding uses that are typically accessory to residential uses and intended for the personal use of the residents, such as a deck or patio, detached garage or utility shed, satellite antenna, pet enclosure, or private recreational facilities such as a swimming pool or tennis court. (2) A person claiming to be not subject to impact fees under Subsection (a)(1) of this Section, above, shall submit to the administrator information and documentation sufficient to permit the administrator to determine whether such claim is correct. (b) Grandfathered projects. (1) Notwithstanding any other provision of this ordinance, that portion of a project for which a valid building permit has been issued prior to the effective date of this ordinance shall not be subject to development impact fees so long as the permit remains valid and construction is commenced and is pursued according to the terms of the permit. (2) Any building for which a valid and complete application for a build ing permit has been received prior to the effective date of this ordinance may proceed without payment of fees otherwise imposed by this ordinance, provided that: a. all fees and development exactions in effect prior to the effective date of this ordinance shall be or have been paid in full; and, b. said construction shall be commenced, pursued and completed within the time established by the building permit, or within 180 days, whichever is later. (c) Method of calculation. (1) Any development impact fee imposed pursuant to this ordinance shall not exceed a project's proportionate share of the cost of system improvements, and shall be calculated on the basis of levels of service for public facilities that are the same for existing development as for new growth and development. (2) Notwithstanding anything to the contrary in this ordinance, the calculation of impact fees shall be net of credits for the present value of ad valorem taxes or other revenues as established in the capital improvements element, and which: a. are reasonably expected to be generated by new growth and development; and b. are reasonably expected on the basis of historical funding patterns to be made available to pay for system improvements of the same category for which an impact fee is imposed. (3) The method of calculating impact fees for public facilities under this ordinance shall be maintained for public inspection as a part of the official records of the City, and may be amended from time to time by official act. (4) In addition to the cost of new or expanded system improvements needed to be built to serve new development, the cost basis of a development impact fee may also include the proportionate cost of existing system improvements to the extent that such public Milton Impact Fee Ordinance 8 facilities have excess service capacity and new development will be served by such facilities, as established in the capital improvements element. (5) Development impact fees shall be based on actual system improvement costs or reasonable estimates of such costs, as set forth in the capital improvements element. (d) Service areas. The city limits of the City of Milton, Georgia, constitute a single service area for all public facilities subject to impact fees under this ordinance. Sec. 25-5. - Fee assessment and payment. (a) Fee schedule. (1) Payment of a development impact fee pursuant to the fee schedule attached hereto and incorporated herein as Attachment A, shall constitute full and complete payment of the project's proportionate share of system improvements as individually levied by the City, and shall be deemed to be in compliance with the requirements of this ordinance. (2) When a land development activity for which an application for a building permit has been made includes two or more buildings, structures or other land uses in any combination, including two or more uses within a building or structure other than a shopping center, the total development impact fee shall be the sum of the fees for each and every building, structure, or use, including each and every use within a building or structure. Shopping centers shall be assessed a single impact fee, in accordance with Attachment A, as a single use without regard to its individual tenants. (3) In the event that an applicant contends that the land use category of the proposed development is not shown on the fee schedule or fits within a different category, then: a. The administrator in his or her reasonable discretion shall make a determination as to the appropriate land use category and the appropriate development impact fee. b. In making such determination, the administrator may require such additional information from the applicant as necessary to form a logical fee determination relative to the land use categories shown on the adopted fee schedule. c. If the land use of the proposed development is not similar to a land use category shown on the adopted fee schedule, then an appropriate fee may be determined by the administrator as an individual assessment in accordance with the individual assessment determinations section of this ordinance. d. Appeals from the decision of the administrator shall be made to the City Council in accordance with the administrative appeals section of this ordinance. (b) Timing of assessment and payment. (1) Development impact fees shall be assessed at the time of application for a building permit. Milton Impact Fee Ordinance 9 (2) All development impact fees shall be collected no earlier than at the time of issuance of a building permit, and no later than as a prerequisite to issuance of an interior finishes permit or a certificate of occupancy for the building or building shell. (3) For projects not involving issuance of a building permit, all development impact fees shall be collected at the time of approval of the development permit or such other authorization to commence construction or to commence use of a p roperty, whichever is earliest. (4) If the final use of a building cannot be determined at the time of the initial building permit, the administrator shall have the authority to assess a development impact fee based on the most likely use of the building, and shall adjust the fee in accordance with the following: a. Prior to the completion of the project, and as a condition to the issuance of an interior finishes permit or a certificate of occupancy, as applicable, the developer shall recertify in writing to the administrator the actual land use or uses of the project, and shall present an architect's certificate of the actual gross square footage of floor area attributable to each use. b. In the event that the actual land use or uses and/or the actual gross square footage applicable to the actual land use or uses differs from that originally certified, and in the event that the impact fee applicable to the actual land use or uses and/or gross square footage exceeds the impact fee previously paid, the developer shall be required to pay the amount of the excess as a condition to the issuance of an interior finishes permit or a certificate of occupancy. c. The amount of the excess shall be based upon the impact fee schedule in effect on the date the interior finishes permit or the certificate of occupancy is issued. d. If the actual gross square footage constructed after the issuance of the building permit is less than the amount originally certified, the developer shall be entitled to a refund of the excess portion of the fee in accordance with this ordinance. (5) Notwithstanding any other provision of this ordinance to the contrary, any future change in demand for public facilities in excess of the average demand anticipated at the time of issuance of the original building permit shall result in the assessment of such additional fee as would otherwise have been due. Future changes in demand may result from a change in the land use category of the occupant of the building or property, the expansion of a building or use on a property that results in an increase in the units of development (as defined herein), or the subsequent discovery of facts unknown or misrepresented at the time of issuance of the original building permit. (c) Individual assessment determinations. An individual assessment of development impact fees for a particular property or proposed use may be established as follows: (1) At their option, an applicant for development approval may petition the administrator for an individual assessment determination of development impact fees due for their project Milton Impact Fee Ordinance 10 in lieu of the fee established on the fee schedule attached hereto and incorporated herein as Attachment A. (2) In the event that an applicant elects an individual assessment, the applicant shall submit an individual assessment study. The individual assessment study shall: a. be based on relevant and credible information from an accepted standard source of engineering or planning data; or, b. be based on actual, relevant, and credible studies or surveys of facility demand conducted in the City or its region, carried out by qualified engineers or planners pursuant to accepted methodology. (3) The applicant shall provide any other written specifications as may be reasonably required by the administrator to substantiate the individual assessment determination. (4) The administrator in his or her reasonable discretion shall determine whether the content of an individual assessment study satisfies the requirements of this ordinance. A negative determination by the administrator may be appealed to the City Council in accordance with the administrative appeals section of this ordinance. (5) Any fee approved as an individual assessment determination shall have standing for 180 days following the date of approval. Payment of such an approved individual assessment determination shall constitute full and complete payment of the project's proportionate share of system improvements as individually levied by the City, and shall be deemed to be in compliance with the requirements of this ordinance. (d) Fee certification. Upon application to the administrator, a property owner or developer may receive a certification of the development impact fee schedule attached hereto and incorporated herein as Attachment A or a certified fee for a particular project, as applicable. (1) The administrator shall provide an applicant with a written certification of the impact fee schedule within 5 working days after the administrator’s receipt of a completed application. The fee schedule certified by the administrator shall establish the impact fee schedule for the proposed development activity for a period of 180 days from the date of certification. (2) The administrator shall provide the applicant with a written certification of an individual fee determination within 30 days after receipt of a completed application. The individual fee determination certified by the administrator shall establish the total impact fee for the proposed development activity for the 180 day period immediately following the date of such certification. (3) Notwithstanding the issuance of any certification of an individual fee determination, any additions to the proposed development activity different from the development activity identified in the original application shall negate any such certification. Milton Impact Fee Ordinance 11 Sec. 25-6. - Exemptions. (a) Exemption policy. The City Council recognizes that some office, retail trade, religious institutional and private educational development projects provide extraordinary benefit in support of the economic and employment advancement of the City and the city’s citizens over and above the access to jobs, goods and services that such uses offer in general. To encourage such development projects, the Mayor and City Council may consider granting a reduction in the impact fee for such a development project upon the determination and relative to the extent that the business or project represents extraordinary economic development and employment growth of public benefit to the City, in accordance with exemption criteria as adopted herein. It is also recognized that the cost of system improvements otherwise foregone through exemption of any impact fee must be funded through revenue sources other than impact fees. (b) Process for exemption approval. Reserved. (c) Exemption criteria. Reserved. (d) Reimbursement to impact fee fund. It is recognized that the cost of system improvements otherwise foregone through exemption of any impact fee must be funded through revenue sources other than impact fees. As part of the annual budgeting process, adequate funds shall be identified and transferred to the impact fee fund accounts equal to the amount of all exemptions granted by the City Council during the preceding year. Sec. 25-7. - Deposit and expenditure of fees. The City shall comply with all applicable accounting requirements of O.C.G.A. § 36-71-8, which include the following: (a) Maintenance of funds. (1) All development impact fee funds collected for future expenditure on con struction or expansion of facilities pursuant to this ordinance shall be maintained in one or more interest-bearing accounts until encumbered or expended. Restrictions on the investment of development impact fee funds shall be the same that apply to investment of all such funds generally. (2) Separate accounting records shall be maintained for each category of system improvements (fire protection, law enforcement, parks and recreation, and road improvements) and for administration fees collected . (3) Interest earned on development impact fees shall be allocated to each category of system improvements and the administration accounts in proportion to the impact fees collected, shall be considered funds of the account on which it is earned and shall be Milton Impact Fee Ordinance 12 subject to all restrictions placed on the use of development impact fees under this ordinance. (b) Expenditures; restrictions. (1) Expenditures from the system improvements impact fee accounts shall be made only for the category of system improvements for which the development impact fee was assessed and collected. (2) Expenditures from the administration account may be expended directly for administrative purposes or transferred to the general fund to cover administrative costs. (3) Except as provided below, development impact fees shall not be expended for any purpose that does not involve building or expanding system improvements that create additional capacity available to serve new growth and development. (4) Notwithstanding anything to the contrary in this ordinance, the following shall be considered general revenue of the City, and may be expended accordingly: a. impact fees collected to recover the present value of excess capacity in existing system improvements; b. any portion of an impact fee collected as a repayment for expenditures made by the City for system improvements intended to be funded by such impact fee; and, c. any portion of the impact fee (but not to exceed three percent of the total) collected and allocated by the administrator for administration of the impact fee ordinance. (c) Annual report. (1) The administrator shall prepare an annual report to the City Council as part of the annual audit describing the amount of any development impact fees collected, encumbered, and used during the preceding fiscal year by category of public fa cility. (2) Such annual report shall be prepared following guidelines of the Georgia Department of Community Affairs (DCA), and submitted to DCA in conjunction with the annual update report of the City’s capital improvements element. Sec. 25-8. - Credits. When eligible, feepayors shall be entitled to a credit against impact fees otherwise due and owing under the circumstances and in the manner set forth in this Section. (a) Credits; restrictions. (1) Except as provided in the following Paragraph (2), no credit shall be given for construction, contribution, or dedication of any system improvement or funds for system improvements made before the effective date of this ordinance. (2) If the value of any construction, dedication of land, or contribution of money made by a developer (or his or her predecessor in title or interest) prior to the effective date of this ordinance for system improvements that are included for impact fee funding in the Milton Impact Fee Ordinance 13 capital improvements element, is greater than the impact fee that would otherwise have been paid for the project, then the developer shall be entitled to a credit for such excess construction, dedication, or funding. Notwithstanding anything to the contrary in this ordinance, any credit due under this section shall not constitute a liability of the City, and shall accrue to the developer to the extent of impact fees assessed for new development for the same category of system improvements. (3) In no event shall credit be given for project improvements as defined in this ordinance. (b) Granting of credits. (1) Credit shall be given for the present value of any construction of improvements, contribution or dedication of land, or payment of money by a developer or his or her predecessor in title or interest for system improvements of the same public facilities category for which a development impact fee is imposed, provided that: a. the system improvement is included for impact fee funding in the capital improvements element; b. the amount of the credit does not exceed the portion of the system improvement’s cost that is eligible for impact fee funding, as shown in the capital improvements element; and, c. the City Council shall have explicitly approved said improvement, contribution, dedication, or payment and the value thereof prior to its construction, dedication, or transfer. (2) The credit allowed pursuant to this section shall not exceed the impact fee due for any particular public facilities category for which a development impact fee is imposed, unless a greater credit is authorized under a private contractual agreement executed under the provisions of this ordinance. a. Any credit amount in excess of the impact fee due for any particular public facilities category may be carried over and applied to the impact fee due in the same public facilities category for another development by the developer, or to a successor in interest, within the City. b. To qualify as a “successor in interest” for entitlement to a credit, notice must have been given to the administrator of a legal transfer or assignment of the right of entitlement to the credit, including the name, mailing address and written, notarized authorization of the grantor and the name and mailing address of the grantee. (c) Guidelines for credit valuation. Credits under this Section shall be valued using the following guidelines: (1) For the construction of any system improvements by a developer (as defined in this ordinance) or his or her predecessor in title or interest and accepted by the City, the developer must present evidence satisfactory to the administrator of the original cost of the improvement, from which present value may be calculated. Milton Impact Fee Ordinance 14 (2) For any contribution or dedication of land for system improvements by a developer or his or her predecessor in title or interest and accepted by the City, the original value of the land shall be the same as that attributed to the property by the validated tax appraisal at the time of dedication, from which present value may be calculated. (3) For any contribution of capital equipment that qualifies as a system improvement by a developer or his or her predecessor in title or interest and accepted by the City, the value shall be the original cost to the developer of the capital equipment or the cost that the city would normally pay for such equipment, whichever is less. (4) For any contribution of money for system improvements from a developer or his or her predecessor in title or interest accepted by the City, the original value of the money shall be the same as that at the time of contribution, from which present value may be calculated. (5) In making a present value calculation, the discount rate used shall be the interest rate being earned on the City’s impact fee funds, and the average annual inflation rate shall be that for the Consumer Price Index (the CPI) for the cost of money, or the average rate reported by the Engineering News Record for construction in general (the CCI) or building construction specifically (the BCI), as appropriate. (d) Credits; application. (1) Credits shall be given only upon written application of the developer to the administrator. A developer must present written evidence satisfactory to the administrator at or before the time of development impact fee assessment. (2) The administrator, in his or her reasonable discretion, shall review all applications for credits and make determinations regarding the allowance of any claimed credit, and the value of any allowed credit. (3) Any credit approved by the administrator shall be acknowledged in writing by the administrator and calculated at the time of impact fee assessment. (4) Appeals from the decision of the administrator shall be made to the City Council in accordance with the Administrative Appeals Section of this ordinance. (e) Credits; abandoned building permits. (1) In the event that an impact fee is paid but the building permit is abandoned, credit shall be given for the present value of the impact fee against future impact fees for the same parcel of land. (2) A building permit shall be deemed abandoned if no construction has been commenced prior to the expiration of the building permit. Milton Impact Fee Ordinance 15 Sec. 25-9. - Refunds. (a) Eligibility for a refund. (1) Upon the written request of a feepayor regarding a property on which a development impact fee has been paid, the development impact fee shall be refunded if: a. capacity is available in the public facilities for which the fee was collected but service is permanently denied; or, b. the development impact fee has not been encumbered or construction has not been commenced within six years after the date the fee was collected. (2) In determining whether development impact fees have been encumbered, development impact fees shall be considered encumbered on a first -in, first-out (FIFO) basis. (b) Notice of entitlement to a refund. When the right to a refund exists due to a failure to spend or encumber the development impact fees, the administrator shall provide written notice of entitlement to a refund to the feepayor who paid the development impact fee at the address shown on the application for development approval or to a successor in interest who has given adequate notice to the administrator of a legal transfer or assignment of the right to entitlement to a refund and who has provided a mailing address. Such notice shall also be published in a newspaper of general circulation in the City within 30 days after the expiration of the six year period after the date that the development impact fee was collected and shall contain a heading “Notice of Entitlement to Development Impact Fee Refund.” No refund shall be made for a period of 30 days from the date of said publication. (c) Filing a request for a refund. A request for a refund shall be made in writing to the administrator within one year of the time the refund becomes payable or within one year of publication of the notice of entitlement to a refund, whichever is later. Failure to make a claim for a refund within said time period shall result in a waiver of all claims to said funds. (d) Payment of refunds. (1) All refunds shall be made to the feepayor within 60 days after it is determined by the administrator that a sufficient proof of claim for refund has been made, but no sooner than 30 days after publication of the notice of entitlement to the refund. (2) A refund shall include a refund of a pro rata share of interest actually earned on the unused or excess impact fee collected. (3) In no event shall a feepayor be entitled to a refund for impact fees assessed and paid to recover the cost of excess capacity in existing system improvements, for any portion of an impact fee collected as a repayment for expenditures made by the City for system improvements intended to be funded by such impact fee, or for that portion of the fee payment that was assessed for administration of the impact fee ordinance or for recovery of the cost of preparation of the capital improvements element. Milton Impact Fee Ordinance 16 Sec. 25-10. - Private contractual agreements. (a) Private agreements; authorized. Nothing in this ordinance shall prohibit the voluntary mutual approval of a private contractual agreement between the City and any developer or property owner or group of developers and/or property owners in regard to the construction or installation of system improvements and providing for credits for such system improvement costs so incurred, provided that: (1) The system improvements are included for impact fee funding in the capital improvements element; and, (2) The amount of any credit granted shall not exceed the portion of the system improvement’s cost that is eligible for impact fee funding. (b) Private agreements; provisions. A private contractual agreement for system improvements may include, but shall not be limited to, provisions that: (1) Modify the estimates of impact on public facilities according to the methods and provisions concerning the calculation of impact fees, provided that any such agreement shall allow the city to assess additional development impact fees after the completion of construction according to schedules set forth in this ordinance. (2) Permit construction of, dedication of property for, or other in-kind contribution for specific public facilities of the type for which development impact fees would be imposed in lieu of or with a credit against applicable development impact fees. (3) Permit a schedule and method of payment appropriate to particular and unique circumstances of a proposed project in lieu of the requirements for payment under this ordinance, provided that acceptable security is posted ensuring payment of the development impact fees. Forms of security that may be acceptable include a cash bond, irrevocable letter of credit from a bank authorized to do business within the state of Georgia, a surety bond, or lien or mortgage on lands to be covered by the building permit. (c) Private agreements; procedure. (1) Any private agreement proposed by an applicant pursuant to this Section shall be submitted to the administrator for review and negotiation, prior to submission to the City Council. (2) Any private agreement proposed by an applicant pursuant to this Section shall be reviewed and approved by the city attorney as to form and sufficiency prior to consideration by the City Council. (3) Any such agreement must be presented to and approved by the City Council prior to the issuance of the first building permit or other qualifying permit. (4) Any such agreement shall be executed or approved by mortgagees, lien holders or contract purchasers in addition to the landowner, and shall require the applicant to submit such agreement to the clerk of superior court for recording on the deed records. Milton Impact Fee Ordinance 17 Sec. 25-11. - Periodic review and amendments. (a) Ordinance amendments. This ordinance may be amended from time to time as deemed appropriate or desirable. (b) Capital improvements element periodic review. (1) Annual update. At least once each year, the City Council shall review and may update the capital improvements element so as to maintain, at a minimum, a schedule of system improvements for each of the subsequent five years. The capital improvements element update may include changes in funding sources or project costs, or changes in the list or scheduling of projects. The capital improvements element Update shall be submitted to the Atlanta Regional Commission for their review, in accordance with the Development Impact Fee Compliance Requirements as adopted by the Board of Community Affairs of the State of Georgia. (2) Amendment. In conducting a periodic review of the capital improvements element and calculation of development impact fees, the City Council may determine to amend the capital improvements element. Amendments to the capital improvements element shall comply with the procedural requirements of the Development Impact Fee Compliance Requirements as adopted by the Board of Community Affairs of the State of Georgia, and shall be required for any change to the capital improvements element that would: a. redefine growth projections, land development assumptions, or goals or objectives that would affect system improvements proposed in the capital improvements element; b. add new public facility categories for impact fee funding, modify impact fee service areas or make changes to system improvement projects; c. change service levels established for an existing impact fee service area; or d. make any other revisions needed to keep the capital improvements element up to date. (c) Continuation of validity. Failure of the City Council to undertake a periodic review of the capital improvements element shall result in the continued use and application of the latest adopted development impact fee schedule; project listings, including estimated costs and impact eligibility percentages; and data upon which the level of service standards and impact fee calculations are based . The failure to periodically review such data shall not invalidate this ordinance. Sec. 25-12. - Administrative appeals. (a) Eligibility to file an appeal. Only applicants or feepayors who have already been assessed an impact fee by the city or who have already received a written determination of individual assessment, refund or credit amount shall be entitled to an appeal. Such appeals may address: Milton Impact Fee Ordinance 18 (1) The imposition and/or the amount of an impact fee. (2) The entitlement to and/or the amount of credits applicable to an impact fee. (3) The entitlement to and/or the amount of a refund of an impact fee. (b) Appeals process. (1) The aggrieved applicant or feepayor (hereinafter, the “appellant”) must file a written appeal with the administrator within 15 days of the decision or written determination from which the appeal is taken. (2) Such written appeal shall constitute an application for relief, shall be of sufficient content to set forth the basis for the appeal and the relief sought, and shall include: a. the name and address of the appellant; b. the location of the affected property; and, c. a copy of any applicable written decision or determination made by the administrator (from which the appeal is taken). (3) Within 15 days after receipt of the appeal, the administrator shall make a written final decision with respect to the appeal, such decision to be of sufficient content to set forth the basis for the determination. The final decision shall be mailed or electronically transferred to the appellant at the address listed in the appeal. (4) Appeals from the final decision of the administrator shall be made to the City Council within 30 days of the administrator's final decision. (5) The City Council shall thereafter consider the appeal at a regularly scheduled meeting within 30 days provided that at least 2 weeks written notice of the meeting can be given to the appellant. The City Council shall decide the issue within a reasonable time following the meeting, but in no case later than its next regular meeting, unless the appellant agrees to an extension to a later date. Any party making an appeal shall have the right to appear at the meeting to present evidence and may be represented by counsel. (c) Payment of impact fee during appeal. (1) The filing of an appeal shall not stay the collection of a development impact fee as a condition to the issuance of development approval. (2) A developer may pay a development impact fee under protest to obtain a development approval, and by making such payment shall not be estopped from exercising this right of appeal or receiving a refund of any amount deemed to have been collected in excess. Sec. 25-13. - Enforcement and penalties. (a) Enforcement authority. (1) The enforcement of this ordinance shall be the responsibility of the administrator and such personnel as the administrator may designate from time to time. Milton Impact Fee Ordinance 19 (2) The administrator shall have the right to inspect the lands affected by this ordinance and shall have the right to issue a written notice, a stop work order or citation for violations, as the administrator in his or her reasonable determination may deem appropriate to the circumstances. Refusal of written notice of violation, stop work order or citation under this ordinance shall constitute legal notice of service. The citation shall be in the form of a written official notice issued in person or by certified mail to the owner of the property, or to his or her agent, or to the person performing the work giving rise to such violation. The receipt of a citation shall require that corrective action be taken within 30 days unless otherwise extended at the discretion of the administrator. (3) The administrator may suspend or revoke any building permit or withhold the issuance of other development approvals if the provisions of this ordinance have been violated by the developer or the owner or their assigns. (b) Violations. (1) Knowingly furnishing false information on any matter relating to the administration of this ordinance shall constitute a violation. (2) Proceeding with construction of a project that is not consistent with the project’s impact fee assessment, such as the use category claimed or units of development indicated, shall constitute a violation. (3) Failure to take corrective action following the receipt of a citation shall constitute a violation. (4) A violation of this ordinance shall be a misdemeanor punishable according to law, including the general penalty provisions of the City’s Code of Ordinances. In addition to or in lieu of criminal prosecution, the City Council shall have the power to sue in law or equity for relief in civil court to enforce this ordinance, including recourse to such civil and criminal remedies in law and equity as may be necessary to ensure compliance with the provisions of this ordinance, including but not limited to injunctive relief to enjoin and restrain any person from violating the provisions of this ordinance and to recover such damages as may be incurred by the implementation of specific corrective actions. Sec. 25-14. - Repealer, severability, and effective date. (a) Repeal of conflicting laws. Any and all other ordinances, resolutions or regulations, or parts thereof, in conflict with this ordinance are hereby repealed to the extent of such conflict. Where this ordinance overlaps with other ordinances or regulations adopted by the City Council, whichever imposes the more stringent restrictions shall prevail. (b) Severability. If any sentence, clause, part, paragraph, section, or provision of this ordinance is declared by a court of competent jurisdiction to be invalid, the validity of the ordinance as a whole or any other part hereof shall not be affected. Milton Impact Fee Ordinance 20 (c) Incorporation by reference of Georgia law. It is the intent of the City Council that this development impact fee ordinance of Milton, Georgia, complies with the terms and provisions of the Georgia Development Impact Fee Act (O.C.G.A. 36-71-1 et seq. as amended). To the extent that any provision of this ordinance is inconsistent with the provisions of said Chapter 36-71, the latter shall control. Furthermore, to the extent that this ordinance is silent as to any provision of said Chapter 36-71 that is otherwise made mandatory by said Chapter 36-71, such provision shall control and shall be binding upon the city. Milton Impact Fee Ordinance 21 Attachment A: Impact Fee Schedule ITE Code Land Use Category Parks & Recreation Fire Protection Law Enforcement Roads Subtotal Adminis- tration (3%) TOTAL IMPACT FEE Residential 210 Single-Family Detached Housing 6,215.10 543.57 94.86 678.36 7,531.89$ 225.96 7,757.85$ per dwelling 220 Apartment 6,215.10 543.57 94.86 678.36 7,531.89$ 225.96 7,757.85$ per dwelling 230 Residential Condominium/Townhouse 6,215.10 543.57 94.86 678.36 7,531.89$ 225.96 7,757.85$ per dwelling Port and Terminal 030 Truck Terminal -0.29 0.05 0.56 0.90$ 0.03 0.93$ per square foot Industrial 110 General Light Industrial -0.47 0.08 0.40 0.95$ 0.03 0.98$ per square foot 120 General Heavy Industrial -0.38 0.07 0.09 0.53$ 0.02 0.54$ per square foot 140 Manufacturing -0.37 0.06 0.22 0.65$ 0.02 0.67$ per square foot 150 Warehousing -0.19 0.03 0.20 0.42$ 0.01 0.44$ per square foot 151 Mini-Warehouse -0.02 0.00 0.14 0.16$ 0.00 0.17$ per square foot 152 High-Cube Warehouse -0.02 0.00 0.10 0.11$ 0.00 0.12$ per square foot Lodging 310 Hotel -116.89 20.40 506.01 643.29$ 19.30 662.59$ per room 311 All Suites Hotel -102.58 17.90 303.48 423.96$ 12.72 436.68$ per room 320 Motel -90.17 15.73 348.69 454.60$ 13.64 468.23$ per room Recreational 430 Golf Course -50.39 8.79 265.33 324.51$ 9.74 334.25$ per acre 437 Bowling Alley -0.21 0.04 1.75 2.00$ 0.06 2.06$ per square foot 443 Movie Theater -0.30 0.05 4.11 4.46$ 0.13 4.60$ per square foot 460 Arena -683.80 119.33 1,754.65 2,557.77$ 76.73 2,634.50$ per acre 480 Amusement Park -1,865.90 325.61 3,988.36 6,179.86$ 185.40 6,365.26$ per acre 490 Tennis Courts -50.04 8.73 856.00 914.77$ 27.44 942.21$ per acre 491 Racquet/Tennis Club -0.06 0.01 0.74 0.81$ 0.02 0.84$ per square foot 492 Health/Fitness Center 0.14 0.03 1.73 1.90$ 0.06 1.96$ per square foot 495 Recreational Community Center -0.25 0.04 1.78 2.08$ 0.06 2.14$ per square foot Institutional 520 Private Elementary School -0.20 0.04 0.76 1.00$ 0.03 1.03$ per square foot 530 Private High School -0.13 0.02 0.68 0.84$ 0.03 0.86$ per square foot 560 Church/Synagogue -0.07 0.01 0.51 0.59$ 0.02 0.61$ per square foot 565 Day Care Center -0.58 0.10 0.49 1.17$ 0.04 1.20$ per square foot 566 Cemetery -16.71 2.92 263.66 283.28$ 8.50 291.78$ per acre Medical 610 Hospital -0.60 0.11 0.63 1.34$ 0.04 1.38$ per square foot 620 Nursing Home -0.48 0.08 0.35 0.91$ 0.03 0.94$ per square foot 630 Clinic -0.81 0.14 1.50 2.45$ 0.07 2.52$ per square foot Office 710 General Office Building -0.68 0.12 0.63 1.43$ 0.04 1.47$ per square foot 714 Corporate Headquarters Building -0.70 0.12 0.45 1.28$ 0.04 1.32$ per square foot 715 Single-Tenant Office Building -0.65 0.11 0.66 1.42$ 0.04 1.47$ per square foot 720 Medical-Dental Office Building -0.83 0.15 2.06 3.04$ 0.09 3.13$ per square foot 760 Research and Development Center -0.60 0.10 0.46 1.17$ 0.04 1.20$ per square foot 770 Business Park Building -0.63 0.11 0.71 1.45$ 0.04 1.49$ per square foot Unit of Measure Milton Impact Fee Ordinance 22 Impact Fee Schedule continued ITE Code Land Use Category Parks & Recreation Fire Protection Law Enforcement Roads Subtotal Adminis- tration (3%) TOTAL IMPACT FEE Retail 812 Building Materials and Lumber Store -0.29 0.05 2.27 2.60$ 0.08 2.68$ per square foot 813 Free-Standing Discount Superstore -0.20 0.03 2.36 2.59$ 0.08 2.67$ per square foot 814 Variety Store -0.20 0.03 1.94 2.17$ 0.07 2.24$ per square foot 815 Free-Standing Discount Store -0.41 0.07 2.16 2.64$ 0.08 2.72$ per square foot 816 Hardware/Paint Store -0.20 0.03 1.27 1.50$ 0.05 1.55$ per square foot 817 Nursery (Garden Center)-0.64 0.11 3.42 4.17$ 0.13 4.29$ per square foot 818 Nursery (Wholesale)-0.34 0.06 1.96 2.36$ 0.07 2.43$ per square foot 820 Shopping Center -0.34 0.06 1.99 2.40$ 0.07 2.47$ per square foot 823 Factory Outlet Center -0.34 0.06 1.33 1.74$ 0.05 1.79$ per square foot 826 Specialty Retail Center 0.41 0.07 2.22 2.70$ 0.08 2.78$ per square foot 841 Automobile Sales -0.31 0.05 1.58 1.95$ 0.06 2.01$ per square foot 843 Auto Parts Store -0.20 0.03 1.69 1.92$ 0.06 1.98$ per square foot 848 Tire Store -0.26 0.05 1.03 1.34$ 0.04 1.38$ per square foot 849 Tire Superstore -0.26 0.05 1.05 1.36$ 0.04 1.40$ per square foot 850 Supermarket -0.24 0.04 2.72 3.00$ 0.09 3.09$ per square foot 851 Convenience Market (Open 24 Hours)-0.37 0.06 9.14 9.58$ 0.29 9.86$ per square foot 853 Convenience Market with Gasoline Pumps -0.37 0.06 8.38 8.81$ 0.26 9.08$ per square foot 854 Discount Supermarket 0.46 0.08 2.93 3.47$ 0.10 3.57$ per square foot 860 Wholesale Market -0.17 0.03 0.25 0.45$ 0.01 0.47$ per square foot 857 Discount Club -0.27 0.05 1.58 1.89$ 0.06 1.95$ per square foot 862 Home Improvement Superstore -0.20 0.03 0.59 0.82$ 0.02 0.85$ per square foot 863 Electronics Superstore -0.20 0.03 0.75 0.98$ 0.03 1.01$ per square foot 876 Apparel Store -0.34 0.06 2.02 2.42$ 0.07 2.49$ per square foot 875 Department Store 0.41 0.07 0.69 1.17$ 0.04 1.21$ per square foot 880 Pharmacy/Drugstore -0.34 0.06 2.23 2.63$ 0.08 2.71$ per square foot 890 Furniture Store -0.09 0.01 0.06 0.16$ 0.00 0.17$ per square foot Services 912 Drive-in Bank -0.98 0.17 2.02 3.17$ 0.10 3.27$ per square foot 931 Quality Restaurant -1.53 0.27 2.12 3.91$ 0.12 4.03$ per square foot 932 High-Turnover (Sit-Down) Restauant -1.53 0.27 2.99 4.79$ 0.14 4.93$ per square foot 934 Fast-Food Restaurant -2.24 0.39 8.30 10.92$ 0.33 11.25$ per square foot 941 Quick Lubrication Vehicle Shop -430.84 75.18 2,056.24 2,562.26$ 76.87 2,639.12$ per service bay 944 Gasoline/Service Station 32.83 5.73 2,087.95 2,126.50$ 63.80 2,190.30$ per pump 945 Gasoline Station w/Convenience Market -0.04 0.01 1,411.45 1,411.50$ 42.34 1,453.84$ per pump 947 Self-Service Car Wash -41.03 7.16 2,675.59 2,723.78$ 81.71 2,805.49$ per stall NOTES:"ITE Code" means the land use code assigned in the Trip Generation manual published by the Institute of Transportation Engineers, 9th Edition. "Square foot" means square foot of gross building floor area. All figures shown rounded to nearest whole cent. Unit of Measure HOME OF ' L I UNI r A' ESTABLISHED 2006 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 17, 2015 FROM: City Manager AGENDA ITEM: Consideration of an Ordinance to Adopt Amendments to the Fiscal 2015 Budget for Each Fund of the City of Milton, Georgia Amending the Amounts Shown in Each Budget as Expenditures, Amending the Several Items of Revenue Anticipations, Prohibiting Expenditures to Exceed Appropriations, and Prohibiting Expenditures to Exceed Actual Funding Available. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER: (APPROVED CITY ATTORNEY APPROVAL REQUIRED: O YES CITY ATTORNEY REVIEW REQUIRED: () YES O NOT APPROVED YNO NO APPROVAL BY CITY ATTORNEY () APPROVED () NOT APPROVED PLACED ON AGENDA FOR: O 2 1 I S REMARKS ®*Youm PHONE: 678.242.2500 1 FAX: 678.242.2499 infoftityofmiitonga.us i www.cityofmiltongams 13000 Deerfield Parkway, Suite 107 J Milton GA 30004 Green~ Community *Cernfiei* TUV,1W City of � Page 1 of 2 STATE OF GEORGIA FULTON COUNTY ORDINANCE NO. AN ORDINANCE OF THE MAYOR AND COUNCIL OF THE CITY OF MILTON, GEORGIA, TO ADOPT AMENDMENTS TO THE FISCAL 2015 BUDGET FOR EACH FUND OF THE CITY OF MILTON, GEORGIA AMENDING THE AMOUNTS SHOWN IN EACH BUDGET AS EXPENDITURES, AMENDING THE SEVERAL ITEMS OF REVENUE ANTICIPATIONS, PROHIBITING EXPENDITURES TO EXCEED APPROPRIATIONS, AND PROHIBITING EXPENDITURES TO EXCEED ACTUAL FUNDING AVAILABLE. BE IT ORDAINED by the City Council of the City of Milton, GA while in a council meeting on September 21, 2015 at 6:00 p.m. as follows: WHEREAS, the City Manager of the City of Milton has presented amendments to the fiscal year 2015 Budget to the City Council on each of the various funds of the City; and WHEREAS, each of these budget amendments results in a balanced budget, so that anticipated revenues equal proposed expenditures for each fund; and WHEREAS, the amended fiscal year 2015 budget provides a financial plan for the government, establishing appropriations for each operating department in order to extend services; NOW, THEREFORE BE IT ORDAINED that this budget amendment, “Exhibit A” attached hereto and by this reference made a part hereof this ordinance shall be the City of Milton’s amended fiscal year 2015 budget; and BE IT FURTHER ORDAINED that this budget be and is hereby approved and the several items of revenues shown in the budget for each fund in the amounts anticipated are adopted and that the several amounts shown in the budget for each fund as proposed expenditures are hereby appropriated to the departments named in each fund; and, BE IT FURTHER ORDAINED that the expenditures shall not exceed the appropriations authorized by this budget or amendments thereto provided; that expenditures for the fiscal year shall not exceed actual funding available. Page 2 of 2 ADOPTED AND APPROVED this 21st day of September, 2015. CITY OF MILTON, GEORGIA By: ________________________ Mayor Joe Lockwood __________________________ ________________________ Councilmember Karen Thurman Councilmember Burt Hewitt _________________________ ________________________ Councilmember Matt Kunz Councilmember Joe Longoria _________________________ ________________________ Councilmember Bill Lusk Councilmember Rick Mohrig Attest: _______________________________ Sudie AM Gordon, City Clerk First Reading: September 9, 2015 Public Hearing: September 21, 2015 Ratification: September 21, 2015 (SEAL) City of Milton, Georgia Fiscal Year 2015 Summary of Departmental Budget Amendments The goal of the fiscal year 2015 budget amendment is to revise departmental budgets and interfund transfers based on activity-to-date and future projections. GENERAL FUND The General Fund is the principal operating fund of the government and is used to facilitate current year operations. General Fund revenues have unrestricted use. Expenditure requests are categorized into two categories: Salary/Benefits and Maintenance/Operating. Salary / benefits line items include salaries, overtime, vacation pay, retirement and other associated payroll expenditures. The maintenance/ operating category includes expenditures related to operational line items such as, supplies, professional fees, training, dues/fees, travel, utilities, communications, machinery & equipment, etc. GENERAL FUND SUMMARY: Revenue Appropriation Increase 1,501,635 Expenditure Appropriation Increase 8,741 Net Revenue/(Expenditure) Requests:1,492,894 Revenue Amendments: The change in original revenue estimates for the following revenue sources is driven by an analysis of the activity-to-date. A projection was completed using available data indicating the fiscal year 2015 revenue estimates could be adjusted by the amounts indicated in the table on page 3. Some of the most significant changes are explained as follows: 1. Property taxes have been billed and are higher than anticipated due to reassessments of the property values and newly improved properties. Tax collections are projected to be $774,473 higher. 2. Local option sales tax is still trending higher than projected and is anticipated to be $400,000 more than what was projected in March for the mid-year budget amendments. 3. Insurance premium tax has been adjusted to reflect anticipated collections based on prior year revenues received. Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) TAXES Current Yr Property Taxes-Real 7,948,755 8,579,384 8,400,000 700,000 9,100,000 7,335 9,092,665 Current Yr Property Taxes-Utility 60,042 57,084 80,500 (377) 80,123 80,123 (0) Prior Yr Property Taxes-Real 298,587 203,540 320,000 72,000 392,000 388,812 3,188 Current Yr Prop Taxes-Personal 200,861 191,084 190,000 - 190,000 - 190,000 Motor Vehicle Tax 751,348 1,018,927 275,000 - 275,000 243,680 31,320 Title Ad Valorem Tax - - 720,000 (50,000) 670,000 573,023 96,977 Intangible Tax 269,681 185,431 175,000 50,000 225,000 188,187 36,813 Prior Yr Prop Taxes-Personal 11,422 5,136 2,000 2,850 4,850 4,836 14 Real Estate Transfer Tax 71,341 78,685 75,000 19,000 94,000 76,862 17,138 Franchise Fees 1,867,963 1,937,428 1,850,000 100,000 1,950,000 1,406,361 543,639 Local Option Sales Tax 3,983,981 7,722,018 8,000,000 400,000 8,400,000 6,289,839 2,110,161 Alcohol Beverage Excise Tax 298,125 297,010 295,000 - 295,000 245,424 49,576 Business & Occupation Tax 663,050 673,614 660,000 (10,000) 650,000 648,989 1,011 Insurance Premium Tax 1,684,784 1,764,314 1,680,000 120,000 1,800,000 - 1,800,000 Financial Institution Tax 33,918 35,172 39,673 - 39,673 39,673 - Penalties & Interest-Real Prop 23,285 25,515 22,000 4,300 26,300 26,283 17 Penalties & Interest-Pers Prop 2,606 324 500 - 500 368 132 Penalties & Interest-Business Lic 15,673 16,102 12,000 (4,900) 7,100 7,005 96 Penalties & Interest-Other - - - - - 32 (32) Total: Taxes 18,185,424 22,790,767 22,796,673 1,402,873 24,199,546 10,226,831 13,972,715 LICENSES & PERMITS Alcohol Beverage Licenses 145,600 138,600 147,400 - 147,400 147,400 - Advertising Fee 1,072 1,600 1,800 1,000 2,800 2,800 - Pouring Permit 5,970 6,255 5,500 570 6,070 6,070 - Public Facilities Alcohol Permit - - - 150 150 150 - Solicitation Permit 1,170 195 300 90 390 390 - Zoning & Land Use Permits 21,147 21,775 15,000 (7,050) 7,950 7,950 - Land Disturbance 85,860 263,920 200,000 (39,197) 160,803 160,803 (0) Modification 100 2,100 1,600 (1,250) 350 350 - Variance 3,425 5,200 5,500 2,100 7,600 7,600 - Seasonal & Special Events 880 1,580 800 410 1,210 1,210 - Sign Permits 4,673 8,425 3,500 2,232 5,732 5,732 0 Building Permits 405,191 460,286 470,000 - 470,000 392,672 77,328 NPDES Fees 3,066 13,301 6,000 386 6,386 6,386 - Taxi & Driver Permitting Fees 200 1,500 1,000 (700) 300 300 - Penalties & Interest-Alcohol Beverage Lic 5,639 127 100 (90) 10 10 (0) Res/Comm Work Without a Permit Penalty - - - 1,890 1,890 1,890 - Total: Licenses & Permits 683,992 924,864 858,500 (39,459) 819,041 741,713 77,328 INTERGOVERNMENTAL REVENUES Fulton County/SSD Funds 48,298 1,711 - - - - - Total: Intergovernmental Revenues 48,298 1,711 - - - - - CHARGES FOR SERVICES Precious Metals Work Permit Admin Fee 70 - - - - - - Finance Admin Fee 68,250 69,645 65,000 4,123 69,123 69,123 0 Court Admin Fee 159,812 237,744 190,000 - 190,000 125,237 64,763 Maps & Cert Letters 390 510 200 160 360 360 - Plan Review Fees 155,030 198,108 125,000 23,473 148,473 148,473 0 Open Records Fees 598 547 350 287 637 637 (0) Online Payment Convenience Fee 4,284 3,686 8,500 (4,600) 3,900 3,739 161 Development Bond Fee 200 1,400 500 1,050 1,550 1,550 - Development Bond Fee to Offset Legal Expense - 8,500 2,000 5,750 7,750 7,750 - Election Qualifying Fee 2,250 - 2,000 (830) 1,170 780 390 Accident Reports 1,140 56 100 - 100 - 100 Expungement Fees 2,200 1,700 1,700 (1,700) - (50) 50 Alarm Registration (1,050) - - - - - - False Alarms 6,300 5,100 4,000 500 4,500 4,500 - Fire Plan Review 913 1,229 800 19 819 819 0 Fire Inspection 170 4,200 2,500 4,715 7,215 7,215 - Revenues FY 2015 FY 2013 Actuals Account Name FY 2014 Actuals Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Revenues FY 2015 FY 2013 Actuals Account Name FY 2014 Actuals Fingerprinting Fee 1,720 4,201 4,000 1,980 5,980 5,980 - Medical Reimbursement - - - - - - - CPR Classes 444 210 100 71 171 171 - Self Defense Class 1,320 1,050 1,000 (435) 565 565 - Background Check Fees 14,995 17,125 14,000 470 14,470 14,470 - Activitiy Fees/Joyful Soles 15,515 17,133 17,000 9,225 26,225 26,225 - Facility Rental 2,633 - - - - - - Activity Commissions 48,041 - - - - - - Activity Commissions/ATPP - - 250 - 250 - 250 Activity Commissions/Core Physique - 4,104 2,000 - 2,000 1,379 621 Activity Commissions/Eagle Stix Lacrosse - - 8,500 - 8,500 4,921 3,579 Activity Commissions/Kim Saunders Yoga - 5,586 3,000 - 3,000 2,576 425 Activity Commissions/North GA Rec - 23,020 18,500 - 18,500 9,070 9,431 Activity Commissions/Sperber Music - 1,091 500 - 500 277 223 Activity Commissions/YMCA - 2,286 - - - - - Activity Commissions/Blaze Sports - - 1,000 - 1,000 300 700 Activity Commissions/Halftime Sports - 2,464 3,500 - 3,500 257 3,243 Activity Commissions/HYA - - 1,500 - 1,500 - 1,500 Activity Commissions/NFL Youth Flag Football - 848 2,500 - 2,500 - 2,500 Activity Commissions/Southern Educational Resources - 4,045 5,000 - 5,000 - 5,000 Activity Commissions/Wacky Schoolers - - 250 - 250 - 250 Bad Check Fees 30 395 150 210 360 360 - Total: Charges for Services 485,314 615,982 485,400 44,468 529,868 436,682 93,186 FINES & FORFEITURES Fines & Forfeitures 382,434 580,219 550,000 30,000 580,000 470,037 109,963 Ordinance Fines - 1,950 1,000 (1,000) - - - Total: Fines & Forfeitures 382,434 582,169 551,000 29,000 580,000 470,037 109,963 INVESTMENT INCOME Interest Revenue 2,330 541 500 - 500 413 87 Realized Gain/Loss on Investmt 17,018 21,578 22,000 3,700 25,700 25,689 11 Total: Investment Income 19,347 22,119 22,500 3,700 26,200 26,103 97 CONTRIBUTIONS & DONATIONS Donation Revenue 100 - - - - - Donation Revenue-Pub Sfty 3,358 992 - 50 50 50 - Donation Revenue-Fire - 1,091 - - - 2,539 (2,539) Donation Revenue-Public Safety Fd 3,317 - - - - - - Donation Revenue-R.A.D. 1,000 - - - - - - Donation Revenue-Golf Tournament 23,605 - - - - - - Donation Revenue-Community Development 195 123 - 53 53 53 0 Donation Revenue-Parks & Recreation - 52 - - - - - Donation Revenue-Joyful Soles - - - 678 678 678 0 Total: Contributions & Donations 31,475 2,357 - 781 781 3,320 (2,539) MISCELLANEOUS REVENUE Cell Tower Lease 17,940 17,940 17,940 - 17,940 16,968 972 Lease-15315 Thompson Rd 2,374 - - - - - - Lease-15260 Bell Park Rd 110 30 - - - - - Facility Rental - - 2,200 (2,200) - - - Facility Rental/Bethwell Community Center - 1,970 - 1,550 1,550 1,550 - Facility Rental/Friendship Park - 480 - 180 180 180 - Facility Rental/Bell Memorial Park - 250 - - - - - Facility Rental/Broadwell Pavilion - - - 1,450 1,450 1,450 - Insurance Proceeds 2,642 - - - - - - Insurance Proceeds-Pub Sfty 10,400 476 10,900 - 10,900 10,900 (0) Insurance Proceeds-PW 8,816 19,356 2,550 250 2,800 2,800 (0) Other Misc Revenue 4,405 12,034 13,070 44,626 57,696 57,696 (0) Over/Short Cash Drawer (10) (83) - - - 13 (13) Evidence Room Unclaimed Cash - - - - - 568 (568) Total: Miscellaneous Revenue 47,370 53,539 46,660 45,856 92,516 92,976 (460) Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Revenues FY 2015 FY 2013 Actuals Account Name FY 2014 Actuals OTHER FINANCING SOURCES Operating Transfers In-Htl/Mtl Fd 20,000 20,000 20,000 - 20,000 11,805 8,195 Sale of Surplus Equipment 42,616 16,761 16,000 14,416 30,416 30,416 (0) Total: Other Financing Sources 62,616 36,761 36,000 14,416 50,416 42,221 8,195 TOTAL 19,946,271 25,030,270 24,796,733 1,501,635 26,298,368 12,039,882 14,258,486 Expenditure Amendments: Explanations for each of the amendments to the expenditure accounts are provided within the departmental budget spreadsheets following. Highlights of the amendments are: 1. The Public Works and Community Development departments were restructured during the year to place employees where their responsibilities were more in-line with the function of the department. The result of this restructuring was three employees transferred out of Community Development and into Public Works: the construction inspector, plan review engineer and the arborist. General Fund Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Revenues Taxes 18,185,424 22,790,767 22,796,673 1,402,873 24,199,546 10,226,831 24,199,546 Licenses & Permits 683,992 924,864 858,500 (39,459) 819,041 741,713 819,041 Intergovernmental Revenues 48,298 1,711 - - - - - Charges for Services 485,314 615,982 485,400 44,468 529,868 436,682 529,868 Fines & Forfeitures 382,434 582,169 551,000 29,000 580,000 470,037 580,000 Investment Income 19,347 22,119 22,500 3,700 26,200 26,103 26,200 Contributions & Donations 31,475 2,357 - 781 781 3,320 781 Miscellaneous Revenue 47,370 53,539 46,660 45,856 92,516 92,976 92,516 Other Financing Sources 62,616 36,761 36,000 14,416 50,416 42,221 50,416 Total Revenues 19,946,271 25,030,270 24,796,733 1,501,635 26,298,368 12,039,882 26,298,368 Expenditures Mayor & Council 167,312 143,961 172,810 - 172,810 134,477 38,333 City Manager 282,478 536,496 675,067 - 675,067 526,403 148,664 City Clerk 189,733 172,811 192,358 (17,308) 175,050 140,134 34,916 General Administration 31,692 38,503 39,414 3,500 42,914 37,922 4,992 Finance 479,962 383,331 431,244 - 431,244 328,860 102,384 Legal 216,208 299,448 230,000 - 230,000 166,482 63,518 Information Technology 565,650 532,035 788,178 - 788,178 632,724 155,454 Human Resources 272,206 267,537 323,149 - 323,149 218,944 104,205 Risk Management 182,588 183,009 251,855 - 251,855 215,214 36,641 General Govt Buildings 337,349 453,260 386,485 - 386,485 383,831 2,654 Public Info & Marketing 154,213 197,793 358,730 - 358,730 284,117 74,613 Municipal Court 233,588 254,698 301,471 - 301,471 227,233 74,238 Public Safety: Police 2,846,047 3,157,817 3,967,560 - 3,967,560 3,098,372 869,188 Fire 4,458,410 5,099,302 5,566,535 - 5,566,535 4,607,384 959,151 EMS Operations 99,187 - - - - - - Public Works 1,511,028 1,742,108 1,762,863 202,394 1,965,257 1,440,222 525,035 Parks & Recreation 755,131 748,116 950,945 - 950,945 731,092 219,853 Community Development 938,323 1,028,155 978,451 (195,545) 782,906 639,178 143,728 Economic Development 43,914 78,313 79,941 - 79,941 42,843 37,098 Debt Service 90,769 90,769 179,117 - 179,117 179,117 0 Other Financing Uses 6,702,559 8,313,444 11,262,182 15,700 11,277,882 10,323,667 954,215 Contingency - - 177,068 - 177,068 - 177,068 Total Expenditures 20,558,347 23,720,905 29,075,423 8,741 29,084,164 24,358,216 4,725,948 Total Revenues Over/(Under) Expenditures (612,076) 1,309,365 (4,278,690) 1,492,894 (12,318,334) Beginning Fund Balance 10,100,799 9,488,723 10,798,087 10,798,087 Ending Fund Balance 9,488,723 10,798,087 6,519,397 (1,520,246) Actuals FY 2013 FY 2015 Actuals FY 2014 City Clerk Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 120,206 106,467 110,355 - 110,355 92,752 17,604 Total: Salaries & Wages 120,206 106,467 110,355 - 110,355 92,752 17,604 Employee Benefits EMPLOYEE BENEFITS / GROUP INSURANCE 3,877 1,651 18,008 (17,308) 700 555 145 EMPLOYEE BENEFITS / 401A (SS MATCH)4,522 3,992 4,119 - 4,119 3,478 641 EMPLOYEE BENEFITS / FICA MEDICARE 1,843 1,542 1,593 - 1,593 1,344 249 401A 1% MATCH 102 - 1,098 - 1,098 - 1,098 PENSION (GMEBS)7,086 9,503 9,883 - 9,883 6,511 3,372 UNEMPLOYMENT INSURANCE 198 99 140 - 140 158 (18) WORKER'S COMPENSATION 343 343 417 - 417 181 236 FLEXIBLE SPENDING 4,800 4,540 1,750 - 1,750 1,750 - Total: Employee Benefits 22,771 21,669 37,008 (17,308) 19,700 13,977 5,723 Purchased Professional and Technical Services PROFESSIONAL FEES: Election Costs - 6,915 - - - - - Total: Purchased Professional and Technical Services - 6,915 - - - - - Other Purchased Services COMMUNICATIONS 711 711 715 - 715 592 123 POSTAGE 239 120 220 - 220 41 179 ADVERTISING 1,184 482 1,200 - 1,200 1,253 (53) PRINTING 276 82 100 - 100 - 100 TRAVEL CVIOG 599 567 360 - 360 - 360 GMA ANNUAL CONFERENCE - 191 - - - - - Total: Travel 599 758 360 - 360 - 360 DUES AND FEES GMC/FOA 57 14 60 - 60 118 (58) MISC - 37 - - - - - Total: Dues and Fees 57 51 60 - 60 118 (58) EDUCATION & TRAINING CVIOG 625 655 400 - 400 - 400 Total: Education & Training 625 655 400 - 400 - 400 MAINTENANCE CONTRACTS MUNICODE 17,218 8,474 15,340 - 15,340 9,984 5,356 GRANICUS 25,700 25,755 26,000 - 26,000 21,417 4,583 Total: Maintenance Contracts 42,918 34,229 41,340 - 41,340 31,401 9,939 Total: Other Purchased Services 46,609 37,088 44,395 - 44,395 33,405 10,990 Supplies GENERAL SUPPLIES 148 672 600 - 600 - 600 Total: Supplies 148 672 600 - 600 - 600 Total: City Clerk 189,733 172,811 192,358 (17,308) 175,050 140,134 34,916 BUDGET AMENDMENT NOTES Account Name Amount DECREASE 1. Group Insurance (17,308) Total Decrease (17,308)$ (17,308)$ Decreased to bring the budget in-line with actuals TOTAL BUDGET AMENDMENTS Amendment Reason FY 2015 FY 2013 Actuals FY 2014 Actuals General Administration Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Purchased Professional and Technical Services PROFESSIONAL FEES EXTINGUISHERS 482 - - - - - - Total: Professional Fees 482 - - - - - - Total: Purchased Professional and Technical Services 482 - - - - - - Purchased-Property Services VEHICLE REPAIRS & MAINTENANCE 883 14 - - - - - RENTAL LAND & BUILDINGS/STORAGE UNIT - 660 1,830 - 1,830 1,395 435 Total: Purchased-Property Services 883 674 1,830 - 1,830 1,395 435 Other Purchased Services COMMUNICATIONS / POSTAGE 1,584 - 1,950 - 1,950 1,661 289 PRINTING - 54 - - - - - DUES AND FEES: Costco Membership 180 223 331 - 331 330 1 MAINTENANCE CONTRACTS SHREDDING 1,246 1,025 1,300 - 1,300 892 408 POSTAGE MACHINE & FOLDER/INSERTER 3,444 3,744 3,744 - 3,744 2,808 936 Total: Maintenance Contracts 4,690 4,769 5,044 - 5,044 3,700 1,344 Total: Other Purchased Services 6,454 5,046 7,325 - 7,325 5,692 1,633 Supplies GENERAL SUPPLIES OFFICE SUPPLIES 12,032 10,220 9,580 - 9,580 8,840 740 TONER 11,718 22,103 20,360 3,500 23,860 21,748 2,112 Total: General Supplies 23,750 32,323 29,940 3,500 33,440 30,588 2,852 SUPPLIES / GASOLINE/DIESEL 122 459 319 - 319 247 72 Total: Supplies 23,872 32,782 30,259 3,500 33,759 30,835 2,924 Total: General Administration 31,692 38,503 39,414 3,500 42,914 37,922 4,992 BUDGET AMENDMENT NOTES Account Name Amount INCREASE 1. General Supplies/Toner 3,500 3,500$ TOTAL BUDGET AMENDMENTS Amendment Reason Increased to reflect actual expenditures to date FY 2013 Actuals FY 2014 Actuals FY 2015 Public Works Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 457,269 481,943 440,621 167,379 608,000 500,528 107,472 SALARIES & WAGES/OVERTIME 53 - - 260 260 260 0 SALARIES & WAGES/ON-CALL PAY - - - 4,130 4,130 3,309 821 Total: Salaries & Wages 457,321 481,943 440,621 171,769 612,390 504,096 108,294 Employee Benefits GROUP INSURANCE 47,260 58,653 60,146 19,500 79,646 79,371 275 401A (SS MATCH)17,192 18,287 17,654 6,346 24,000 19,678 4,322 FICA MEDICARE 6,386 6,787 6,402 2,098 8,500 6,959 1,541 401A ER MATCH OF 457B CONTRIBUTIONS 3,050 4,096 8,946 (2,246) 6,700 5,587 1,113 PENSION (GMEBS)22,844 40,051 31,923 23,077 55,000 26,102 28,898 UNEMPLOYMENT INSURANCE 483 420 600 50 650 547 103 WORKER'S COMPENSATION 17,791 23,014 30,948 (20,600) 10,348 10,342 6 FLEXIBLE SPENDING 2,400 2,400 - 2,400 2,400 2,400 - Total: Employee Benefits 117,407 153,707 156,619 30,625 187,244 150,985 36,259 Purchased Professional and Technical Services PROFESSIONAL FEES 925 51,826 38,033 - 38,033 45 37,988 BULKY TRASH DAY 1,175 - - - - - - ENGINEERING & SURVEYING SERVICES 1,400 1,970 8,986 - 8,986 8,986 (0) Total: Professional Fees 3,500 53,796 47,019 - 47,019 9,031 37,988 CONTRACTED OVERHEAD TRIMMING & GRAVEL RD 2,494 - 20,000 - 20,000 - 20,000 Total: Professional Fees/Contracted 2,494 - 20,000 - 20,000 - 20,000 EQUIPMENT REPAIR & MAINT - 22 - 22 - 22 VEHICLE REPAIR & MAINT 3,285 2,958 5,123 - 5,123 4,012 1,111 Total: Purchased Professional and Technical Services 9,279 56,754 72,164 - 72,164 13,043 59,121 Purchased-Property Services RENTAL EQUIPMENT & VEHICLES 760 688 - - - - - Total: Purchased-Property Services 760 688 - - - - - Other Purchased Services COMMUNICATIONS 2,921 3,097 6,458 - 6,458 2,841 3,617 POSTAGE 67 55 56 - 56 56 (0) ADVERTISING 162 324 180 - 180 - 180 OTHER PURCHASED SERVICES: Guardrail Repair 6,798 - 9,164 - 9,164 9,164 - PRINTING 137 - 164 - 164 164 0 TRAVEL 1,413 1,750 1,398 - 1,398 1,398 0 APWA CLASS - - 975 - 975 (159) 1,134 ITE SEMINAR - - 585 - 585 - 585 GIS CONFERENCE - - 1,925 - 1,925 391 1,535 ASHE TECHNICAL SEMINAR - - 144 - 144 144 - Total: Travel 1,413 1,750 5,027 - 5,027 1,773 3,254 DUES AND FEES 178 128 37 - 37 37 1 PE LICENSE 100 - 100 - 100 100 - APWA 249 301 578 - 578 395 183 IMSA - 173 228 - 228 228 1 ASHE 89 150 50 - 50 - 50 ITE 160 - 360 - 360 - 360 CFM - - 50 - 50 50 - Total: Dues & Fees 776 751 1,403 - 1,403 809 594 EDUCATION & TRAINING 300 199 - - - - - APWA 1,443 - 790 - 790 825 (35) LEVEL II SIGNING & MARKING 800 - - - - - - CONTINUING EDUCATION 1,135 390 964 - 964 49 915 ASHE TECHNICAL SEMINAR - - 50 - 50 - 50 ITE TECHNICAL SEMINAR - 155 225 - 225 - 225 GA TRANSPORTATION SUMMIT 65 130 166 - 166 166 - APWA IN-HOUSE TRAINING - - 350 - 350 - 350 GIS TRAINING - - 820 - 820 - 820 Total: Education & Training 3,743 874 3,365 - 3,365 1,040 2,325 FY 2013 Actuals FY 2014 Actuals FY 2015 Public Works Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) FY 2013 Actuals FY 2014 Actuals FY 2015 MAINTENANCE CONTRACTS 800 MHZ FEES 518 553 1,000 - 1,000 327 673 Total: Maintenance Contracts 518 553 1,000 - 1,000 327 673 Total: Other Purchased Services 16,536 7,404 26,817 - 26,817 16,174 10,643 Supplies GENERAL SUPPLIES 364 261 1,500 - 1,500 95 1,405 ADOPT-A-ROAD/STREAMSIDE CLEANUP 147 - - - - - - Total: General Supplies 511 261 1,500 - 1,500 95 1,405 ELECTRICITY 326,817 379,297 384,600 - 384,600 326,559 58,041 GASOLINE/DIESEL 11,435 14,313 18,740 - 18,740 2,091 16,649 FOOD/MEALS 780 314 400 - 400 359 41 UNIFORMS 809 1,198 1,800 - 1,800 886 914 Total: Supplies 340,352 395,384 407,040 - 407,040 329,991 77,049 Infrastructure OPTECH RWM 459,688 475,336 489,596 - 489,596 352,543 137,053 SIGNAL ALLOWANCE 16,380 7,240 19,501 - 19,501 19,501 (0) EMERGENCY SERVICES ALLOWANCE - 58,591 10,000 - 10,000 9,305 695 MATERIALS ALLOWANCE 41,869 20,212 32,814 - 32,814 8,127 24,687 TREE REMOVAL 9,544 8,355 8,555 - 8,555 8,555 - DUMPSTER FEES 5,688 11,171 9,000 - 9,000 2,193 6,807 SIGNAL MATERIALS 1,636 21,001 22,784 - 22,784 1,694 21,090 SIGN MATERIALS 20,447 24,000 21,156 - 21,156 5,487 15,669 ADDITIONAL ROW MOWING 8,370 16,740 28,766 - 28,766 8,370 20,396 Total: Infrastructure 563,623 642,645 642,172 - 642,172 415,775 226,397 Machinery & Equipment FURNITURE & FIXTURES - - 5,000 - 5,000 - 5,000 OTHER EQUIPMENT 97 221 6,295 - 6,295 6,295 - ADOPT-A-ROAD SIGNS 187 - 100 - 100 - 100 TOOLS/BATTERIES/CHEMICALS 5,466 3,362 5,965 - 5,965 3,792 2,173 CELL PHONES - - 70 - 70 70 0 Total: Other Equipment 5,750 3,583 12,430 - 12,430 10,157 2,273 Total: Machinery & Equipment 5,750 3,583 17,430 - 17,430 10,157 7,273 Total: Public Works 1,511,028 1,742,108 1,762,863 202,394 1,965,257 1,440,222 525,035 BUDGET AMENDMENT NOTES Account Name Amount INCREASE 1. Salaries & Benefits 202,394 Total Increase 202,394$ 202,394$ TOTAL BUDGET AMENDMENTS Amendment Reason We restructured the Public Works and Community Development departments and moved employees to where their responsibilities were more in-line with the function of the departments. This resulted in three employees transferring from Comm Dev to PW: construction inspector, arborist and plan review engineer. Community Development Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 671,093 711,527 612,427 (150,400) 462,027 398,844 63,183 SALARIES & WAGES/OVERTIME - - 24 - 24 24 - Total: Salaries & Wages 671,093 711,527 612,451 (150,400) 462,051 398,868 63,183 Employee Benefits EMPLOYEE BENEFITS / GROUP INSURANCE 89,663 99,688 80,647 (13,647) 67,000 66,938 62 EMPLOYEE BENEFITS / 401A (SS MATCH) 25,230 26,841 24,724 (7,374) 17,350 14,958 2,392 EMPLOYEE BENEFITS / FICA MEDICARE 8,805 9,641 9,563 (3,213) 6,350 5,454 896 401A 1% MATCH 3,663 4,003 5,721 (2,921) 2,800 2,454 346 PENSION (GMEBS) 36,534 54,736 51,487 (10,187) 41,300 31,879 9,421 UNEMPLOYMENT INSURANCE 736 676 720 (370) 350 349 1 WORKER'S COMPENSATION 7,652 7,863 10,283 (7,433) 2,850 2,847 3 FLEXIBLE SPENDING - 1,800 - - - - - Total: Employee Benefits 172,281 205,249 183,145 (45,145) 138,000 124,878 13,122 Purchased Professional and Technical Services PROFESSIONAL FEES 45,638 72,159 127,000 - 127,000 84,925 42,075 BULKY TRASH - 2,529 2,300 - 2,300 15 2,285 Total: Professional Fees 45,638 74,688 129,300 - 129,300 84,940 44,360 VEHICLE REPAIR & MAINT 7,581 2,764 5,850 - 5,850 2,645 3,205 Total: Purchased Professional and Technical Services 53,219 77,452 135,150 - 135,150 87,585 47,565 Other Purchased Services COMMUNICATIONS 5,201 5,274 5,300 - 5,300 3,711 1,589 POSTAGE 3,450 1,811 3,150 - 3,150 2,236 914 ADVERTISING 5,324 6,057 6,650 - 6,650 5,583 1,067 PRINTING 3,663 1,506 2,500 - 2,500 1,636 864 TRAVEL 294 28 8 - 8 8 - GPA CONFERENCE 543 206 2,300 - 2,300 410 1,890 GAZA CONFERENCE 198 - 1,200 - 1,200 763 437 APA NATIONAL CONFERENCE 984 302 - - - - - BOARDS & COMMISSIONS TRAINING 150 - 50 - 50 - 50 STORMWATER TRAINING (NPDES FUNDS) 950 - 400 - 400 - 400 GA URBAN FORESTRY COUNCIL CONFERENCE - 205 100 - 100 - 100 Total: Travel 3,119 741 4,058 - 4,058 1,181 2,877 DUES AND FEES 25 - - - - - - CPESC 100 175 270 - 270 250 20 CPSWQ 100 193 100 - 100 - 100 CFM CERTIFICATION - - 100 - 100 - 100 IECA 580 170 340 - 340 340 - ASPFM 50 120 60 - 60 60 - GACE MEMBERSHIP 25 - - - - - - GA URBAN FORESTRY COUNCIL - 135 40 - 40 - 40 TREE CARE INDUSTRY ASSOC - - 100 - 100 - 100 SOCIETY OF MUNICIPAL ARBORISTS - - 140 - 140 - 140 ARBOR DAY FOUNDATION - - 15 - 15 - 15 GAZA MEMBERSHIP - - 50 - 50 - 50 APA MEMBERSHIP 1,495 466 900 - 900 552 348 AIA - - 90 - 90 - 90 GSWCC (NPDES funds) - - 180 - 180 160 20 U.S. GREEN BUILDING COUNCIL - - 65 - 65 - 65 ENVIRONMENTAL EDUCATION ALLIANCE - - 35 - 35 - 35 Total: Dues and Fees 2,375 1,259 2,485 - 2,485 1,362 1,123 EDUCATION & TRAINING 55 - - - - - - GPA CONFERENCE 505 260 900 - 900 120 780 GAZA CONFERENCE 275 - 350 - 350 - 350 APA NATIONAL CONFERENCE 790 2,350 - - - - - BOARDS & COMMISSIONS TRAINING 295 675 1,000 - 1,000 80 920 GPA CONFERENCE - - 500 - 500 - 500 ARBORIST TRAINING AND TEST 254 - 250 - 250 - 250 ISA CERTIFICATION & WORKSHOP 500 - - - - - - FY 2013 Actuals FY 2014 Actuals FY 2015 Community Development Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) FY 2013 Actuals FY 2014 Actuals FY 2015 NPDES - 313 500 - 500 90 410 CITY ARCHITECT - CON'T ED - 50 180 - 180 180 - SWCC 1b - - 90 - 90 - 90 CPESC (NPDES funds) - - 500 - 500 - 500 NATIONAL TRUST FOR HISTORIC PRESERVATION - - 50 - 50 - 50 GA URBAN FORESTRY COUNCIL - - 150 - 150 - 150 Total: Education & Training 2,674 3,648 4,470 - 4,470 470 4,000 Total: Other Purchased Services 25,805 20,296 28,613 - 28,613 16,179 12,434 Supplies SUPPLIES / GENERAL SUPPLIES 4,220 1,800 5,375 - 5,375 4,456 919 ADOPT A ROAD/RIVERS ALIVE - 2,378 2,600 - 2,600 700 1,900 SOLID WASTE - - 150 - 150 - 150 Total: General Supplies 4,220 4,178 8,125 - 8,125 5,156 2,969 SUPPLIES / GASOLINE/DIESEL 6,576 6,368 2,686 - 2,686 1,593 1,093 SUPPLIES / FOOD/MEALS 599 623 1,081 - 1,081 786 295 SUPPLIES / BOOKS & PERIDIOCALS 395 43 400 - 400 107 293 SUPPLIES / UNIFORMS 2,870 1,255 2,000 - 2,000 995 1,005 Total: Supplies 14,660 12,467 14,292 - 14,292 8,638 5,654 Machinery & Equipment FURNITURE & FIXTURES - 100 100 - 100 (11) 111 OTHER EQUIPMENT 15 - - - - - - CELL PHONES - 65 200 - 200 42 158 NPDES EQUIPMENT - - 3,000 - 3,000 3,000 - Total: Other Equipment 15 65 3,200 - 3,200 3,042 158 Total: Machinery & Equipment 15 165 3,300 - 3,300 3,031 269 Other Costs PAYMENTS TO OTHERS EVERGREEN SCHOOL GRANT PROGRAM 1,250 1,000 1,500 - 1,500 - 1,500 Total: Payments to Others 1,250 1,000 1,500 - 1,500 - 1,500 Total: Other Costs 1,250 1,000 1,500 - 1,500 - 1,500 Total: Community Development 938,323 1,028,155 978,451 (195,545) 782,906 639,178 143,728 BUDGET AMENDMENT NOTES Account Name Amount DECREASE 1. Salaries and Benefits (195,545) Total Decrease (195,545)$ (195,545)$ TOTAL BUDGET AMENDMENTS We restructured the Public Works and Community Development departments and moved employees to where their responsibilities were more in-line with the function of the departments. This resulted in three employees transferring from Comm Dev to PW: construction inspector, arborist and plan review engineer. Amendment Reason Other Financing Uses Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Operating Transfers Out TO CAPITAL PROJECTS FUND 6,075,090 4,982,793 4,403,433 15,700 4,419,133 4,036,480 382,653 TO CAPITAL GRANT FUND 529,291 - 600,180 - 600,180 550,165 50,015 TO CAPITAL PROJECTS FUND-REVENUE BOND - 3,330,651 6,258,569 - 6,258,569 5,737,022 521,547 TO OPERATING GRANT FUND 98,178 - - - - - - Total: Operating Transfers Out 6,702,559 8,313,444 11,262,182 15,700 11,277,882 10,323,667 954,215 Total: Other Financing Uses 6,702,559 8,313,444 11,262,182 15,700 11,277,882 10,323,667 954,215 BUDGET AMENDMENT NOTES Account Name Amount INCREASE 1. Operating Transfer Out to Capital Projects Fund 15,700 Total Increase 15,700$ 15,700$ TOTAL BUDGET AMENDMENTS Amendment Reason Increased to cover the cost of the implementation of new business license software to replace Energov FY 2013 Actuals FY 2014 Actuals FY 2015 SPECIAL EVENTS FUND This fund accounts for expending the hotel/motel excise tax and the outflow and inflow of resources association with the numerous special events the City sponsors. The increase in the revenues reflects the higher-than-anticipated collections of the hotel/motel excise taxes. Special Events Fund Revenues Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) MILTON ROUNDUP VENDOR FEE 570 - - - - 1,000 (1,000) EARTH DAY VENDOR FEE 1,350 1,755 500 - 500 400 100 FARMERS MARKET VENDOR FEE - - - - - 140 (140) INTEREST REVENUE 30 26 - - - 18 (18) MILTON ROUNDUP SPONSOR 16,881 27,000 8,500 - 8,500 5,500 3,000 EARTH DAY SPONSOR 4,500 3,875 3,500 - 3,500 2,000 1,500 CONCERT SPONSOR - - 12,000 - 12,000 - 12,000 MAYOR'S RUN SPONSOR 2,250 500 500 - 500 1,000 (500) ARTISAN FARMER'S MARKET SPONSOR - - 18,300 - 18,300 - 18,300 SPRING ARTISANAL CRAFT BEER & WINE FESTIVAL - - 35,000 - 35,000 - 35,000 DONATIONS/MGG - - - - - 1,068 (1,068) OTHER MISC REVENUE / MAYOR'S RUN 1,590 447 450 - 450 675 (225) MILTON ROUNDUP FOOD SALES 642 - - - - - - HOTEL/MOTEL TAX FUND 40,997 47,024 40,000 10,000 50,000 40,000 10,000 Total Revenues 68,811 80,627 118,750 10,000 128,750 51,801 76,949 Expenditure Summary Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) PROFESSIONAL FEES 25,266 35,400 52,008 - 52,008 21,076 32,132 RENTAL EQUIPMENT & VEHICLES 16,817 14,644 34,159 - 34,159 18,543 17,199 ADVERTISING 14,903 9,075 15,321 - 15,321 9,877 6,068 PRINTING 5,835 6,896 8,796 - 8,796 4,436 5,147 GENERAL SUPPLIES 4,000 6,534 9,791 - 9,791 6,478 3,313 FOOD/MEALS 2,128 1,626 3,250 - 3,250 2,192 1,092 OTHER EQUIPMENT 438 1,063 500 - 500 - 500 Special Events Fund Total 69,388 75,238 123,825 - 123,825 62,600 65,452 TOTAL REVENUES OVER/(UNDER) EXPENDITURES (577) 5,389 (5,075) (10,800) BEGINNING FUND BALANCE 38,475 37,898 43,287 43,287 ENDING FUND BALANCE 37,898 43,287 38,212 32,488 FY 2015 FY 2015 FY 2013 Actuals FY 2013 Actuals FY 2014 Actuals FY 2014 Actuals HOTEL/MOTEL TAX FUND This fund is used to track the revenues and expenditures related to the hotel/motel excise tax. The City currently collects a 3% excise tax and transfers the funds to the Special Events Fund and the General Fund to be used to generate tourism for the area. The amendments reflect higher-than- anticipated revenues and the associated transfer out to the Special Events Fund. Hotel/Motel Tax Fund Revenues Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) HOTEL/MOTEL EXCISE TAX 60,997 67,024 60,000 10,000 70,000 59,061 10,939 Total Revenue 60,997 67,024 60,000 10,000 70,000 59,061 10,939 Expenditures Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) OPERATING TRANSFER OUT TO GENERAL FUND 20,000 20,000 20,000 - 20,000 11,805 8,195 OPERATING TRANSFER OUT TO SPECIAL EVENTS FUND 40,997 47,024 40,000 10,000 50,000 40,000 10,000 Total Expenditures 60,997 67,024 60,000 10,000 70,000 51,805 18,195 TOTAL REVENUES OVER/(UNDER) EXPENDITURES - - - 7,256 BEGINNING FUND BALANCE - - - - ENDING FUND BALANCE - - - 7,256 FY 2015 FY 2015 FY 2013 Actuals FY 2013 Actuals FY 2014 Actuals FY 2014 Actuals E-911 FUND This fund accounts for revenues and expenditures related to the operation of the E-911 center as performed through an intergovernmental agreement with the City of Alpharetta. E-911 Fund Revenues Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) E-911 CHARGES 865,864 888,153 800,000 80,000 880,000 676,285 203,715 INTEREST REVENUE 507 370 175 - 175 246 (71) Total Revenue 866,371 888,524 800,175 80,000 880,175 676,532 203,643 Expenditures Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) COMMUNICATIONS 17,171 15,676 21,000 - 21,000 15,246 5,754 MAINTENANCE CONTRACTS 871,105 1,162,371.25 800,000 80,000 880,000 495,783 384,217 TO CAPITAL PROJECTS FUND - - 400,000 - 400,000 366,667 33,333 Total Expenditures 888,275 1,178,047 1,221,000 80,000 1,301,000 877,696 423,304 TOTAL REVENUES OVER/(UNDER) EXPENDITURES (21,905) (289,523) (420,825) - (420,825) (201,164) (219,661) BEGINNING FUND BALANCE 790,699 768,794 479,271 ENDING FUND BALANCE 768,794 479,271 58,446 BUDGET AMENDMENT NOTES Account Name Amendment Reason Amount REVENUES 1. E-911 Charges 80,000 Total Revenues 80,000$ EXPENDITURES 1. Maintenance Contracts 80,000 Total Expenditures 80,000$ 80,000$ FY 2015 FY 2015 FY 2013 Actuals FY 2013 Actuals FY 2014 Actuals FY 2014 Actuals TOTAL BUDGET AMENDMENTS Increased to match projected collections Our current IGA with Alpharetta for E-911 operations states that any revenues we receive from wireless E-911 fees will be passed directly over to Alpharetta to cover the cost of operations of the 911 center. The increase in revenue must be offset with an increase in the expenditure. CAPITAL PROJECTS FUND The Capital Projects Fund is used to track revenues and expenditures associated with capital construction, acquisition and maintenance. Appropriations in Capital Projects Fund are on a project- length basis and do not expire until the project is complete. According to the City’s budgetary policies, a major capital project generally is defined as an expenditure that has an expected useful life of more than 3 years with an estimated total cost of $50,000 or more, or an improvement/addition to an existing capital asset. (Refer to the following pages.) Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) INFRASTRUCTURE MAINTENANCE FEES 77,180 96,249 70,000 20,000 90,000 76,455 13,545 PENALTIES & INTEREST/INFRASTRUCTURE MAINT FEES - - - 819 819 819 (0) SIDEWALK REPLACEMENT - 19,800 - 54,726 54,726 54,726 (0) TRAFFIC CALMING 5,800 - - 1,329 1,329 1,329 (0) TREE RECOMPENSE 20,600 75,000 - 147,000 147,000 147,000 - LANDFILL USE FEES 92,727 119,338 90,000 25,440 115,440 115,440 (0) HYA FEES - 7,808 - - - - - INTEREST REVENUE 2,867 1,923 1,700 (1,295) 405 390 15 DONATION/PARKS & RECREATION - - 100,000 - 100,000 100,000 - INSURANCE PROCEEDS - - - 10,225 10,225 10,225 - INSURANCE PROCEEDS/PUBLIC SAFETY 10,154 - - - - - - OPERATING TRANSFERS IN FROM GENERAL FUND 6,075,090 4,982,793 4,403,433 15,700 4,419,133 4,036,480 382,653 OPERATING TRANSFERS IN FROM E-911 FUND - - 400,000 - 400,000 366,667 33,333 PROCEEDS OF SALE OF ASSETS 13,414 300 - - - - - Total Revenue 6,302,032 5,308,461 5,065,133 273,944 5,339,077 4,909,532 429,545 Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Mayor & Council LAND CONSERVATION - - 585,227 - 585,227 369,458 215,769 BUILDINGS/FUTURE CITY FACILITIES 42,102 26,982 - - - - - Mayor & Council Total 42,102 26,982 585,227 - 585,227 369,458 215,769 General Admin VEHICLES / REPLACEMENT RESERVE - - 23,176 - 23,176 19,414 3,762 General Admin Total - - 23,176 - 23,176 19,414 3,762 Finance COMPUTER / SOFTWARE - - - 15,700 15,700 15,654 46 Finance Total - - - 15,700 15,700 15,654 46 Police PUBLIC SAFETY COMMUNICATIONS 35,908 312,585 1,749,677 - 1,749,677 1,654,794 94,883 VEHICLES / REPLACEMENT RESERVE 232,517 402,423 253,549 - 253,549 239,216 14,333 AUTOMATED LICENSE PLATE READERS - 39,917 - - - - - Police Total 268,425 754,925 2,003,226 - 2,003,226 1,894,010 109,216 Fire ADMINISTRATIVE FEES - STATION REPAIR/ROOF REPLACEMENT STATION 41 25,938 - 10,000 - 10,000 - 10,000 STATION 43 PARKING LOT REPAIR - 330 113,644 - 113,644 - 113,644 STATION 42 REPLACEMENT - - 7,000 - 7,000 6,000 1,000 STATION 41 GENERATOR REPLACEMENT - - 47,000 - 47,000 38,189 8,811 FUEL MANAGEMENT SYSTEM - - 33,000 - 33,000 - 33,000 VEHICLE REPLACEMENT RESERVE 54,501 194,386 1,424,455 - 1,424,455 104,368 1,320,087 ADVANCED LIFE SUPPORT EQUIP - - 9,725 - 9,725 9,725 - AED UNITS 2,648 - 46,218 - 46,218 27,435 18,783 MASS NOTIFICATION SIRENS - 212,755 87,245 - 87,245 8,925 78,320 FIRE SAFETY HOUSE - 15,181 - - - - - LIVE FIRE TRAINING FACILITY - - 75,000 - 75,000 9,915 65,085 Fire Total 83,087 422,652 1,853,287 - 1,853,287 204,557 1,648,730 Revenues Capital Projects Fund FY 2013 Actuals FY 2013 Actuals FY 2015 FY 2015 FY 2014 Actuals FY 2014 Actuals Expenditures Capital Projects Fund Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Public Works CONSTRUCTION INSPECTORS - 21,224 78,688 - 78,688 - 78,688 TRANSPORTATION MASTER PLAN UPDATE - - 225,000 - 225,000 144 224,856 GRAVEL ROADS MAINTENANCE 61,766 86,690 202,384 - 202,384 66,426 135,958 STORMWATER MAINTENANCE 27,197 328,889 201,011 - 201,011 104,255 96,756 NPDES PERMIT COMPLIANCE 51,020 5,630 308,850 - 308,850 324 308,526 PAVEMENT MANAGEMENT 1,938,805 3,112,726 1,944,672 44,964 1,989,636 601,614 1,388,022 STORAGE BUILDING & YARD CONSTRUCTION 19,000 700 205,477 - 205,477 - 205,477 INFRASTRUCTURE / TRAFFIC CALMING 10,156 - 38,234 1,329 39,563 2,659 36,904 INFRASTRUCTURE / RESTRIPING 82,595 5,267 101,952 - 101,952 - 101,952 CAMBRIDGE SCHOOL ZONE EQUIP 27,500 - - - - - - REPLACE SCHOOL ZONE FLASHERS 526 - 102,474 - 102,474 53,820 48,654 INFRASTRUCTURE / EDGE OF PAVEMENT - - 50,000 - 50,000 - 50,000 INFRASTRUCTURE / BRIDGE REPLACEMENT 283,317 3,034 408,138 - 408,138 53,567 354,571 INFRASTRUCTURE / SIDEWALKS 25,102 10,755 547,015 54,726 601,741 - 601,741 BETHANY@COGBURN RD INTERSECTION IMPROVMTS 9,327 56 - - - - - HOPEWELL/FRANCIS/COGBURN INTERSECTION 54,646 822,725 18,952 - 18,952 5,804 13,148 HOPEWELL @ BIRMINGHAM INTERSECTION IMPROVMTS 54,705 70,646 1,324,737 - 1,324,737 41,867 1,282,870 INTERSECTION/HOPEWELL @ BETHANY BND/BETHANY WAY 42,917 - 252,083 - 252,083 - 252,083 INTERSECTION/FREEMANVILLE @ PROVIDENCE & B'HAM - 46,585 103,415 - 103,415 2,663 100,752 MCGINNIS FERRY INTERCHANGE - - 50,000 - 50,000 - 50,000 INFRASTRUCTURE/CRABAPPLE NE CONNECTOR - - 50,000 - 50,000 - 50,000 INTERSECTION/WEBB RD TURN LANES - - 185,000 - 185,000 - 185,000 GREEN RD PEDESTRIAN LIGHTING - - 80,000 - 80,000 75,149 4,852 VEHICLES / NEW VEHICLES - - 90,178 10,225 100,403 35,697 64,706 ASSET MANAGEMENT SOFTWARE - - 60,000 - 60,000 - 60,000 OTHER EQUIPMENT - - 11,000 - 11,000 11,000 - Public Works Total 2,688,579 4,514,927 6,639,260 111,244 6,750,504 1,054,987 5,695,517 Parks & Recreation PROF FEES/SIGN PROGRAM 1,795 7,600 - - - - - SITES / PARK LAND ACQUISTION 950,350 - - - - - - SITE IMPROVEMENT/CRABAPPLE CROSSING PARTNERSHIP 26,979 - - - - - - NORTHWESTERN MIDDLE IGA FIELDS - - 167,000 - 167,000 50,252 116,748 PROVIDENCE PARK - - 59,817 - 59,817 23,284 36,533 BYRD HOUSE RENOVATIONS 31,850 277,390 464,160 - 464,160 462,318 1,842 BROADWELL PARK PAVILION - 273 531,350 - 531,350 531,350 0 PARK & TRAIL EXPANSION 87,353 380,067 34,809 - 34,809 34,809 (0) NEW VEHICLES - - 26,921 - 26,921 26,921 0 Parks & Recreation Total 1,098,328 665,329 1,284,057 - 1,284,057 1,128,934 155,123 Community Development PROF FEES/TDR FEASIBILITY STUDY 11,180 - - - - - - ARCHITECTURAL CODE 1,081 - - - - - - FORM BASED CODE/TDR ORDINANCE 25,370 265 26,735 - 26,735 24,768 1,967 GATEWAY SIGNAGE & HISTORIC MARKERS - 7,460 60,350 - 60,350 4,175 56,175 SITE IMPROVEMENT/TREE RECOMPENSE 2,075 850 108,355 147,000 255,355 7,354 248,002 Community Development Total 39,705 8,575 195,440 147,000 342,440 36,297 306,143 Total Expenditures 4,220,227 6,393,390 12,583,673 273,944 12,841,917 4,723,310 8,134,261 TOTAL REVENUES OVER/(UNDER) EXPENDITURES 2,081,805 (1,084,929) (7,518,540) 186,222 BEGINNING FUND BALANCE 6,878,897 8,960,703 7,875,774 7,875,774 ENDING FUND BALANCE 8,960,703 7,875,774 357,234 8,061,996 FY 2013 Actuals FY 2014 Actuals FY 2015 Expenditures Capital Projects Fund BUDGET AMENDMENT NOTES Account Name Amount REVENUES 1. Total Revenues (excluding Operating Transfer In from General Fund 258,244 2. Operating Transfer in from General Fund 15,700 Total Revenues 273,944$ EXPENDITURES 1. Finance/Computer Software 15,700 2. Public Works/Pavement Management 44,964 3. Public Works/Traffic Calming 1,329 4. Public Works/Sidewalks 54,726 4. Public Works/New Vehicles 10,225 5. Community Development/Tree Recompense 147,000 Total Expenditures 273,944$ 273,944$ TOTAL BUDGET AMENDMENTS Increased each revenue line to reflect actual or projected revenue collections for the fiscal year. Increased to reflect the cost of implementing an new business license software to replace Energov Increased to offset the Sidewalk revenues received Increased to offset the Traffic Calming revenues received Increased to offset the revenues collected for Infrastructure Maintenance Fees and Landfill Use Fees Amendment Reason Increased to cover the cost of the business license software that replaced Energov Increased to offset Insurance Proceeds revenues collectedIncreased to offset the Tree Recompense revenues received CAPITAL GRANT FUND The Capital Grant Fund is considered to be a capital project fund that accounts for capital grants used to finance major capital projects. Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) FED GOV GRANT/CAPITAL/IND/GDOT CRABAPPLE STREETS - - 500,000 - 500,000 - 500,000 FED GOV GRANT/CAPITAL/IND/GDOT TAP (BIG CREEK)- 11,377 188,623 - 188,623 41,891 146,732 FED GOV GRANT/CDBG - - - 24,700 24,700 4,200 20,500 STATE GOV GRANT/LMIG FUNDS 455,372 275,873 200,000 78,684 278,684 278,684 0 STATE GOV GRANT/GDOT HPP FUNDS 296,269 60,362 7,648,156 - 7,648,156 622,373 7,025,783 STATE GOV GRANT/GA URBAN FORESTRY GRANT 20,000 - - - - - - STATE GOV GRANT/MARTA GRANT - - 177,355 - 177,355 102,705 74,650 STATE GOV GRANT/SR 9 @ BETHANY BND - 42,274 17,726 - 17,726 16,854 872 STATE GOV GRANT/GDOT LANDSCAPE - - 4,062 - 4,062 - 4,062 LOCL GOV GRANT/ALPHARETTA & NORTH FULTON CID - 15,000 15,000 - 15,000 15,000 - INTEREST REVENUE 989 319 - - - 44 (44) OPERATING TRANSFER IN FROM GENERAL FUND 529,291 - 600,180 - 600,180 550,165 50,015 Total Revenue 1,301,921 405,206 9,351,102 103,384 9,454,486 1,631,915 7,822,571 Account Name Amended Budget 6/1/15 Requested Budget Amendment Amended Budget Actuals as of 9/1/15 Budget Remaining (after adj) Public Works PAVEMENT MANAGEMENT 206,561 275,873 200,000 78,684 278,684 - 278,684 INFRASTRUCTURE / BHAM @ PROVIDENCE 1,201,768 113,068 3,020,232 - 3,020,232 1,835 3,018,397 INFRASTRUCTURE/ARNOLDMILL@NEW PROVIDENCE 377,703 - - - - - - INFRASTRUCTURE/CRABAPPLE @ B'HAM 136,465 203,287 5,244,471 - 5,244,471 3,348,050 1,896,421 INFRASTRUCTURE/SIDEWALKS - - - 24,700 24,700 4,200 20,500 INFRASTRUCTURE/MARTA 9,650 95,788 71,918 - 71,918 480 71,438 INFRASTRUCTURE/CRABAPPLE STREETSCAPE - 79,318 674,182 - 674,182 27,144 647,038 INFRASTRUCTURE/DEERFIELD@MORRIS 183,098 150,919 - - - - - INFRASTRUCTURE/SR 9@BETHANY BEND - 73,134 1,867 - 1,867 777 1,091 INFRASTRUCTURE/TRAIL CONN TO BIG CREEK GREENW - 66,585 183,415 - 183,415 120,915 62,500 Public Works Total 2,115,245 1,057,971 9,396,085 103,384 9,499,469 3,503,399 5,996,070 Community Development BRANDING & SIGNAGE - 2,290 4,900 - 4,900 - 4,900 Community Development Total - 2,290 4,900 - 4,900 - 4,900 Expenditures Total 2,115,245 1,060,261 9,400,985 103,384 9,504,369 3,503,399 6,000,970 TOTAL REVENUES OVER/(UNDER) EXPENDITURES (813,323) (655,055) (49,883) (1,871,484) BEGINNING FUND BALANCE 1,518,410 705,086 50,032 50,032 ENDING FUND BALANCE 705,086 50,032 149 (1,821,453) BUDGET AMENDMENT NOTES Account Name Amount REVENUES 1. Fed Gov Grant/CDBG Funds 24,700 2. State Gov Grant/LMIG Funds 78,684 Total Revenues 103,384$ EXPENDITURES 1. Public Works/Pavement Management 78,684 2. Public Works/Sidewalks 24,700 Total Expenditures 103,384$ 103,384$ FY 2013 Actuals FY 2013 Actuals Expenditures Revenues Capital Grant Fund FY 2014 Actuals FY 2014 Actuals FY 2015 FY 2015 TOTAL BUDGET AMENDMENTS Amendment Reason Increased to reflect anticipated revenue collections for the fiscal year Increased to reflect revenue collections for the fiscal year Increased to reflect revenues received from LMIG Funds Increased to cover CDBG projects HOME OF' -HF BFST QUAL TY OF LIFE IN GFOPGIA' MILTON ESTABLISHED 2006 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 17, 2015 FROM: City Manager AGENDA ITEM: Consideration of an Ordinance of the Mayor and Council of the City of Milton, Georgia, to Adopt the Fiscal 2016 Budget for Each Fund of the City of Milton, Georgia Appropriating the Amounts Shown in Each Budget as Expenditures, Adopting the Several Items of Revenue Anticipations, Prohibiting Expenditures to Exceed Appropriations, and Prohibiting Expenditures to Exceed Actual Funding Available. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER. j APPROVED () NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED. O YES kNO CITY ATTORNEY REVIEW REQUIRED: O YES V NO APPROVAL BY CITY ATTORNEY O APPROVED O NOT APPROVED PLACED ON AGENDA FOR REMARKS QQz,►s 9110 Youn _ PHONE: 678.242.25001 FAX: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us Community e M,C1 `Fi _ 13000 Deerfeld Parkway, Suite 107 1 Milton GA 30004 " """ 4Ar4&' Page 1 of 2 STATE OF GEORGIA FULTON COUNTY ORDINANCE NO. AN ORDINANCE OF THE MAYOR AND COUNCIL OF THE CITY OF MILTON, GEORGIA, TO ADOPT THE FISCAL 2016 BUDGET FOR EACH FUND OF THE CITY OF MILTON, GEORGIA APPROPRIATING THE AMOUNTS SHOWN IN EACH BUDGET AS EXPENDITURES, ADOPTING THE SEVERAL ITEMS OF REVENUE ANTICIPATIONS, PROHIBITING EXPENDITURES TO EXCEED APPROPRIATIONS, AND PROHIBITING EXPENDITURES TO EXCEED ACTUAL FUNDING AVAILABLE. WHEREAS, the City Manager of the City of Milton has presented a proposed fiscal year 2016 Budget to the City Council on each of the various funds of the City; and WHEREAS, each of these budgets is a balanced budget, so that anticipated revenues equal proposed expenditures for each fund; and WHEREAS, the fiscal year 2016 budget provides a financial plan for the government, establishing appropriations for each operating department in order to extend services; NOW, THEREFORE BE IT ORDAINED that this budget, “Exhibit A” attached hereto and by this reference made a part hereof this ordinance shall be the City of Milton’s fiscal year 2016 budget; and BE IT FURTHER ORDAINED that this budget be and is hereby approved and the several items of revenues shown in the budget for each fund in the amounts anticipated are adopted and that the several amounts shown in the budget for each fund as proposed expenditures are hereby appropriated to the departments named in each fund; and, BE IT FURTHER ORDAINED that the expenditures shall not exceed the appropriations authorized by this budget or amendments thereto provided; that expenditures for the fiscal year shall not exceed actual funding available. Page 2 of 2 ADOPTED AND APPROVED this 21st day of September, 2015. CITY OF MILTON, GEORGIA By: ________________________ Joe Lockwood, Mayor _____________________________ ___________________________ Council Member Karen C. Thurman Council Member Burt Hewitt _____________________________ ____________________________ Council Member Matt Kunz Council Member Joseph Longoria _____________________________ ____________________________ Council Member Bill Lusk Council Member Rick Mohrig Attest: _______________________________ Sudie AM Gordon, City Clerk First Reading: September 9, 2015 First Public Hearing: September 9, 2015 Second Public Hearing: September 21, 2015 Ratification: September 21, 2015 (SEAL) projects progress public input team savings relationships & rural lifestyle & open space & responsible government & growth TABLE OF CONTENTS TRANSMITTAL LETTER ................................................................................................................. 1 LISTING OF POSITIONS .............................................................................................................. 11 GENERAL FUND........................................................................................................................... 14 BUDGET SUMMARY ....................................................................................................................... 15 REVENUES ................................................................................................................................... 16 EXPENDITURES ............................................................................................................................ 20 MAYOR AND CITY COUNCIL ................................................................................................. 21 CITY MANAGER ................................................................................................................... 22 CITY CLERK ........................................................................................................................ 24 GENERAL ADMINISTRATION ................................................................................................. 25 FINANCE ............................................................................................................................. 26 LEGAL ................................................................................................................................ 28 INFORMATION TECHNOLOGY ................................................................................................ 29 HUMAN RESOURCES ........................................................................................................... 31 RISK MANAGEMENT ............................................................................................................ 33 GENERAL GOVERNMENT BUILDINGS .................................................................................... 34 INNOVATION AND ENGAGEMENT ........................................................................................... 35 MUNICIPAL COURT .............................................................................................................. 37 POLICE ............................................................................................................................... 39 FIRE ................................................................................................................................... 43 EMS OPERATIONS ............................................................................................................... 46 PUBLIC W ORKS .................................................................................................................. 47 PARKS AND RECREATION .................................................................................................... 49 COMMUNITY DEVELOPMENT ................................................................................................ 50 ECONOMIC DEVELOPMENT .................................................................................................. 52 DEBT SERVICE .................................................................................................................... 53 OTHER FINANCING USES ..................................................................................................... 54 OTHER COSTS (CONTINGENCY) ........................................................................................... 55 MAINTENANCE & OPERATING INITIATIVES ............................................................................. 56 SPECIAL REVENUE FUNDS ........................................................................................................ 76 SPECIAL EVENTS FUND ................................................................................................................ 77 E-911 FUND ................................................................................................................................ 82 HOTEL/MOTEL TAX FUND ............................................................................................................. 83 CAPITAL IMPROVEMENT PROGRAM ....................................................................................... 84 CAPITAL PROJECTS FUND ............................................................................................................ 85 CAPITAL GRANT FUND .................................................................................................................. 88 CAPITAL PROJECTS – REVENUE BOND FUND ................................................................................. 89 CAPITAL IMPROVEMENT PROGRAM: FY 2016 – FY 2022 ............................................................... 90 September 21, 2015 To the Honorable Mayor, City Council and the Citizens of Milton: We respectfully submit for your consideration the City of Milton’s proposed balanced budget for fiscal year 2016 (FY 2016). An objective of the City’s budget is to provide a management tool by which our local government can unite its budgeting efforts to provide quality services while operating within available resources. This process results in an updating of the City’s on-going financial plan and provides a vehicle by which management decisions can be made as a result of the formulation and analysis of the respective data. BUDGET PROCESS AND OVERVIEW The fiscal year 2016 budget process began in July with distribution of historical data and forms to all the department directors. Each department formulated budgets in three major areas: maintenance & operating, operating initiatives, and capital project requests. Concurrent with departmental budgeting, finance staff completed the first draft of a salary/benefits budget as well as formulated initial revenue estimates. In late July, each department director met with the City Manager to review their budget requests. Each request was evaluated by the City Manager and the Assistant City Manager according to the priority specified by the department director and available funding. Consideration was also given to the strategies identified in the 2012-2015 Strategic Plan. The budget was presented for the first time during the work session held on August 10, 2015. The first public hearing was held during the September 9, 2015 council meeting where citizen input was encouraged. A second public hearing will be held on September 21, 2015 where the final budget will be presented and considered for adoption. KEY BUDGET FACTORS, ISSUES, AND PRIORITIES As with previous years, the foundation for the fiscal year 2016 budget is based on three key financial factors: • Sustainability of existing services • Maintaining the quality of life for constituents, citizens, and businesses through capital programming • Enhancement to services through operating initiatives Sustainability of Existing Services and Enhancements through Operating Initiatives The fiscal year 2016 General Fund balanced budget of $26,293,278 is based on a millage rate of 4.731 mills, which is the same millage rate applied in previous fiscal years. This budget provides financial resources for the City of Milton to sustain the current levels of service and includes areas of improved service via operating initiatives. In appropriating the resources to sustain existing services, the following are the proposed projected revenue sources for the General Fund: Revenue Source Amount Percent Other Taxes 14,251,000 54.20% Property Taxes 9,927,200 37.76% Licenses & Permits 859,000 3.27% Fines & Forfeitures 550,000 2.09% Charges for Services 600,000 2.28% Other Financing Sources 38,000 0.14% Miscellaneous Revenue 47,628 0.18% Investment Income 20,450 0.08% Total 26,293,278 100.00% Other Taxes, 14,251,000 , 54% Property Taxes, 9,927,200 , 38% Licenses & Permits, 859,000 , 3% Fines & Forfeitures, 550,000 , 2% Charges for Services, 600,000 , 3% Other Financing Sources, 38,000 , 0% Investment Income, 20,450 , 0% Revenue Sources Salary and Benefits Detail The salary and benefit budget is based upon approved positions and the associated benefit program costs. For FY 2016, direct City costs for salaries/benefits is $12,146,659, with $8,968,300 appropriated for salaries and $3,178,359 for benefits, making benefit costs 26% of the total salaries/benefit budget. As the City recognizes the cost of employee retention is less than employee turnover and recruitment, this budget includes a market adjustment of 2.5% for all personnel. This adjustment is prorated by the number of months each employee worked for the City during FY 2015. The total City salary/benefits budget is approximately 47.3% of the total General Fund expenditures. Budget Summary by Department – General Fund Mayor and City Council The FY 2016 budget appropriation for the Mayor and Council is $171,375. This department is comprised of a Mayor and six Council Members. Salaries of the Mayor and Council are set by the City Charter. Each elected official receives an annual stipend for expenditure reimbursement. Appropriations for this year are relatively flat over the previous fiscal year. City Manager The fiscal year 2016 budget appropriation for the City Manager’s Department is $705,273. The City Manager is responsible for the overall management of all city functions and operations. The City Manager’s Department is comprised of the following employees: • City Manager • Two Assistant City Managers • Executive Aide The appropriations for this department are 4.47% higher than FY15. City Clerk The fiscal year 2016 budget appropriation for the City Clerk’s Department is $193,574. The Clerk is responsible for the compilation and publication of all council agendas. The City Clerk is holder of all City records, therefore is responsible for the records management program. The City Clerk’s Department is comprised of the following employees: • City Clerk • Two Part-Time Receptionists The budget for this department is roughly the same as the previous year. Finance The total appropriation for the Finance Department for FY 2016 is $427,877. This department is responsible for managing the City’s financial assets and is comprised of the following employees: • Financial Services Manager • Procurement Manager • Accounting Manager • Revenue Coordinator The appropriations for this department are relatively flat over the previous year. Legal Legal services are provided to the City through a contractual relationship with Jarrard and Davis, LLP. The budget for legal services and consultation is $230,000. This is the same as the previous year. Information Technology The fiscal year 2016 budget appropriation for the Information Technology (IT) Department is $791,103. IT is responsible for all technology and geographical information services. This department consists of one employee – IT Manager. The City has also partnered with an external vendor, VC3, Inc., to provide IT support, disaster recovery and a cloud solution platform. With the upcoming construction of the new City Hall, a plan will need to be developed for the IT infrastructure of that facility. An initiative request for $72,000 is included and will allow for additional project hours of VC3’s services to assist the City with developing and implementing this plan. Excluding the initiative, the overall budget for operations in this relatively flat in comparison to last year. Human Resources The Human Resources Department budget appropriation is $321,602. This department is in charge of recruitment, training and development, record keeping of all personnel data, and benefits. It currently consists of two employees: • Human Resources Director • Records Clerk There is one initiative request in this department of $20,000 to perform an independent review of our salaries and benefits package to ensure we remain competitive in the market. Excluding the initiative, the appropriations for FY 2016 are relatively flat in comparison to the FY 15 budget. Innovation and Engagement (previously Public Information and Marketing) The FY 16 budget appropriation for the Innovation and Engagement department is $306,105. This department is responsible for informing the public through various media outlets of the news and events concerning the City and its citizens and ensuring the City’s image is protected. This department is also responsible for coordinating the City’s numerous special events throughout the year. It currently consists of four employees: • Innovation and Strategy Manager • Communications Manager • Public Outreach Coordinator • Part-Time Community Builder There is one initiative request of $3,240 in this department for a portable sound system for special event ceremonies. The FY 16 budget is 14.43% less than the previous year due to the implementation costs for a new website design in FY15 not carrying over into the new year. Municipal Court The FY 16 budget appropriation for Municipal Court is $299,708. The court staff is responsible for the operation of the City’s municipal court system, scheduling, processing, and tracking all violations issued by public safety and code enforcement personnel. The Court Department is comprised of the following employees: • Court Clerk • Municipal Judge • City Solicitor • Administrative Assistant • Part-Time Administrative Assistant In the coming fiscal year, we are exploring the opportunity to relocate our court functions into the Alpharetta Court Facility in the Crabapple area. Partnering with Alpharetta to co-locate our court functions with theirs provides a cost- savings solution for both entities. This year’s budget incorporates a request of $100,000 for renovating the office space to fit our needs in the Capital Projects Fund and a lease expense of $36,000 for the year as an operating initiative request. Aside from these two new requests, appropriations for this year are relatively flat over the previous fiscal year. Police Department The fiscal year 2016 budget appropriation for the Police Department is $4,187,145. It is comprised of the following employees: • Police Chief • Two Captains • Five Lieutenants • Five Sergeants • Twenty-six Police Officers • Part-Time School Crossing Guard • Administrative Assistant • Accreditation Manager • Records Clerk • Code Enforcement Officer There is one initiative request of $14,950 in this department for a Krimesite Imager. This equipment will allow the Criminal Investigation Division to detect and document fingerprints from a crime scene without the use of chemicals. Excluding the initiative request, the FY 15 appropriations are 5.5% higher than the previous year due in large part to the scheduled replacement of 40 radios which was anticipated based upon our transition to the North Fulton Regional Radio Authority’s system and the requirement to move to TDMA capability. This transition will be done over time and will be offset by revenues received as our existing radios are disposed of in accordance with our policy. Fire Department The Fire Department’s budget appropriation for FY 16 is $5,955,420. It is comprised of the following employees: • Fire Chief • Deputy Chief • Four Battalion Chiefs • Fire Marshal • Assistant Fire Marshal • EMS Trainer • Twelve Captains • Fifteen Fire Apparatus Operators • Twenty-four Firefighters • Administrative Assistant There are four additional operating initiatives requested by the Fire Department: • Public education program initiative - $4,003 • Scot’s RIT-PACK III - $3,595 • Advanced stroke life support training center - $1,842 • Landscape improvements at stations 41 and 43 - $32,400 Appropriations for this department are 6.99% higher than the previous year’s budget (excluding the initiatives). Like the police department, the increase is transitions the department’s front line radios to TDMA capability. Public Works The fiscal year 2016 budget appropriation for Public Works is $2,029,695. Public Works is responsible for transportation and road repair and maintenance activities. It is comprised of the following employees (not including subcontracted personnel): • Transportation Engineer • Stormwater Engineer • Public Works Manager • Field Superintendent • Public Works Citizen Responder • Two Part-Time Equipment Operators • Environmental Engineer/Arborist • Plan Review Engineer • Construction Inspector During FY 15, we restructured the Public Works and Community Development departments moving employees to where their duties were more in-line with the function of the department. This resulted in three employees transferring from Community Development to Public Works: the arborist, plan review engineer and construction inspector. A budget amendment will be presented to the council for approval to move the appropriations associated with these employees on September 21, 2015. Until the amendment is approved, the Public Works FY 16 budget appears to be 15.14% higher than the FY 15 budget. In reality, the budget is relatively flat over the previous year. Parks & Recreation The Parks and Recreation department appropriations for FY 16 are $1,418,133. It is comprised of the following employees: • Parks and Recreation Director • Recreation Program Coordinator • Two Part-Time Camp Supervisors • Part-Time Lead Camp Counselor • Five Part-Time Camp Counselors There are three operating initiatives requested in this department: • Landscape and irrigation improvements at Broadwell Pavilion - $50,500 • Procurement of landscape and lawn care services for city parks - $25,000 • Reclassifying the recreation program coordinator to a manager level position - $15,772 There is a 49.13% increase in the budget for Parks and Recreation over last year. This significant jump is a direct result of both the additional operating costs needed for Bell Memorial Park when the expansion project is complete and the costs incurred from the “parks without borders” IGA with Alpharetta while the park was under construction. In 2014, the City began construction to expand the park from 12 acres with four baseball fields to a nearly 30 acre park with four baseball fields, two rectangular fields and a trail system winding throughout the undeveloped land. Community Development The fiscal year 2016 budget appropriation for the Community Development department is $633,854. Community Development is responsible for all planning and zoning activities, as well as inspections. The Community Development Department is comprised of the following employees: • Director of Community Development • Two Principal Planners • Zoning Manager • Part-Time Permit Technician • Part-Time Sustainability Coordinator • Permit Technician (contractual) • Building Official (contractual) • Plans Examiner (contractual) • Two Building Inspectors (contractual) There are two initiative requests from this department. The first is for a part-time conservation project manager ($50,000) that will serve as the point of contact for conservation initiatives. Second is a request to reclassify the city’s architect from a grade 36 to a grade 38 ($5,031) to bring this position classification in-line with the job responsibilities performed. Excluding the initiatives, the budget for this department decreased by 35.22% from FY 15 budget due to transferring three employees to the Public Works department as previously described. Economic Development The Economic Development department appropriations for FY 16 are $78,588. This department is responsible for attracting and retaining businesses in Milton. There is one part-time employee that performs these duties. The appropriations for this department are flat in comparison to the previous year’s budget. Other Budgeted Expenditures – Non-departmental Included in the expenditure appropriations are the following: • General supplies, pool vehicle gas and maintenance, and postage for City Hall totaling $43,557. • Property and liability insurance in the amount of $216,328. • City Hall lease, common area maintenance, and governmental facility maintenance in the amount of $396,421. • As required in the adopted Budgetary Policies of the City, a 1% contingency has been appropriated. This totals $187,401 for FY 16. • An interfund transfer of $7,107,834 out of the General Fund and into the Capital Projects Funds in order to pay for the recommended capital projects for FY 16. Maintaining the Quality of Life for Constituents, Businesses, and Citizens through Capital Programming The City’s capital improvement program has the most visible and long-term effect on the quality of life for residential and commercial citizens and Milton’s visitors. As part of the capital planning process for fiscal year 2016, first priority was given to projects that would 1) maintain or repair the City’s current assets, 2) alleviate or mitigate a health/safety hazard, and 3) provide external funding toward a capital project. Secondary priority for funding considerations was given to projects that included long- term visioning and planning for the City of Milton. The appropriation for the fiscal year 2016 capital improvement program (CIP) is $7,286,531 and is detailed in the CIP spreadsheets following this transmittal letter. Funding for these projects comes primarily from operating revenues in the amount of $7,107,834. The remaining balance comes from other revenue sources such as infrastructure maintenance fees and an interfund transfer from the E-911 fund to offset costs associated with the construction of the radio communication system. FUND BALANCE An adequate level of fund balance (i.e., the difference between the City’s assets and liabilities) is essential to mitigate current and future risks and to ensure stable service levels. It also is a crucial consideration in long-term financial planning for capital projects. At the end of FY 14, the City’s General Fund fund balance totaled approximately $10.8 million. Nearly $4.3 million was allocated to the City Hall construction project during FY 15, leaving a balance of over $6.5 million. As we near the end of FY 15, it is anticipated that the fund balance will actually be around $9.2 million due to higher than projected revenue collections and lower than anticipated departmental expenses. According to our fund balance policy, surplus fund balance (i.e., fund balance monies greater than 21% of the current year’s operating budget) can be utilized for the capital improvement program (CIP). The total amount of surplus funds is projected to be approximately $5.2 million at the end of FY15. In addition, the FY16 projected revenues are $257,000 over requested expenditures. The total amount of funds available to allocate to the CIP is $5,457,000. We are proposing to allocate $1.5 million to the City Hall construction project to align funding with the design development cost estimate. We are also proposing to use another $2 million to fund the acquisition of future park land, $750k to add to sidewalk construction, and $200k for dam maintenance. The remaining $1,007,000 is requested to fund locally additional costs which may result in the NW connector road project in Crabapple. Bids are due in October 2015. This allocation would be the result of the City Council’s direction once the actual costs are known. The remaining fund balance is believed to be sufficient for future needs; and is in keeping with our policy and other current statutory requirements. BUDGET POLICY Annual budgets are adopted on a basis consistent with accounting practices as defined by generally accepted accounting principles for all funds. All annual appropriations lapse at year end except capital projects funds, which adopt project- length budgets. CLOSING It is our privilege to submit the FY 2016 Proposed Budget to Milton’s Mayor, City Council and Citizens. This budget illustrates the City’s dedication to providing the highest level of services while maintaining sound fiscal policies. We would like to thank all of the contributors for their diligent efforts in developing a budget that addresses the major policy goals of the City Council, while protecting the financial health of the City now and in the future. If in your review of this document you have any questions, please do not hesitate to contact us. Respectfully Submitted, Christopher J. Lagerbloom Stacey R. Inglis City Manager Assistant City Manager/Treasurer Department/Position Full-Time Positions Part-Time Positions Pay Grade Mayor & Council Mayor 1 Mayor Pro-Tem 1 Councilmember 5 Department Total 0 7 City Clerk City Clerk 1 36 Receptionist 2 24 Department Total 1 2 City Manager City Manager 1 43 Assistant City Manager 2 42 Executive Aide 1 30 Department Total 4 0 Community Development Director of Community Development 1 40 Architect 1 38 Principal Planner 2 35 Zoning Manager 1 35 Permit Technician 1 Sustainability Coordinator 1 Department Total 5 2 Court Court Clerk 1 36 Court Administrative Assistant 1 1 28 Judge 1 Court Solicitor 1 Department Total 2 3 Economic Development Economic Development Manager 1 Department Total 0 1 Finance Financial Services Manager 1 36 Procurement Manager 1 34 Accounting Manager 1 34 Revenue Coordinator 1 28 Department Total 4 0 Fire Chief 1 40 Deputy Chief 1 36 Battallion Chief 4 35 Fire Marshal 1 35 Assistant Fire Marshal 1 31 Listing of Positions City of Milton Department/Position Full-Time Positions Part-Time Positions Pay Grade Listing of Positions City of Milton Fire Captain 12 31 Fire Apparatus Operator 15 30 Firefighter 24 28 EMS Trainer 1 31 Administrative Assistant 1 28 Department Total 61 0 Human Resources Director of Human Resources 1 40 Records Clerk 1 24 Department Total 2 0 Information Technology IT Manager 1 38 Department Total 1 0 Parks Director of Parks and Recreation 1 40 Program Manager 1 34 Camp Supervisor (summer)2 Lead Counselor (summer)1 Camp Counselor I or II (summer)5 Department Total 2 8 Police Chief 1 40 Captain 2 35 Lieutenant 5 31 Sergeant 5 30 Police Officer 26 28 Accreditation Manager 1 30 Administrative Assistant 1 28 Records Clerk 1 24 Code Enforcement Officer 1 28 School Crossing Guard 1 Department Total 43 1 Innovation and Engagement Strategy and Innovation Manager 1 36 Communications Manager 1 36 Public Outreach Coordinator 1 28 Community Builder 1 Department Total 3 1 Department/Position Full-Time Positions Part-Time Positions Pay Grade Listing of Positions City of Milton Public Works Transportation Engineer 1 36 Capital Projects Manager 1 34 Stormwater Engineer 1 33 Manager Public Works 1 36 Field Maintenance Supervisor 1 30 Citizen Responder 1 24 Plan Review Engineer 1 33 Environmental Engineer/Arborist 1 28 Construction Inspector 1 28 Equipment Operator 3 Department Total 9 3 Total 137 28 General Fund Department Requests City Manager Recommended Council Approved Revenues Taxes 18,191,063 22,790,894 22,796,673 23,928,200 24,178,200 - Licenses & Permits 678,353 924,737 858,500 859,000 859,000 - Intergovernmental Revenues 48,298 1,711 - - - - Charges for Services 485,314 615,982 485,400 600,000 600,000 - Fines & Forfeitures 382,434 582,169 551,000 550,000 550,000 - Investment Income 19,347 22,127 22,500 20,450 20,450 - Contributions & Donations 31,475 2,357 - - - - Miscellaneous Revenue 47,370 53,539 46,660 47,628 47,628 - Other Financing Sources 62,616 36,761 36,000 38,000 38,000 - Total Revenues 19,946,271 25,030,278 24,796,733 26,043,278 26,293,278 - Expenditures Mayor & Council 167,312 143,961 172,810 171,375 171,375 - City Manager 282,478 536,496 675,067 705,273 705,273 - City Clerk 189,733 172,811 192,358 239,097 193,574 - General Administration 31,692 38,503 39,414 43,557 43,557 - Finance 479,962 383,331 431,244 427,877 427,877 - Legal 216,208 299,448 230,000 230,000 230,000 - Information Technology 565,650 532,035 788,178 811,457 791,103 - Human Resources 272,206 267,537 323,149 321,602 321,602 - Risk Management 182,588 183,009 251,855 216,328 216,328 - General Govt Buildings 337,349 453,260 386,485 396,421 396,421 - Innovation & Engagement 154,213 197,793 358,730 304,507 306,105 - Municipal Court 233,588 254,698 301,471 299,708 299,708 - Police 2,846,047 3,157,817 3,967,560 4,047,745 4,187,145 - Fire 4,458,410 5,099,302 5,566,535 5,962,870 5,955,420 - EMS Operations 99,187 - - - - - Public Works 1,511,028 1,742,108 1,762,863 2,046,461 2,029,695 - Parks & Recreation 754,479 748,116 950,945 1,282,133 1,418,133 - Community Development 938,323 1,028,155 978,451 634,594 633,854 - Economic Development 43,914 78,313 79,941 80,788 78,588 - Debt Service 90,769 90,769 179,117 - - - Other Financing Uses 6,702,559 8,313,444 11,262,182 7,107,834 7,107,834 - Contingency - - 177,068 188,280 187,401 - M&O Initiatives - - - 606,197 334,333 Total Expenditures 20,557,695 23,720,905 29,075,423 26,124,104 26,035,326 - Total Revenues Over/(Under) Expenditures (611,424) 1,309,372 (4,278,690) (80,826) 257,952 - Beginning Fund Balance 10,100,799 9,489,374 10,798,747 6,520,057 6,520,057 6,520,057 Ending Fund Balance 9,489,374 10,798,747 6,520,057 6,439,231 6,778,009 6,520,057 General Fund Summary Actuals FY 2013 Actuals FY 2014 FY 2016 Amended Budget FY 2015 Revenues Department Requests City Manager Recommended Council Approved TAXES Current Yr Property Taxes-Real 7,948,755 8,579,384 8,400,000 9,050,000 9,300,000 - Current Yr Property Taxes-Utility 60,042 57,084 80,500 60,000 60,000 - Prior Yr Property Taxes-Real 298,587 203,540 320,000 350,000 350,000 - Current Yr Prop Taxes-Personal 200,861 191,084 190,000 190,000 190,000 - Motor Vehicle Tax 751,348 1,018,927 275,000 275,000 275,000 - Title Ad Valorem Tax - - 720,000 700,000 700,000 - Intangible Tax 269,681 185,431 175,000 200,000 200,000 - Prior Yr Prop Taxes-Personal 11,422 5,136 2,000 2,000 2,000 - Real Estate Transfer Tax 71,341 78,685 75,000 85,000 85,000 - Franchise Fees 1,867,963 1,937,428 1,850,000 1,900,000 1,900,000 - Local Option Sales Tax 3,983,981 7,722,018 8,000,000 8,300,000 8,300,000 - Alcohol Beverage Excise Tax 298,125 297,010 295,000 295,000 295,000 - Business & Occupation Tax 663,050 673,614 660,000 650,000 650,000 - Insurance Premium Tax 1,684,784 1,764,314 1,680,000 1,800,000 1,800,000 - Financial Institution Tax 33,918 35,172 39,673 39,000 39,000 - Penalties & Interest-Real Prop 23,285 25,515 22,000 25,000 25,000 - Penalties & Interest-Pers Prop 2,606 324 500 200 200 - Penalties & Interest-Business Lic 15,673 16,102 12,000 7,000 7,000 - Total: Taxes 18,191,063 22,790,894 22,796,673 23,928,200 24,178,200 - LICENSES & PERMITS Alcohol Beverage Licenses 145,600 138,600 147,400 145,000 145,000 - Advertising Fee 1,072 1,600 1,800 1,000 1,000 - Pouring Permit 5,970 6,255 5,500 5,500 5,500 - Public Facilities Alcohol Permit - - - 1,000 1,000 - Solicitation Permit 1,170 195 300 300 300 - Zoning & Land Use Permits 21,147 21,775 15,000 10,000 10,000 - Land Disturbance 85,860 263,920 200,000 200,000 200,000 - Modification 100 2,100 1,600 600 600 - Variance 3,425 5,200 5,500 6,500 6,500 - Seasonal & Special Events 880 1,580 800 1,000 1,000 - Sign Permits 4,673 8,425 3,500 4,000 4,000 - Building Permits 405,191 460,286 470,000 480,000 480,000 - NPDES Fees 3,066 13,301 6,000 3,000 3,000 - Taxi & Driver Permitting Fees 200 1,500 1,000 1,000 1,000 - Penalties & Interest-Alcohol Beverage Lic 5,639 127 100 100 100 - Total: Licenses & Permits 678,353 924,737 858,500 859,000 859,000 - INTERGOVERNMENTAL REVENUES Fulton County/SSD Funds 48,298 1,711 - - - - Total: Intergovernmental Revenues 48,298 1,711 - - - - CHARGES FOR SERVICES Precious Metals Work Permit Admin Fee 70 - - - - - Finance Admin Fee 68,250 69,645 65,000 65,000 65,000 - Court Admin Fee 159,812 237,744 190,000 190,000 190,000 - Maps & Cert Letters 390 510 200 300 300 - Plan Review Fees 155,030 198,108 125,000 150,000 150,000 - Open Records Fees 598 547 350 500 500 - Online Payment Convenience Fee 4,284 3,686 8,500 3,700 3,700 - Development Bond Fee 200 1,400 500 1,000 1,000 - Development Bond Fee to Offset Legal Expense - 8,500 2,000 7,000 7,000 - Election Qualifying Fee 2,250 - 2,000 - - - Accident Reports 1,140 56 100 - - - Expungement Fees 2,200 1,700 1,700 - - - Alarm Registration (1,050) - - - - - Revenues FY 2013 Actuals Account Name FY 2014 Actuals FY 2016 FY 2015 Amended Budget Department Requests City Manager Recommended Council Approved Revenues FY 2013 Actuals Account Name FY 2014 Actuals FY 2016 FY 2015 Amended Budget False Alarms 6,300 5,100 4,000 4,000 4,000 - Fire Plan Review 913 1,229 800 800 800 - Fire Inspection 170 4,200 2,500 5,000 5,000 - Fingerprinting Fee 1,720 4,201 4,000 4,000 4,000 - Fingerprinting/Gold Buyers/Pawn Shops 60 - - - - - CPR Classes 444 210 100 150 150 - Self Defense Class 1,320 1,050 1,000 1,000 1,000 - Background Check Fees 14,995 17,125 14,000 14,000 14,000 - Activitiy Fees/Joyful Soles 15,515 17,133 17,000 23,000 23,000 - Facility Rental 2,633 - - - - - Activity Commissions 48,041 - - - - - Activity Commissions/ATPP - - 250 - - - Activity Commissions/Core Physique - 4,104 2,000 - - - Activity Commissions/Eagle Stix Lacrosse - - 8,500 8,500 8,500 - Activity Commissions/FITT2U - 5,586 3,000 2,500 2,500 - Activity Commissions/North GA Rec - 23,020 18,500 30,000 30,000 - Activity Commissions/Sperber Music - 1,091 500 250 250 - Activity Commissions/YMCA - 2,286 - - - - Activity Commissions/Blaze Sports - - 1,000 - - - Activity Commissions/Halftime Sports - 2,464 3,500 5,000 5,000 - Activity Commissions/HYA - - 1,500 75,000 75,000 - Activity Commissions/NFL Youth Flag Football - 848 2,500 9,000 9,000 - Activity Commissions/Southern Educational Resources - 4,045 5,000 - - - Activity Commissions/Wacky Schoolers - - 250 - - - Bad Check Fees 30 395 150 300 300 - Total: Charges for Services 485,314 615,982 485,400 600,000 600,000 - FINES & FORFEITURES Fines & Forfeitures 382,434 580,219 550,000 550,000 550,000 - Ordinance Fines - 1,950 1,000 - - - Total: Fines & Forfeitures 382,434 582,169 551,000 550,000 550,000 - INVESTMENT INCOME Interest Revenue 2,330 549 500 450 450 - Tan Proceeds Interest - - - - - - Realized Gain/Loss on Investmt 17,018 21,578 22,000 20,000 20,000 - Total: Investment Income 19,347 22,127 22,500 20,450 20,450 - CONTRIBUTIONS & DONATIONS Donation Revenue - 100 - - - - Donation Revenue-Pub Sfty 3,358 992 - - - - Donation Revenue-Fire - 1,091 - - - - Donation Revenue-Public Safety Fd 3,317 - - - - - Donation Revenue-R.A.D. 1,000 - - - - - Donation Revenue-Golf Tournament 23,605 - - - - - Donation Revenue-Community Development 195 123 - - - - Donation Revenue-Parks & Recreation - 52 - - - - Total: Contributions & Donations 31,475 2,357 - - - - MISCELLANEOUS REVENUE Cell Tower Lease 17,940 17,940 17,940 43,428 43,428 - Lease-15315 Thompson Rd 2,374 - - - - - Lease-15260 Bell Park Rd 110 30 - - - - Facility Rental - - 2,200 - - - Facility Rental/Bethwell Community Center - 1,970 - 1,500 1,500 - Facility Rental/Friendship Park - 480 - 200 200 - Facility Rental/Bell Memorial Park - 250 - - - - Facility Rental/Broadwell Pavilion - - - 2,500 2,500 - Department Requests City Manager Recommended Council Approved Revenues FY 2013 Actuals Account Name FY 2014 Actuals FY 2016 FY 2015 Amended Budget Insurance Proceeds 2,642 - - - - - Insurance Proceeds-Pub Sfty 10,400 476 10,900 - - - Insurance Proceeds-PW 8,816 19,356 2,550 - - - Damaged Property-Citizen Reimb 693 1,085 - - - - Other Misc Revenue 4,405 12,034 13,070 - - - Over/Short Cash Drawer (10) (83) - - - - Total: Miscellaneous Revenue 47,370 53,539 46,660 47,628 47,628 - OTHER FINANCING SOURCES Operating Transfers In-Htl/Mtl Fd 20,000 20,000 20,000 20,000 20,000 - Sale of Surplus Equipment 42,616 16,761 16,000 18,000 18,000 - Total: Other Financing Sources 62,616 36,761 36,000 38,000 38,000 - TOTAL 19,946,271 25,030,278 24,796,733 26,043,278 26,293,278 - Expenditures Mayor & Council Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 101,389 100,889 101,000 101,000 101,000 - STIPEND / THURMAN 441 451 2,000 2,000 2,000 - STIPEND / KUNZ 1,152 1,162 2,000 2,000 2,000 - STIPEND / LUSK 441 451 2,000 2,000 2,000 - STIPEND / HEWITT 441 451 2,000 2,000 2,000 - STIPEND / LONGORIA 441 451 2,000 2,000 2,000 - STIPEND / MOHRIG 796 1,237 2,000 2,000 2,000 - STIPEND / LOCKWOOD 1,186 1,193 3,000 3,000 3,000 - Total: Salaries & Wages 106,286 106,284 116,000 116,000 116,000 - Employee Benefits 401A (SS MATCH)3,812 3,783 3,791 3,791 3,791 - FICA MEDICARE 1,357 1,463 1,468 1,468 1,468 - UNEMPLOYMENT INSURANCE 426 355 420 350 350 - WORKER'S COMPENSATION 139 257 680 381 381 - Total: Employee Benefits 5,734 5,859 6,359 5,990 5,990 - Purchased Professional and Technical Services PROFESSIONAL FEES 19,057 - 600 - - - FACILITATOR/CONFERENCE - - 6,800 6,800 6,800 - Total: Purchased Professional and Technical Services 19,057 - 7,400 6,800 6,800 - Purchased-Property Services RENTAL EQUIPMENT & VEHICLES - 319 166 - - - Total: Purchased-Property Services - 319 166 - - - Other Purchased Services ADVERTISING: High School Booster Ads 1,150 1,262 1,150 1,315 1,315 - PRINTING: Business Cards, Name Badges 660 91 600 400 400 - TRAVEL - - - - GENERAL - 330 - - - - ANNUAL GMA CONFERENCE 9,057 7,469 7,000 7,000 7,000 - MAYOR'S DAY 1,457 743 2,500 2,500 2,500 - ROBERT E KNOX MUNICIPAL LEADERSHIP INSTITUTE - - - 2,120 2,120 - Total Travel 10,514 8,541 9,500 11,620 11,620 - DUES AND FEES GREATER NORTH FULTON CHAMBER 5,000 1,250 8,750 5,000 5,000 - GEORGIA MUNICIPAL ASSOCIATION ANNUAL FEES 8,705 9,931 10,500 10,500 10,500 - Total Dues and Fees 13,705 11,181 19,250 15,500 15,500 - EDUCATION & TRAINING ANNUAL GMA CONFERENCE COSTS 4,090 4,360 4,315 4,500 4,500 - MAYOR'S DAY 3,045 2,310 4,950 5,000 5,000 - ROBERT E KNOX MUNICIPAL LEADERSHIP INSTITUTE - - - 1,100 1,100 - ELECTED OFFICIALS TRAINING 1,800 325 1,800 1,800 1,800 - Total Education & Training 8,935 6,995 11,065 12,400 12,400 - Total: Other Purchased Services 34,964 28,071 41,565 41,235 41,235 - Supplies GENERAL SUPPLIES 369 2,164 300 300 300 - FOOD/MEALS: Citizen Meetings 616 781 800 800 800 - Total: Supplies 985 2,945 1,100 1,100 1,100 - Other Costs PAYMENT TO OTHERS / NON-RECURRING 287 483 220 250 250 - Total: Other Costs 287 483 220 250 250 - Total: Mayor & Council 167,312 143,961 172,810 171,375 171,375 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget City Manager Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 206,440 353,273 504,669 511,856 511,856 - SALARIES AND WAGES / CAR ALLOWANCE 7,228 7,228 7,200 7,228 7,228 - Total: Salaries & Wages 213,667 360,501 511,869 519,084 519,084 - Employee Benefits GROUP INSURANCE 17,467 32,822 41,870 46,949 46,949 - 401A (SS MATCH)6,522 10,965 18,467 18,929 18,929 - FICA MEDICARE 2,959 4,944 7,142 7,321 7,321 - 401A ER MATCH OF 457B CONTRIBUTIONS 2,021 3,573 4,924 5,047 5,047 - PENSION (GMEBS)14,064 30,603 44,316 45,019 45,019 - UNEMPLOYMENT INSURANCE 122 148 240 200 200 - WORKER'S COMPENSATION 867 913 4,753 4,929 4,929 - Total: Employee Benefits 44,021 83,968 121,712 128,394 128,394 - Purchased Professional and Technical Services PROFESSIONAL FEES STAFF RETREAT 510 - 3,000 3,000 3,000 - ICMA LOCAL GOVT RESEARCH COLLABERATIVE 1,250 4,623 5,000 5,000 5,000 - LEADERSHIP ICMA - 12,559 - - - - OTHER 5,000 47,076 - 10,900 10,900 - Total: Professional Fees 6,760 64,257 8,000 18,900 18,900 - Total: Purchased Professional and Technical Services 6,760 64,257 8,000 18,900 18,900 - Other Purchased Services COMMUNICATIONS 2,017 2,950 2,600 3,080 3,080 - COMMUNICATIONS/POSTAGE 182 362 400 400 400 - PRINTING: Business Cards 119 520 264 180 180 - TRAVEL GMA CONFERENCE - 1,477 1,200 - - - ICMA CONFERENCE 4,087 1,134 3,500 3,300 3,300 - LEADERSHIP ICMA - - - - - - GCCMA CONFERENCE - 291 675 2,592 2,592 - ALLIANCE FOR INNOVATION/TLG - 3,932 5,250 4,302 4,302 - ALLIANCE FOR INNOVATION/LGRC - 518 1,200 - - - BIG IDEAS CONFERENCE - - - 1,094 1,094 - SEI LEADERSHIP INSTITUTE - - - 2,100 2,100 OTHER 4,380 2,318 1,500 100 100 - Total: Travel 8,468 9,670 13,325 13,488 13,488 - DUES AND FEES ICMA 1,518 1,015 2,574 2,574 2,574 - GCCMA 125 125 250 375 375 - CIVIC ORGANIZATION DUES 825 2,109 2,570 2,570 2,570 - ALLIANCE FOR INNOVATION - 2,500 2,550 2,550 2,550 - GFOA MEMBERSHIP - 225 75 - - - GGFOA MEMBERSHIP - 50 - - - - Total: Dues and Fees 2,468 6,024 8,019 8,069 8,069 - EDUCATION & TRAINING GMA CONFERENCE - - 300 - - - ICMA CONFERENCE 2,682 885 1,400 2,100 2,100 - GCCMA CONFERENCE - 825 1,700 2,550 2,550 - TLG CONFERENCE - 1,650 1,650 1,500 1,500 - SEI LEADERSHIP INSTITUTE - - - 3,700 3,700 OTHER 555 684 500 500 500 - Total: Education & Training 3,237 4,044 5,550 10,350 10,350 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget City Manager Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget MAINTENANCE CONTRACTS GO-TO MEETING 294 588 588 588 588 - Total: Maintenance Contracts 294 588 588 588 588 - Total: Other Purchased Services 16,785 24,158 30,746 36,155 36,155 - Supplies GENERAL SUPPLIES 300 1,980 1,000 1,000 1,000 - FOOD/MEALS 946 1,382 1,500 1,500 1,500 - Total: Supplies 1,245 3,363 2,500 2,500 2,500 - Machinery & Equipment OTHER EQUIPMENT - 249 240 240 240 - Total: Machinery & Equipment - 249 240 240 240 - Total: City Manager 282,478 536,496 675,067 705,273 705,273 - City Clerk Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 120,206 106,467 110,355 111,317 111,317 - Total: Salaries & Wages 120,206 106,467 110,355 111,317 111,317 - Employee Benefits GROUP INSURANCE 3,877 1,651 18,008 11,472 11,472 - 401A (SS MATCH)4,522 3,992 4,119 5,002 5,002 - FICA MEDICARE 1,843 1,542 1,593 1,600 1,600 - 401A ER MATCH OF 457B CONTRIBUTIONS 102 - 1,098 4,999 4,999 - PENSION (GMEBS)7,086 9,503 9,883 6,729 6,729 - UNEMPLOYMENT INSURANCE 198 99 140 150 150 - WORKER'S COMPENSATION 343 343 417 419 419 - FLEXIBLE SPENDING 4,800 4,540 1,750 - - - Total: Employee Benefits 22,771 21,669 37,008 30,371 30,371 - Purchased Professional and Technical Services PROFESSIONAL FEES: Election Costs - 6,915 - 52,523 7,000 - Total: Purchased Professional and Technical Services - 6,915 - 52,523 7,000 - Other Purchased Services COMMUNICATIONS 711 711 715 711 711 - POSTAGE 239 120 220 200 200 - ADVERTISING 1,184 482 1,200 1,200 1,200 - PRINTING: Name plates, business cards, general 276 82 100 100 100 - TRAVEL CVIOG 599 567 360 400 400 - GMA ANNUAL CONFERENCE - 191 - - - - Total: Travel 599 758 360 400 400 - DUES AND FEES GMC/FOA 57 14 60 75 75 - MISC - 37 - - - - Total: Dues and Fees 57 51 60 75 75 - EDUCATION & TRAINING CVIOG 625 655 400 400 400 - Total: Education & Training 625 655 400 400 400 - MAINTENANCE CONTRACTS MUNICODE 17,218 8,474 15,340 15,000 15,000 - GRANICUS 25,700 25,755 26,000 26,000 26,000 - Total: Maintenance Contracts 42,918 34,229 41,340 41,000 41,000 - Total: Other Purchased Services 46,609 37,088 44,395 44,086 44,086 - Supplies GENERAL SUPPLIES 148 672 600 800 800 - Total: Supplies 148 672 600 800 800 - Total: City Clerk 189,733 172,811 192,358 239,097 193,574 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget General Administration Account Name Department Requests City Manager Recommended Council Approved Purchased Professional and Technical Services PROFESSIONAL FEES EXTINGUISHERS 482 - 720 - - - Total: Professional Fees 482 - 720 - - - Total: Purchased Professional and Technical Services 482 - 720 - - - Purchased-Property Services VEHICLE REPAIRS & MAINTENANCE 883 14 500 1,500 1,500 - RENTAL LAND & BUILDINGS/STORAGE UNIT - 660 1,920 1,740 1,740 - Total: Purchased-Property Services 883 674 2,420 3,240 3,240 - Other Purchased Services COMMUNICATIONS / POSTAGE 1,584 - 2,000 2,000 2,000 - PRINTING - 54 100 - - - DUES AND FEES: Costco Membership 180 223 281 281 281 - MAINTENANCE CONTRACTS SHREDDING 1,246 1,025 2,700 900 900 - POSTAGE MACHINE & FOLDER/INSERTER 3,444 3,744 3,744 3,636 3,636 - Total: Maintenance Contracts 4,690 4,769 6,444 4,536 4,536 - Total: Other Purchased Services 6,454 5,046 8,825 6,817 6,817 - Supplies GENERAL SUPPLIES OFFICE SUPPLIES 12,032 10,220 9,580 11,000 11,000 - TONER 11,718 22,103 17,000 22,000 22,000 - Total: General Supplies 23,750 32,323 26,580 33,000 33,000 - GASOLINE/DIESEL 122 459 869 500 500 - Total: Supplies 23,872 32,782 27,449 33,500 33,500 - Total: General Administration 31,692 38,503 39,414 43,557 43,557 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Finance Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 315,074 229,537 247,886 239,754 239,754 - Total: Salaries & Wages 315,074 229,537 247,886 239,754 239,754 - Employee Benefits GROUP INSURANCE 24,457 11,093 32,662 45,035 45,035 - 401A (SS MATCH)11,845 8,751 9,230 10,085 10,085 - FICA MEDICARE 4,306 3,318 3,571 3,447 3,447 - 401A ER MATCH OF 457B CONTRIBUTIONS 2,838 2,391 2,461 7,646 7,646 - PENSION (GMEBS)18,144 20,362 22,149 17,070 17,070 - UNEMPLOYMENT INSURANCE 323 209 243 200 200 - WORKER'S COMPENSATION 827 770 934 903 903 - FLEXIBLE SPENDING 4,200 6,600 7,200 - - - Total: Employee Benefits 66,941 53,492 78,450 84,386 84,386 - Purchased Professional and Technical Services ADMINISTRATIVE FEES BANK FEES 1,850 12 20 - - - CREDIT CARD FEES 39,592 45,895 43,500 45,000 45,000 - Total: Administrative Fees 41,442 45,907 43,520 45,000 45,000 - PROFESSIONAL FEES AUDIT FEES 31,062 30,500 30,500 32,000 32,000 - OTHER - 510 - - - - Total: Professional Fees 31,062 31,010 30,500 32,000 32,000 - Total: Purchased Professional and Technical Services 72,504 76,917 74,020 77,000 77,000 - Other Purchased Services COMMUNICATIONS 772 - 732 715 715 - POSTAGE 7,765 8,367 8,500 9,000 9,000 - ADVERTISING: Public Hearings & Bids 3,780 3,593 4,500 4,500 4,500 - PRINTING CITY CHECKS 867 838 1,000 1,000 1,000 - PROPERTY TAX BILLS 3,143 3,158 4,000 4,000 4,000 - BUSINESS CARDS 149 44 132 88 88 - BUSINESS LICENSES - 2,344 2,460 - - - OTHER - - 40 - - - Total: Printing 4,159 6,384 7,632 5,088 5,088 - TRAVEL CVIOG 1,102 224 865 500 500 - GGFOA CONFERENCE 253 686 440 555 555 - GPAG CONFERENCE - - - 170 170 - DOAS TRAINING - - - 150 150 OTHER 275 6 - - - - Total: Travel 1,631 916 1,305 1,375 1,375 - DUES AND FEES GFOA MEMBERSHIP 225 - 225 250 250 - GGFOA MEMBERSHIP 50 38 84 150 150 - CAFR AWARD FEES 405 435 435 435 435 - GOV DEALS 2,770 1,186 2,500 - - - CIVIC ORGANIZATION DUES 1,064 - - - - - GPAG MEMBERSHIP - - - 25 25 - OTHER 39 39 41 41 41 - Total: Dues & Fees 4,552 1,697 3,285 901 901 - EDUCATION & TRAINING CARL VINSON TRAINING 1,026 786 1,522 738 738 - GGFOA CONFERENCE 590 325 325 650 650 - GFOA CPFO CERTIFICATION (145) - - - - - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Finance Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget EDUCATION & TRAINING (continued) GPAG CONFERENCE - - - 150 150 - DOAS TRAINING - - - 450 450 - ANNUAL FINANCE CONFERENCE - - - 125 125 - OTHER 285 129 125 - - - Total: Education & Training 1,756 1,240 1,972 2,113 2,113 - MAINTENANCE CONTRACTS 184 245 245 245 245 - Total: Other Purchased Services 24,598 22,443 28,171 23,937 23,937 - Supplies GENERAL SUPPLIES 829 538 929 800 800 - BOOKS & PERIODICALS - 15 288 - - - Total: Supplies 829 553 1,217 800 800 - Machinery & Equipment FURNITURE & FIXTURES - 389 - - - - OTHER EQUIPMENT 370 500 500 - CELL PHONES 15 - - - - - Total: Machinery & Equipment 15 389 370 500 500 - Other Costs PAYMENTS TO OTHERS INTEREST DUE ON TAX REFUNDS - - 1,130 1,500 1,500 - Total: Other Costs - - 1,130 1,500 1,500 - Total: Finance 479,962 383,331 431,244 427,877 427,877 - Legal Account Name Department Requests City Manager Recommended Council Approved Purchased Professional and Technical Services PROFESSIONAL FEES / LEGAL FEES 216,208 299,448 230,000 230,000 230,000 - Total: Purchased Professional and Technical Services 216,208 299,448 230,000 230,000 230,000 - Total: Legal 216,208 299,448 230,000 230,000 230,000 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Information Technology Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES - 77,901 87,549 89,793 89,793 - Total: Salaries & Wages - 77,901 87,549 89,793 89,793 - Employee Benefits GROUP INSURANCE - 11,905 10,259 11,670 11,670 - 401A (SS MATCH)- 2,921 3,261 3,343 3,343 - FICA MEDICARE - 1,089 1,261 1,293 1,293 - 401A ER MATCH OF 457B CONTRIBUTIONS - - 869 891 891 - PENSION (GMEBS)- 6,858 7,825 8,021 8,021 - TUITION REIMBURSEMENT - - - 3,000 3,000 - UNEMPLOYMENT INSURANCE - 110 60 50 50 - WORKER'S COMPENSATION (404) 29 330 339 339 - Total: Employee Benefits (404) 22,912 23,865 28,607 28,607 - Purchased Professional and Technical Services PROFESSIONAL FEES - 1,677 5,000 - - - Total: Purchased Professional and Technical Services - 1,677 5,000 - - - Other Purchased Services COMMUNICATIONS 76 - - - - - CELL PHONE & AIR CARD 819 1,229 1,000 1,185 1,185 - FIRE DEPT POTS LINES 11,536 11,566 12,000 12,000 12,000 - ATT - CITY HALL POTS LINES/BANDWIDTH 74,376 48,880 80,000 90,000 90,000 - ATT - PUBLIC SAFETY BANDWIDTH 16,100 34,027 25,000 27,600 27,600 - COMCAST-STATION 43/BANDWIDTH - 4,643 17,000 15,000 11,100 - POSTAGE - 156 65 200 200 - Total: Communications 102,908 100,501 135,065 145,985 142,085 - PRINTING: Business cards - - - 50 50 - TRAVEL - - 500 - - - GMIS CONFERENCE - - - 500 500 - Total: Travel - - 500 500 500 - EDUCATION & TRAINING - - 1,000 - - - GMIS CONFERENCE 1,000 1,000 - Total: Education & Training - - 1,000 1,000 1,000 - MAINTENANCE CONTRACTS - - - - OPTIVIEW 13,089 10,930 10,225 11,000 11,000 - GODADDY .COM 1,225 13 1,425 1,000 1,000 - EXPERTS-EXCHANGE 155 162 160 240 240 - ENERGOV 12,147 17,308 15,790 - - - ARC GIS 7,726 7,675 7,832 7,832 7,832 - SHORETEL 6,462 4,895 5,121 5,500 5,615 - INCODE 20,578 21,577 31,788 32,000 23,000 - ALEN SIMS 1,440 1,440 1,800 1,800 1,800 - OFFSITE BACKUP 8,175 6,625 5,000 5,000 5,000 - FIREHOUSE 10,965 8,817 10,719 11,000 9,620 - NETMOTION 5,034 4,370 6,600 6,600 5,000 - GUARDIAN TRACKING 1,156 408 1,424 1,500 1,500 - OSSI 32,118 45,219 30,079 31,000 31,000 - DIGICERT 225 338 500 500 500 - SYMANTEC ANTI-VIRUS 933 - - - - - IT IGA JOHNS CREEK 221,776 55,897 42,900 44,500 44,500 - BARRACUDA MESSAGE MAINT.3,122 3,788 7,631 8,500 4,000 - L-3 COMMUNICATIONS 9,899 11,561 15,250 15,250 15,250 - EMS TRAINING AIDS 3,538 3,726 4,000 4,200 4,200 - PINPOINT - - 3,180 3,200 3,200 - MICROPAVER - - 970 - - - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Information Technology Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget MAINTENANCE CONTRACTS (continued)- - - - 2FA - 281 439 500 500 - WORK ZONE - 1,950 2,250 3,300 3,300 - VC3 - - 257,788 270,000 270,000 - OPEN GOV - - 6,500 6,500 6,500 - ICMA ANALYTICS TOOL - - 9,211 9,300 9,211 - Total: Maintenance Contracts 359,763 206,980 478,582 480,222 463,768 - Total: Other Purchased Services 462,671 307,481 615,147 627,757 607,403 - Supplies GENERAL SUPPLIES - - 526 - - - PRINTER MAINTENANCE KITS 1,159 639 829 900 900 - PLOTTER INK 264 2,595 2,000 - - - PLOTTER PAPER 300 472 750 900 900 - Total: General Supplies 1,723 3,705 4,105 1,800 1,800 - Total: Supplies 1,723 3,705 4,105 1,800 1,800 - Machinery & Equipment COMPUTER / SOFTWARE 5,118 5,497 4,000 - - - COMPUTER / HARDWARE 74,782 87,153 35,000 40,000 40,000 - OTHER EQUIPMENT COMPUTER EQUIP&SUPPLIES 6,651 8,819 7,500 7,500 7,500 - DESKTOP PRINTERS 14,977 15,444 3,810 12,000 12,000 - CITY PHONE SYSTEM 64 1,446 1,500 1,500 1,500 - SCANNERS - - - 2,500 2,500 - OTHER - - 552 - - - CELL PHONES 67 - 150 - - - Total: Other Equipment 21,760 25,709 13,512 23,500 23,500 - Total: Machinery & Equipment 101,660 118,359 52,512 63,500 63,500 - Total: Information Technology 565,650 532,035 788,178 811,457 791,103 - Human Resources Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 176,014 145,666 138,995 142,611 142,611 - Total: Salaries & Wages 176,014 145,666 138,995 142,611 142,611 - Employee Benefits GROUP INSURANCE 18,194 18,881 20,107 22,795 22,795 - 401A (SS MATCH)6,616 5,462 5,186 5,294 5,294 - FICA MEDICARE 2,443 1,971 2,006 2,048 2,048 - 401A ER MATCH OF 457B CONTRIBUTIONS 302 510 1,383 1,411 1,411 - PENSION (GMEBS)8,090 12,393 12,445 12,702 12,702 - TUITION REIMBURSEMENT - - 6,000 3,000 3,000 - UNEMPLOYMENT INSURANCE 141 99 120 100 100 - WORKER'S COMPENSATION 281 464 526 537 537 - FLEXIBLE SPENDING 60 - - - - - TOBACCO CESSATION REIMBURSEMENT - - 6,438 2,500 2,500 - Total: Employee Benefits 36,126 39,781 54,211 50,387 50,387 - Purchased Professional and Technical Services ADMINISTRATIVE FEES FLEXIBLE SPENDING ADMIN.2,798 4,849 5,070 6,500 6,500 - ICMA RC FEES 1,750 1,500 3,000 3,000 3,000 - PAYROLL FEES 38,553 46,672 34,400 34,000 34,000 - Total: Administrative Fees 43,101 53,021 42,470 43,500 43,500 - PROFESSIONAL FEES 90 3,200 30,000 30,000 30,000 - RANDOM DRUG SCREEN 420 414 225 900 900 - POLICE POST-OFFER PHYSICALS 1,391 1,400 1,790 2,360 2,360 - FIRE POST-OFFER PHYSICALS 1,750 2,376 2,000 1,800 1,800 - EAP SERVICES 3,372 4,215 5,074 5,074 5,074 - EAP ON-CALL SERVICES - - 695 700 700 - EMPLOYEE APPRECIATION - 225 2,000 2,000 2,000 - RECRUITMENT - - 1,526 1,500 1,500 - Total: Professional Fees 7,022 11,830 43,310 44,334 44,334 - Total: Purchased Professional and Technical Services 50,123 64,850 85,780 87,834 87,834 - Purchased-Property Services RENTAL EQUIPMENT/EMPLOYEE APPRECIATION - 1,575 - - - - Total: Purchased-Property Services - 1,575 - - - - Other Purchased Services COMMUNICATIONS 823 862 848 800 800 - COMMUNICATIONS/POSTAGE 61 61 200 100 100 - ADVERTISING 320 72 1,000 1,000 1,000 - PRINTING 88 65 100 100 100 - TRAVEL GLGPA CONFERENCE 959 - 500 1,014 1,014 - GRA CONFERENCE 865 1,000 450 450 450 - RECRUITMENT - - 2,181 2,180 2,180 - OTHER - 485 - - - - Total: Travel 1,824 1,486 3,131 3,644 3,644 - DUES AND FEES SHRM 315 183 185 185 185 - IPMA 210 236 390 236 236 - GLGPA 125 50 100 100 100 - WORLD AT WORK - - 350 350 350 - GEORGIA RECORDS ASSOCIATION - 20 20 20 20 - OTHER 20 - - - - - Total: Dues & Fees 670 489 1,045 891 891 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Human Resources Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget EDUCATION & TRAINING GLGPA CONFERENCE 386 211 800 800 800 - EMPLOYEE TRAINING 1,023 5,735 14,000 14,000 14,000 - IPMA CONFERENCE 918 - 1,300 - - - SHRM CONFERENCES - 200 350 - - - EMPLOYEE WELLNESS 443 2,562 15,574 13,700 13,700 - GRA CONFERENCE - - 250 250 250 - OTHER 149 - - - - - Total: Education & Training 2,919 8,708 32,274 28,750 28,750 - Total: Other Purchased Services 6,705 11,743 38,598 35,285 35,285 - Supplies GENERAL SUPPLIES 76 70 1,000 1,000 1,000 - 5 YEAR PINS 1,763 467 174 120 120 - EMPLOYEE APPRECIATION - 1,186 1,476 1,450 1,450 - Total: General Supplies 1,839 1,723 2,650 2,570 2,570 - FOOD/MEALS 1,254 914 1,000 1,000 1,000 - EMPLOYEE APPRECIATION - 1,284 1,500 1,500 1,500 - Total: Food/Meals 1,254 2,198 2,500 2,500 2,500 - Total: Supplies 3,093 3,921 5,150 5,070 5,070 - Machinery & Equipment FURNITURE & FIXTURES 35 - 315 315 315 - OTHER EQUIP/CELL PHONE REPLACEMENT 110 - 100 100 100 - Total: Machinery & Equipment 145 - 415 415 415 - Total: Human Resources 272,206 267,537 323,149 321,602 321,602 - Risk Management Account Name Department Requests City Manager Recommended Council Approved Insurance GENERAL LIABILITY 33,300 35,866 47,863 45,000 45,000 - LAW ENFORCEMENT LIABILITY 10,522 10,759 14,461 14,000 14,000 - PUBLIC OFFICIALS LIABILITY 63,975 66,124 91,779 75,000 75,000 - AUTOMOBILE LIABILITY 30,489 35,897 47,902 38,000 38,000 - PROPERTY & EQUIPMENT LIABILITY 4,694 4,782 5,654 4,800 4,800 - AUTO PHYSICAL DAMAGE 13,185 14,559 18,102 14,600 14,600 - BOILER & MACHINERY 774 815 1,081 820 820 - CLAIMS AND ADJUSTMENTS 22,073 11,276 20,000 20,000 20,000 - POLICE ANIMAL MORTALITY 1,484 512 1,485 1,200 1,200 - CRIME/FIDELITY 2,093 2,139 2,719 2,100 2,100 - UNISURED MOTORIST - 280 809 800 800 - MOBILE EQUIPMENTS - - - 8 8 - Total: Insurance 182,588 183,009 251,855 216,328 216,328 - Total: Risk Management 182,588 183,009 251,855 216,328 216,328 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget General Government Buildings Account Name Department Requests City Manager Recommended Council Approved Purchased Professional and Technical Services PROFESSIONAL FEES 3,758 393 - - - - FACILITIES REPAIRS & MAINTENANCE 3,394 87,821 5,000 5,000 5,000 - GROUNDS REPAIRS & MAINTENANCE 488 - - - - - Total: Purchased Professional and Technical Services 7,641 88,214 5,000 5,000 5,000 - Purchased-Property Services RENTAL LAND & BUILDINGS 321,422 364,278 375,230 386,421 386,421 - Total: Purchased-Property Services 321,422 364,278 375,230 386,421 386,421 - Other Purchased Services OTHER PURCHASED SERVICES 160 - - - - - Total: Other Purchased Services 160 - - - - - Machinery & Equipment OTHER EQUIP/CELL PHONE REPLACEMENT - 768 - - - - Total: Machinery & Equipment - 768 - - - - Other Costs INTERGOVERNMENTAL 8,126 - 6,255 5,000 5,000 - Total: Other Costs 8,126 - 6,255 5,000 5,000 - Total: General Government Buildings 337,349 453,260 386,485 396,421 396,421 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Innovation & Engagement Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 113,708 135,245 205,507 195,185 195,185 - Total: Salaries & Wages 113,708 135,245 205,507 195,185 195,185 - Employee Benefits GROUP INSURANCE 8,214 13,257 27,533 33,756 33,756 - 401A (SS MATCH)4,271 5,072 8,684 7,252 7,252 - FICA MEDICARE 1,599 1,867 2,932 2,805 2,805 - 401A ER MATCH OF 457B CONTRIBUTIONS 951 1,201 1,427 1,767 1,767 - PENSION (GMEBS)4,344 10,585 18,244 15,902 15,902 - TUITION REIMBURSEMENT - 6,000 3,000 6,000 6,000 - UNEMPLOYMENT INSURANCE 175 156 240 200 200 - WORKER'S COMPENSATION 141 1,219 3,603 735 735 - FLEXIBLE SPENDING 1,200 2,400 2,400 - - - Total: Employee Benefits 20,895 41,758 68,063 68,417 68,417 - Purchased Professional and Technical Services PROFESSIONAL FEES PHOTOGRAPHY 550 575 1,500 1,500 1,500 - WEBSITE DESIGN 1,150 730 49,700 - - - GRAND OPENINGS - - 624 1,000 1,000 - Total: Professional Fees 1,700 1,305 51,824 2,500 2,500 - Total: Purchased Professional and Technical Services 1,700 1,305 51,824 2,500 2,500 - Other Purchased Services COMMUNICATIONS 675 913 1,000 1,000 1,680 - POSTAGE 26 658 500 750 750 - ADVERTISING 1,688 4,820 4,421 9,000 9,000 - PRINTING 7,362 3,804 8,000 10,000 10,000 - TRAVEL - 28 670 - - - SOUTHEAST FESTIVALS & EVENTS CONFERENCE - - 770 770 - GOVERNMENT COMMUNICATORS QUARTERLY MTGS - 350 350 SOCIAL MEDIA CLUB OF ATLANTA - 400 400 Total: Travel - 28 670 1,520 1,520 - DUES & FEES CITY/COUNTY OF GA MARKETING ASSOC 885 - - - - - NORTH FULTON BUSINESS EXPO 700 1,050 700 700 700 - VENNGAGE - 19 19 - - - SOCIAL MEDIA CLUB OF ATLANTA - - - 200 200 - OTHER - 150 - - - - Total: Dues & Fees 1,585 1,219 719 900 900 - EDUCATION & TRAINING 596 2,086 2,000 - - - SOUTHEAST FESTIVALS & EVENTS CONFERENCE - - - 375 375 - GOVERNMENT COMMUNICATORS QUARTERLY MTGS - - - 100 100 - Total: Education & Training 596 2,086 2,000 475 475 - MAINTENANCE CONTRACTS CONSTANT CONTACT 720 725 600 600 780 - WEBSITE MAINTENANCE 2,336 925 8,000 4,440 4,440 - ADOBE CREATIVE CLOUD - 300 360 2,010 2,520 - HOOTSUITE PRO - - - 120 120 SURVEY MONKEY - - - 300 300 SCHEDUGRAM - - - 240 240 VENNGAGE - - - - 228 OTHER 25 - 257 - - - Total: Maintenance Contracts 3,081 1,950 9,217 7,710 8,628 - Total: Other Purchased Services 15,012 15,477 26,627 31,355 32,953 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Innovation & Engagement Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Supplies GENERAL SUPPLIES 118 119 320 300 300 - GRAND OPENINGS SUPPLIES - - 353 - - - Total: General Supplies 118 119 673 300 300 - FOOD/MEALS - 87 - - - - GRAND OPENINGS FOOD - - 66 - - - Total: Food/Meals - 87 66 - - - UNIFORMS 108 32 50 50 50 - PROMOTIONAL ITEMS 1,061 3,769 4,000 4,800 4,800 - Total: Supplies 1,287 4,007 4,789 5,150 5,150 - Machinery & Equipment FURNITURE & FIXTURES 660 - 500 500 500 - OTHER EQUIPMENT - - - - CAMERAS 950 - 1,320 1,300 1,300 - CELL PHONE - - 100 100 100 - Total: Other Equipment 950 - 1,420 1,400 1,400 - Total: Machinery & Equipment 1,610 - 1,920 1,900 1,900 - Total: Innovation & Engagement 154,213 197,793 358,730 304,507 306,105 - Municipal Court Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 173,932 185,485 222,052 222,564 222,564 - OVERTIME - - - 500 500 - STIPEND 4,726 4,634 4,800 4,800 4,800 - Total: Salaries & Wages 178,658 190,119 226,852 227,864 227,864 - Employee Benefits GROUP INSURANCE 9,301 17,954 20,070 22,423 22,423 - 401A (SS MATCH)6,544 6,987 8,279 7,382 7,382 - FICA MEDICARE 2,403 2,653 3,203 2,855 2,855 - 401A ER MATCH OF 457B CONTRIBUTIONS 926 746 1,351 1,120 1,120 - PENSION (GMEBS)7,096 10,329 12,155 10,079 10,079 - UNEMPLOYMENT INSURANCE 284 246 300 250 250 - WORKER'S COMPENSATION 4,538 697 839 748 748 - FLEXIBLE SPENDING 2,400 130 - - - - Total: Employee Benefits 33,492 39,743 46,197 44,857 44,857 - Purchased Professional and Technical Services PROFESSIONAL FEES TRANSLATORS 5,610 7,360 9,200 9,000 9,000 - COURT APPOINTED ATTORNEY 9,260 8,158 8,000 8,000 8,000 - SUBSTITUTE JUDGES 600 1,075 1,000 1,000 1,000 - SUBSTITUTE SOLICITORS - 600 1,000 1,000 1,000 - Total: Professional Fees 15,470 17,193 19,200 19,000 19,000 - Total: Purchased Professional and Technical Services 15,470 17,193 19,200 19,000 19,000 - Other Purchased Services COMMUNICATIONS 711 711 1,422 1,422 1,422 - POSTAGE 628 678 650 700 700 - PRINTING 555 963 763 800 800 - TRAVEL GCCA CONFERENCE (2)1,588 1,278 1,500 1,500 1,500 - MUNICIPAL COURT CLERK TRAINING 171 186 396 400 400 - GCIC TAC CONFERENCE - - 700 700 700 - GRA CONFERENCE - 186 - - - - JUDGES CONFERENCE - - - 700 700 OTHER TRAVEL - - 161 - - - Total: Travel 1,759 1,650 2,757 3,300 3,300 - DUES AND FEES GCCA 75 56 100 100 100 - MUNICIPAL COURT CLERK 44 26 45 45 45 - JUDGES MUNICIPAL DUES 125 125 50 50 50 - OTHER - 92 9 - - - Total: Dues and Fees 244 299 204 195 195 - EDUCATION & TRAINING GCCA CONFERENCE 410 420 420 420 420 - COURT CLERK ASSOC 150 150 225 225 225 - JUDGES TRAINING 225 550 845 225 225 - MSU CERTIFICATE - - - - - - GCIC TAC Conference - - 150 150 150 - GRA CONFERENCE - 350 - - - - Total: Education & Training 785 1,470 1,640 1,020 1,020 - MAINTENANCE CONTRACTS ONLINE PYMT SYSTEM 239 273 330 - - - PANIC BUTTON 408 340 - - - - Total: Maintenance Contracts 647 613 330 - - - Total: Other Purchased Services 5,329 6,384 7,766 7,437 7,437 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Municipal Court Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Supplies GENERAL SUPPLIES 280 1,260 400 400 400 - BOOKS AND PERIODICALS 256 - 150 150 150 - Total: Supplies 536 1,260 550 550 550 - Machinery & Equipment FURNITURE & FIXTURES 103 - 906 - - - Total: Machinery & Equipment 103 - 906 - - - Total: Municipal Court 233,588 254,698 301,471 299,708 299,708 - Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 1,601,003 1,705,517 2,106,696 2,151,032 2,151,032 - SALARIES AND WAGES / OVERTIME 65,255 62,472 60,000 75,000 75,000 - SALARIES AND WAGES / RESTRICTED ON-CALL PAY 8,677 8,447 9,000 9,000 9,000 - SALARIES AND WAGES / HOLIDAY PAY 101,040 87,150 109,000 120,000 120,000 - Total: Salaries & Wages 1,775,976 1,863,585 2,284,696 2,355,032 2,355,032 - Employee Benefits GROUP INSURANCE 256,295 313,861 417,433 478,056 478,056 - 401A (SS MATCH)66,989 71,860 86,419 94,786 94,786 - FICA MEDICARE 24,628 25,922 30,810 31,112 31,112 - 401A ER MATCH OF 457B CONTRIBUTIONS 10,224 13,163 51,444 85,711 85,711 - PENSION (GMEBS)89,969 147,595 164,283 138,230 138,230 - TUITION REIMBURSEMENT 2,847 6,442 9,000 24,000 24,000 - UNEMPLOYMENT INSURANCE 2,359 1,970 2,640 2,150 2,150 - WORKER'S COMPENSATION 59,530 71,374 110,589 109,087 109,087 - FLEXIBLE SPENDING 4,200 4,200 4,800 4,800 4,800 - Total: Employee Benefits 517,041 656,387 877,418 967,932 967,932 - Purchased Professional and Technical Services PROFESSIONAL FEES 592 1,910 2,000 2,000 2,000 - LASER & RADAR RECERTIFICATION 750 1,225 1,742 1,875 1,875 - K-9 306 1,030 2,500 1,500 1,500 - GRAPHICS FOR PATROL CARS 1,740 1,222 2,000 2,000 2,000 - INMATE MEDICAL SERVICES 20,738 35,464 35,000 30,000 30,000 - TAG & TITLE APPLICATIONS 395 429 600 600 600 - RECRUITMENT TESTING-POLYGRAPH 900 1,200 2,700 2,700 2,700 - RECRUITMENT TESTING - PYSCH 1,800 1,000 2,400 3,000 3,000 - WRITTEN ENTRY LEVEL TEST 1,190 885 1,000 1,500 1,500 - PROMOTION EXAMINATIONS 554 533 1,100 1,100 1,100 - EMPLOYMENT BACKGROUND CHECKS 845 1,898 1,692 1,898 1,898 - IACP NET YEARLY FEES 800 800 1,000 1,000 1,000 - HEALTH & WELLNESS PROGRAM 7,780 8,788 13,000 13,000 13,000 - Total: Professional Fees 38,389 56,383 66,734 62,173 62,173 - PROFESSIONAL FEES / INVESTIGATIONS INVESTIGATIVE DATABASE SUB 2,128 2,128 3,000 3,000 3,000 - OTHER INVESTIGATIVE FEES 2,030 192 1,000 1,000 1,000 - Total: Professional Fees/Investigations 4,158 2,320 4,000 4,000 4,000 - EQUIPMENT REPAIR & MAINT 1,245 497 1,000 1,000 1,000 - EQUIPMENT R&M/MOTOROLA RADIOS 194 647 1,000 1,000 1,000 - CAMERA MAINTENANCE - - - 800 800 Total: Equipment Repair & Maintenance 1,438 1,144 2,000 2,800 2,800 - FACILITIES REPAIR & MAINT 2,010 1,809 3,500 2,000 2,000 - VEHICLE REPAIR & MAINT 74,057 57,741 81,906 80,000 80,000 - RENTAL LAND & BUILDINGS - - 11,680 - - - RANGE FEES 5,335 4,005 - - - STORAGE UNIT - - 3,720 3,720 Total: Rental Land & Buildings - 4,005 11,680 3,720 3,720 - Total: Purchased Professional and Technical Services 125,388 123,402 169,820 154,693 154,693 - Other Purchased Services COMMUNICATIONS 29,636 28,961 42,812 40,000 40,000 - POSTAGE 1,419 1,143 1,200 1,500 1,500 - PRINTING CITATIONS, FORMS & DOCUMENTS 1,390 3,114 2,000 3,500 3,500 - BUSINESS CARDS 1,413 1,210 1,000 1,500 1,500 - Total: Printing 2,803 4,324 3,000 5,000 5,000 - FY 2013 Actuals Police FY 2014 Actuals FY 2016 FY 2015 Amended Budget Account Name Department Requests City Manager Recommended Council Approved FY 2013 Actuals Police FY 2014 Actuals FY 2016 FY 2015 Amended Budget TRAVEL 3,231 1,658 2,000 2,000 2,000 - CRUISE CARDS 580 80 - - - - IACP CONFERENCE 913 2,134 3,606 - - - CALEA CONFERENCE 1,229 3,656 3,800 1,600 1,600 - UPD 184 2,363 5,000 5,000 5,000 - K-9 - 69 4,018 1,000 1,000 - SWAT - 571 1,200 1,500 1,500 - RECORDS CLERK CONFERENCE 196 662 800 800 800 - GACP CONFERENCE 1,075 281 900 900 900 - GPSTC 83 791 800 800 800 - CID TRAVEL - - 2,000 2,000 2,000 - GPAC TRAVEL 480 939 1,800 2,000 2,000 - AA/TAC CONFERENCE - - 500 500 500 - COMMAND COLLEGE - 2,723 2,800 8,556 8,556 - GACE CONFERENCE - - 400 400 400 - Total: Travel 7,970 15,927 29,624 27,056 27,056 - DUES AND FEES 316 737 1,322 1,500 1,500 - GEORGIA POLICE ACCREDITATION COALITION 75 75 94 95 95 - GEORGIA ASSN OF CHIEFS OF POLICE 450 600 700 375 375 - INTERNATIONAL ASSN OF CHIEFS OF POLICE 319 384 1,094 1,095 1,095 - POST FEES 361 522 1,200 2,000 2,000 - ACCREDITATION FEES - 2,663 4,065 4,065 4,065 - IALEFI 55 14 65 - - - CID CONFIDENTIAL FUNDS - - 500 500 500 - GACE - - 50 - - - NADDI (National Assn Drug Diversion Investigators)- - - 50 50 - FBI-LEEDA - - - 50 50 - RANGE FEES - - - 8,780 8,780 - Total: Dues and Fees 1,576 4,995 9,090 18,510 18,510 - EDUCATION & TRAINING 598 448 1,500 1,500 1,500 - PROFESSIONAL DEVELOPMENT UPD 650 1,825 6,000 10,435 10,435 - GACP CONFERENCE 375 100 400 400 400 - RECORDS CLERK CONFERENCE 225 250 700 700 700 - AA/TAC CONFERENCE - 125 250 250 250 - CRIMINAL INVESTIGATIONS 1,866 1,165 2,000 4,000 4,000 - CANINE TRAINING - 325 6,750 500 500 - NCGLEA 2,400 3,425 7,400 3,900 3,900 - IACP CONFERENCE 275 - 645 - - - SWAT - - 1,200 1,500 1,500 - PROFESSIONAL MANAGEMENT PROGRAM 3,905 2,997 - - - - CALEA CONFERENCE 1,275 1,435 2,720 750 750 - R.A.D 3,110 1,204 2,000 2,000 2,000 - INSTRUCTOR TRAINING 1,850 1,640 1,200 1,200 1,200 - GPAC TRAINING 200 400 400 400 400 - COMMAND COLLEGE - 3,582 2,850 11,400 11,400 - GACE CONFERENCE AND WORKSHOPS - - 740 - - - Total: Education & Training 16,729 18,921 36,755 38,935 38,935 - MAINTENANCE CONTRACTS INMATE SERVICES - - 5,000 5,000 5,000 - PROPERTY & EVIDENCE IGA 58,901 65,000 60,000 60,000 60,000 - 800 MHZ FEES TO FULTON CTY 12,037 12,418 26,400 26,400 - - INNOVATIVE DATA SOLUTIONS 2,860 3,076 4,810 4,900 4,900 - ANIMAL CONTROL - FULTON CO 26,513 26,942 29,201 25,000 25,000 - CHOICEPOINT/CLEAR 3,899 4,096 4,620 4,700 4,700 - Account Name Department Requests City Manager Recommended Council Approved FY 2013 Actuals Police FY 2014 Actuals FY 2016 FY 2015 Amended Budget MAINTENANCE CONTRACTS (continued) CRIME REPORTS 3,576 3,576 4,700 4,700 4,700 - CELLEBRITE SYS 2,999 1,550 4,649 3,100 3,100 - AFIS CIRCUIT 7,645 9,999 10,300 10,500 10,500 - RING CENTRAL 96 - 500 500 500 - ELECTRONIC WARRANT INTERCHANGE - 324 2,051 2,500 2,500 - VIGILANT SOLUTIONS - - 725 725 725 - BODY WORN CAMERAS - - 8,193 - - - Total: Maintenance Contracts 118,527 126,979 161,149 148,025 121,625 - Total: Other Purchased Services 178,659 201,251 283,630 279,026 252,626 - Supplies GENERAL SUPPLIES 7,903 8,053 15,000 13,000 13,000 - AMMUNITION 14,570 16,091 16,000 17,412 17,412 - K-9 458 1,106 500 1,425 1,425 - NEW EMPLOYEES 4,373 12,602 4,230 4,250 4,250 - RANGE SUPPLIES 850 798 1,500 1,000 1,000 - FIRST AID KITS - 431 1,500 500 500 - ALCO SENSOR MOUTH PIECES 161 60 200 200 200 - ID CARDS AND SETUP FEE 266 159 1,131 1,100 1,100 - GOLF TOURNAMENT SUPPLIES 7,078 400 - - - - JAIL SUPPLIES 1,183 1,588 1,500 1,500 1,500 - CRIME SCENE SUPPLIES - - - 1,500 1,500 - Total: General Supplies 36,842 41,289 41,561 41,887 41,887 - GASOLINE/DIESEL 136,937 152,466 142,000 135,000 135,000 - FOOD/MEALS 558 716 773 775 775 - BOOK & PERIODICALS 124 59 261 400 400 - UNIFORMS 22,264 27,659 35,000 35,000 35,000 - AWARDS AND RECOGNITION 927 130 1,000 1,000 1,000 - BODY ARMOR 4,187 4,078 7,200 9,750 9,750 - Total: Supplies/Uniforms 27,378 31,867 43,200 45,750 45,750 - Total: Supplies 201,838 226,397 227,795 223,812 223,812 - Machinery & Equipment FURNITURE & FIXTURES 736 13,921 2,000 2,000 2,000 - OTHER EQUIPMENT 11,350 - - - - - CRIME PREVENTION MATERIALS 7,893 7,219 10,000 10,000 10,000 - ICOP STORAGE 220 784 1,500 1,000 1,000 - TRAINING AIDS 231 203 500 500 500 - FIRE EXTINGUISHERS 338 143 750 250 250 - TICKET PRINTERS 4,000 4,762 1,500 4,000 4,000 - SWAT 5,236 2,951 2,000 3,000 3,000 - PATROL EQUIPMENT - 8,233 6,500 6,500 6,500 - AEDS 3,138 - - - - - LASERS - 2,645 2,000 - - - VEHICLE EQUIPMENT - 11,466 1,880 - - - ACTIVE SHOOTER KITS - - 21,600 - - - CELL PHONES 340 235 500 500 500 - WEAPONRY 3,724 11,637 8,500 8,500 8,500 - CAMERAS 2,636 868 23,471 - - - MOTOROLA RADIOS - 5,564 15,500 5,000 170,800 - OTHER 5,349 16,164 - - - - Total: Other Equipment 44,454 72,874 96,201 39,250 205,050 - Account Name Department Requests City Manager Recommended Council Approved FY 2013 Actuals Police FY 2014 Actuals FY 2016 FY 2015 Amended Budget OTHER EQUIPMENT/INVESTIGATIONS CRIME SCENE KITS-UPD 818 - - - - - CRIME SCENE EQUIP -CID 686 - - - - - TRAFFIC ACC. INVEST.451 - - - - - Total: Other Equipment/Investigations 1,955 - - - - - Total: Machinery & Equipment 47,145 86,795 98,201 41,250 207,050 - Other Costs INTERGOVERNMENTAL - - 26,000 26,000 26,000 - Total: Other Costs - - 26,000 26,000 26,000 - Total: Police 2,846,047 3,157,817 3,967,560 4,047,745 4,187,145 - Fire Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 2,744,240 3,032,732 3,244,322 3,411,600 3,411,600 - SALARIES AND WAGES / OVERTIME 69,835 57,413 57,500 50,000 50,000 - SALARIES AND WAGES / ON-CALL PAY - 320 2,500 4,800 4,800 - SALARIES AND WAGES / HOLIDAY PAY 118,167 112,548 192,113 210,000 210,000 - Total: Salaries & Wages 2,932,241 3,203,013 3,496,435 3,676,400 3,676,400 - Employee Benefits GROUP INSURANCE 405,768 486,716 580,824 683,649 683,649 - 401A (SS MATCH)110,198 121,226 129,772 130,583 130,583 - FICA MEDICARE 40,174 44,385 48,158 49,383 49,383 - 401A ER MATCH OF 457B CONTRIBUTIONS 25,617 26,152 43,407 47,138 47,138 - PENSION (GMEBS)154,477 274,559 298,710 295,608 295,608 - TUITION REIMBURSEMENT 6,227 13,055 20,000 20,000 20,000 - UNEMPLOYMENT INSURANCE 3,497 2,995 3,660 3,050 3,050 - WORKER'S COMPENSATION 68,602 78,953 106,024 108,935 108,935 - FLEXIBLE SPENDING 24,800 24,258 22,050 22,050 22,050 - Total: Employee Benefits 839,359 1,072,299 1,252,605 1,360,396 1,360,396 - Purchased Professional and Technical Services PROFESSIONAL FEES - 465 - - - - HEALTH & WELLNESS PROGRAM 14,765 14,595 17,400 18,525 18,525 - TLAER TRAINING INSTRUCTOR - - 3,000 3,000 3,000 - MEDICAL DIRECTION 20,000 18,366 20,000 20,000 20,000 - BIO HAZARD WASTE DISPOSAL 285 950 1,300 1,320 1,320 - Total: Professional Fees 35,050 34,376 41,700 42,845 42,845 - GARBAGE PICKUP 6,212 5,865 7,800 8,000 8,000 - EQUIPMENT REPAIR & MAINT STATION EQUIPMENT R & M 19,254 24,076 24,550 36,430 36,430 - BREATHING APPARATUS TESTING/REPAIR 3,282 2,972 7,640 8,025 8,025 - INSPECT/REPAIR HYD. RESCUE TOOLS 201 864 7,580 7,600 7,600 - APPARATUS R&M INCLUDING PUMP TEST 31,173 35,983 78,851 109,725 102,225 - APPARATUS EMERGENCY REPAIRS 19,782 15,525 - - - - GAS DETECTOR REPAIR 420 2,058 3,156 3,155 3,155 - NOZZLES, VALVES, APPLIANCES, HOSE 4,468 5,842 10,040 13,203 13,203 - ANNUAL HYDRANT MAINTENANCE 2,299 2,603 3,708 3,112 3,112 - LADDER TESTING 1,294 1,244 1,650 1,500 1,500 - THERMAL IMAGING CAMERA MAINTENANCE 333 290 2,800 1,700 1,700 - Total: Equipment Repair & Maintenance 82,506 91,459 139,975 184,450 176,950 - FACILITY REPAIR & MAINT 84 110,672 26,700 14,270 12,570 - VEHICLE REPAIR & MAINT 9,864 2,514 - - - - GROUNDS REPAIR & MAINT 4,943 1,048 6,135 11,075 11,075 - Total: Purchased Professional and Technical Services 138,659 245,934 222,310 260,640 251,440 - Purchased-Property Services RENTAL LAND & BUILDINGS 2,099 1,091 2,000 - - - STATION 43 LEASE 222,456 222,011 221,246 220,944 220,944 - AWARDS BANQUET - - - 3,000 3,000 Total: Rental Land & Buildings 224,555 223,101 223,246 223,944 223,944 - RENTAL EQUIP & VEHICLES - - 500 500 500 - Total: Purchased-Property Services 224,555 223,101 223,746 224,444 224,444 - Other Purchased Services COMMUNICATIONS 15,088 13,622 15,192 15,384 15,384 - POSTAGE 178 199 400 600 600 - PRINTING 106 290 800 800 800 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Fire Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget TRAVEL 9,448 1,311 1,800 - - - GA FIRE CHIEF'S CONFERENCE - - 450 630 630 - INTERNATIONAL ASSOC OF FIRE CHIEFS - - - 3,930 3,930 - SOUTHEASTERN FIRE CHIEFS ASSOC - - 600 600 600 - STAFF & COMMAND - 397 - - - - FDIC - - 2,924 4,380 4,380 - GA EMS & EDUCATORS CONFERENCE - - 628 900 900 - SOUTHEASTERN TRAINING CONF - - 780 740 740 - ARSON SEMINAR - 1,751 1,170 1,170 1,170 - INSPECTOR/PUB-ED SEMINAR - 941 149 - - - FIRE INSPECTOR SYMPOSIUM - - 270 270 270 - NFA EXECUTIVE FIRE OFFICER PROGRAM - - 650 325 325 - Total: Travel 9,448 4,400 9,421 12,945 12,945 - DUES AND FEES 80 - 246 - - - PROFESSIONAL LICENSE RENEWALS 5,016 100 63 - - - SUBSCRIPTIONS 100 58 300 200 200 - NATIONAL REGISTRY - 270 577 500 500 - GA STATE EMS RECERTIFICATION - 3,859 - 4,500 4,500 - INTERNATIONAL ASSOC OF EMERG MGT - 225 185 185 185 - INTERNATIONAL ASSOC OF FIRE CHIEFS - 665 2,058 2,058 2,058 - NATIONAL FIRE PROTECTION AGENCY - 1,290 900 1,000 1,000 - GA ASSOC OF FIRE CHIEFS - 238 700 700 700 - CPSE CFO RECERTIFICATION - - 700 - - - ICC PLAN REVIEW CERTIFICATION - - 1,000 - - - GEORGIA FIRE INVESTIGATOR ASSOCIATION - 15 105 100 100 - ADVANCED CARDIOVASCULAR LIFE SUPPORT - - 210 150 150 - PEDIATRIC ADVANCED LIFE SUPPORT - 140 420 225 225 - PREHOSPITAL TRAMA LIFE SUPPORT - - 900 225 225 - ADVANCED MEDICAL LIFE SUPPORT - - 900 225 225 - EMERGENCY PEDIATRIC CARE - - 900 225 225 - Total: Dues & Fees 5,196 6,859 10,164 10,293 10,293 - EDUCATION & TRAINING 1,031 - 6,988 - - - PROFESSIONAL DEVELOPMENT 1,425 1,335 2,754 2,250 2,250 - MGMT PROFESSIONAL DEV 4,080 201 - - - - GA FIRE CHIEF'S CONFERENCE - - 400 300 300 - INTERNATIONAL ASSOC OF FIRE CHIEFS - - 4,430 1,845 1,845 - SOUTHEASTERN FIRE CHIEFS ASSOC - - 400 300 300 - STAFF & COMMAND - 1,550 - - - - FDIC - - 1,950 1,950 1,950 - GA EMS & EDUCATORS CONFERENCE - - 150 160 160 - SOUTHEASTERN TRAINING CONF - - 225 225 225 - ARSON SEMINAR - 583 150 150 150 - FIRE INSPECTOR SYMPOSIUM - - 300 - - - Total: Education & Training 6,536 3,669 17,747 7,180 7,180 - MAINTENANCE CONTRACTS 800 MHZ FEES TO FULTON COUNTY 5,652 5,841 13,860 - - - PEST CONTROL - FIRE STATIONS 1,568 1,600 1,600 1,710 1,710 - FIRE EXTINGUISHER INSPECT.2,056 2,213 3,000 3,000 3,000 - CODE RED MAINTENANCE 12,005 12,000 12,000 12,000 12,000 - LIFEPAK MAINTENANCE 3,837 3,939 4,200 7,782 7,782 - Total: Maintenance Contracts 25,118 25,592 34,660 24,492 24,492 - Total: Other Purchased Services 61,670 54,631 88,384 71,694 71,694 - Fire Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Supplies GENERAL SUPPLIES/SUPPRESSION 10,351 13,972 15,000 18,000 18,000 - OXYGEN REFILLS 1,789 590 3,000 3,000 3,000 - MEDICAL SUPPLIES 13,490 11,955 16,000 23,424 23,424 - Total: General Supplies/Suppression 25,629 26,516 34,000 44,424 44,424 - GENERAL SUPPLIES/PREVENTION 378 164 117 - - - PREVENT. & EDU MAT.1,201 1,921 4,883 3,500 3,500 - HEART READY CITY PGR 719 2,139 4,022 3,631 3,631 - Total: General Supplies/Prevention 2,298 4,224 9,022 7,131 7,131 - WATER / SEWAGE 1,729 1,782 2,000 1,500 1,500 - NATURAL GAS 11,143 14,901 17,600 14,500 14,500 - ELECTRICITY 25,285 24,436 21,000 21,000 21,000 - GASOLINE/DIESEL 63,156 47,148 58,012 50,000 50,000 - FOOD/MEALS 451 616 700 1,000 1,000 - BOOKS & PERIODICALS/TRAINING MATERIALS 1,043 3,568 2,347 1,050 1,050 - TELECOMMUNICATIONS 3,420 3,354 4,000 4,000 4,000 - UNIFORMS FIRE STANDARD UNIFORMS 41,595 27,322 29,475 36,645 38,395 - TURN OUT GEAR 52,664 69,850 37,636 34,535 34,535 - CLASS A UNIFORMS 8,603 - 1,020 11,320 11,320 - Total: Uniforms 102,863 97,172 68,131 82,500 84,250 - Total: Supplies 237,017 223,716 216,812 227,105 228,855 - Machinery & Equipment MACHINERY & EQUIPMENT / MACHINERY - 201 1,000 1,000 1,000 - FURNITURE & FIXTURES / PREVENTION 606 27,531 9,202 7,795 7,795 - OTHER EQUIPMENT 12,830 29,246 33,800 - - - SMALL EQUIPMENT 3,630 12,278 6,800 12,350 12,350 - EMS TRAINING AIDS - - 4,570 5,125 5,125 - RADIO CHARGERS & SPARE BATTERIES 424 310 4,654 5,321 5,321 - CELL PHONES 115 442 600 400 400 - MOTOROLA RADIOS 7,304 6,599 5,617 110,200 110,200 - Total: Other Equipment 24,302 48,876 56,041 133,396 133,396 - Total: Machinery & Equipment 24,909 76,607 66,243 142,191 142,191 - Total: Fire 4,458,410 5,099,302 5,566,535 5,962,870 5,955,420 - EMS Operations Account Name Department Requests City Manager Recommended Council Approved Other Purchased Services MAINTENANCE CONTRACTS 99,187 - - - - - Total: Other Purchased Services 99,187 - - - - - Total: EMS Operations 99,187 - - - - - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Public Works Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 457,269 481,943 440,621 653,783 653,783 - SALARIES & WAGES/OVERTIME 53 - - - - - SALARIES & WAGES/ON-CALL PAY - - - 8,043 8,043 - Total: Salaries & Wages 457,321 481,943 440,621 661,826 661,826 - Employee Benefits GROUP INSURANCE 47,260 58,653 60,146 102,330 102,330 - 401A (SS MATCH)17,192 18,287 17,654 25,765 25,765 - FICA MEDICARE 6,386 6,787 6,402 9,409 9,409 - 401A ER MATCH OF 457B CONTRIBUTIONS 3,050 4,096 8,946 11,111 11,111 - PENSION (GMEBS)22,844 40,051 31,923 50,506 50,506 - UNEMPLOYMENT INSURANCE 483 420 600 650 650 - WORKER'S COMPENSATION 17,791 23,014 30,948 14,475 14,475 - FLEXIBLE SPENDING 2,400 2,400 - 2,400 2,400 - Total: Employee Benefits 117,407 153,707 156,619 216,646 216,646 - Purchased Professional and Technical Services PROFESSIONAL FEES 925 51,826 38,033 - - - BULKY TRASH DAY 1,175 - - - - - ENGINEERING & SURVEYING SERVICES 1,400 1,970 8,012 7,500 7,500 - Total: Professional Fees 3,500 53,796 46,045 7,500 7,500 - CONTRACTED OVERHEAD TRIMMING & GRAVEL RD 2,494 - 20,000 20,000 20,000 - Total: Professional Fees/Contracted 2,494 - 20,000 20,000 20,000 - EQUIPMENT REPAIR & MAINT - 22 4,650 4,650 - VEHICLE REPAIR & MAINT 3,285 2,958 3,548 7,848 7,848 - GROUNDS REPAIR & MAINT - - - - - Total: Purchased Professional and Technical Services 9,279 56,754 69,615 39,998 39,998 - Purchased-Property Services RENTAL EQUIPMENT & VEHICLES 760 688 - - - - Total: Purchased-Property Services 760 688 - - - - Other Purchased Services COMMUNICATIONS 2,921 3,097 6,458 6,540 5,460 - POSTAGE 67 55 50 50 50 - ADVERTISING 162 324 250 250 - - OTHER PURCHASED SERVICES: Guardrail Repair 6,798 - 9,164 7,500 7,500 - PRINTING 137 - 100 100 100 - TRAVEL 1,413 1,750 648 3,735 250 - APWA CLASS - - 975 975 975 - ITE SEMINAR - - 585 585 585 - GIS CONFERENCE - - 1,925 1,925 1,925 - ASHE TECHNICAL SEMINAR - - 144 - - - Total: Travel 1,413 1,750 4,277 7,220 3,735 - DUES AND FEES 178 128 37 - PE LICENSE 100 - 100 - - - APWA 249 301 578 348 348 - IMSA - 173 228 240 240 - ASHE 89 150 50 50 50 - ITE 160 - 360 225 225 - CFM - - 50 100 100 - IECA - - - 700 700 - SFPMA - - - 100 100 - ISA - - - 130 130 - GAA - - - 150 150 - GUFC - - - 175 175 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Public Works Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget CPESC - - - 500 500 - CPSWQ - - - 125 125 - Total: Dues & Fees 776 623 1,366 2,843 2,843 - EDUCATION & TRAINING 300 199 - - - - APWA 1,443 - 790 790 790 - LEVEL II SIGNING & MARKING 800 - - - - - CONTINUING EDUCATION 1,135 390 964 1,000 1,000 - ASHE TECHNICAL SEMINAR - - 50 50 50 - ITE TECHNICAL SEMINAR - 155 225 - - - GA TRANSPORTATION SUMMIT 65 130 166 260 260 - APWA IN-HOUSE TRAINING - - 350 - - - GIS TRAINING - - 1,570 - - - GSWCC - - - 320 320 - CPESC - - - 250 250 - CESSWI - - - 250 250 - ARBORIST - - - 360 360 - Total: Education & Training 3,743 874 4,115 3,280 3,280 - MAINTENANCE CONTRACTS 800 MHZ FEES 518 553 1,000 951 - - Total: Maintenance Contracts 518 553 1,000 951 - - Total: Other Purchased Services 16,536 7,404 26,817 28,734 22,968 - Supplies GENERAL SUPPLIES 364 261 1,500 1,500 200 - ADOPT-A-ROAD/STREAMSIDE CLEANUP 147 - - - - - ARBOR DAY - - - 2,000 2,000 - Total: General Supplies 511 261 1,500 3,500 2,200 - ELECTRICITY 326,817 379,297 384,600 396,600 396,600 - GASOLINE/DIESEL 11,435 14,313 18,740 19,584 19,584 - FOOD/MEALS 780 314 400 - - - UNIFORMS 809 1,198 1,800 3,275 3,275 - Total: Supplies 340,352 395,384 407,040 422,959 421,659 - Infrastructure OPTECH RWM 459,688 475,336 489,596 533,913 533,913 - SIGNAL ALLOWANCE 16,380 7,240 18,886 12,285 12,285 - EMERGENCY SERVICES ALLOWANCE - 58,591 10,000 10,000 10,000 - MATERIALS ALLOWANCE 41,869 20,212 32,814 37,500 37,500 - TREE REMOVAL 9,544 8,355 8,555 6,000 6,000 - DUMPSTER FEES 5,688 11,171 9,000 9,000 9,000 - SIGNAL MATERIALS 1,636 21,001 23,399 30,000 25,000 - SIGN MATERIALS 20,447 24,000 30,000 30,000 25,000 - ADDITIONAL ROW MOWING 8,370 16,740 28,766 - - - Total: Infrastructure 563,623 642,645 651,016 668,698 658,698 - Machinery & Equipment FURNITURE & FIXTURES - - 5,000 - - - OTHER EQUIPMENT 97 221 - - - - ADOPT-A-ROAD SIGNS 187 - 100 100 100 - TOOLS/BATTERIES/CHEMICALS 5,466 3,362 5,965 7,500 7,500 - CELL PHONES - - 70 - 300 - Total: Other Equipment 5,750 3,583 6,135 7,600 7,900 - Total: Machinery & Equipment 5,750 3,583 11,135 7,600 7,900 - Total: Public Works 1,511,028 1,742,108 1,762,863 2,046,461 2,029,695 - Parks and Recreation Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 150,911 138,147 161,756 163,623 163,623 - Total: Salaries & Wages 150,911 138,147 161,756 163,623 163,623 - Employee Benefits GROUP INSURANCE 17,496 22,100 20,066 22,757 22,757 - 401A (SS MATCH)5,672 5,930 6,057 7,216 7,216 - FICA MEDICARE 2,097 2,174 2,346 2,368 2,368 - 401A ER MATCH OF 457B CONTRIBUTIONS 158 - 1,347 6,315 6,315 - PENSION (GMEBS)7,381 11,658 12,124 8,238 8,238 - UNEMPLOYMENT INSURANCE 263 231 600 500 500 - WORKER'S COMPENSATION 3,883 5,030 5,069 5,116 5,116 - Total: Employee Benefits 36,949 47,123 47,609 52,510 52,510 - Purchased Professional and Technical Services PROFESSIONAL FEES - - 16,000 15,000 15,000 - Total: Professional Fees - - 16,000 15,000 15,000 - CONTRACTED PARK MOWING & LITTER PICKUP 155,032 159,326 217,800 470,000 470,000 - Total: Professional Fees/Contracted 155,032 159,326 217,800 470,000 470,000 - FACILITY REPAIR & MAINT 9,628 21,058 4,000 12,500 12,500 - LIGHTING MAINTENANCE 3,664 3,808 700 500 500 - Total: Facility Repair & Maintenance 13,292 24,866 4,700 13,000 13,000 - GROUNDS REPAIR & MAINT 962 2,710 50,000 50,000 50,000 - Total: Purchased Professional and Technical Services 169,287 186,902 288,500 548,000 548,000 - Purchased-Property Services RENTAL LAND & BUILDINGS 2,500 5,000 6,000 2,000 2,000 - FCBOE LEASE 17,264 3,982 34,500 35,000 35,000 - Total: Rental Land & Buildings 19,764 8,982 40,500 37,000 37,000 - RENTAL EQUIPMENT & VEHICLES 3,843 3,452 5,000 5,500 5,500 - Total: Purchased-Property Services 23,607 12,434 45,500 42,500 42,500 - Other Purchased Services COMMUNICATIONS 652 1,303 1,520 4,800 4,800 - POSTAGE 499 70 212 200 200 - ADVERTISING - - 288 200 200 - PRINTING 445 339 500 400 400 - TRAVEL: Nat'l GRPA, Meals & Mileage 388 899 1,800 2,000 2,000 - DUES AND FEES: GRPA Dues 1,283 577 1,960 1,500 1,500 - EDUCATION & TRAINING: Nat'l RPA 800 275 1,500 1,500 1,500 - CONTRACT LABOR: For programs & activities 4,060 5,550 4,500 4,500 4,500 - IGA-ALPHARETTA PARKS & REC 325,000 316,000 330,500 300,000 436,000 - Total: Other Purchased Services 333,127 325,014 342,780 315,100 451,100 - Supplies GENERAL SUPPLIES 9,339 3,674 27,000 20,000 20,000 - WATER/SEWERAGE 8,439 11,799 19,000 65,000 65,000 - NATURAL GAS 497 1,063 2,000 3,800 3,800 - ELECTRICITY 21,611 16,986 11,300 66,000 66,000 - GASOLINE - - 500 500 500 - FOOD/MEALS 493 359 600 500 500 - PORTABLE TOILET RENTAL 221 2,608 4,400 4,400 4,400 - Total: Supplies 40,599 36,489 64,800 160,200 160,200 - Machinery & Equipment FURNITURE & FIXTURES - 2,007 - 200 200 - Total Machinery & Equipment - 2,007 - 200 200 - Total: Parks & Recreation 754,479 748,116 950,945 1,282,133 1,418,133 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Community Development Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 671,093 711,527 663,401 434,811 434,811 - Total: Salaries & Wages 671,093 711,527 663,401 434,811 434,811 - Employee Benefits GROUP INSURANCE 89,663 99,688 80,647 57,459 57,459 - 401A (SS MATCH) 25,230 26,841 24,724 16,256 16,256 - FICA MEDICARE 8,805 9,641 9,563 6,245 6,245 - 401A ER MATCH OF 457B CONTRIBUTIONS 3,663 4,003 5,721 7,437 7,437 - PENSION (GMEBS) 36,534 54,736 51,487 34,541 34,541 - UNEMPLOYMENT INSURANCE 736 676 720 350 350 - WORKER'S COMPENSATION 7,652 7,863 10,283 13,515 13,515 - FLEXIBLE SPENDING - 1,800 - - - - Total: Employee Benefits 172,281 205,249 183,145 135,803 135,803 - Purchased Professional and Technical Services PROFESSIONAL FEES 45,638 72,159 80,000 - - - BULKY TRASH - 2,529 2,300 2,300 2,300 - HAZARDOUS WASTE COLLECTION - - - 24,000 24,000 - Total: Professional Fees 45,638 74,688 82,300 26,300 26,300 - VEHICLE REPAIR & MAINT 7,581 2,764 4,000 1,000 1,000 - Total: Purchased Professional and Technical Services 53,219 77,452 86,300 27,300 27,300 - Other Purchased Services COMMUNICATIONS 5,201 5,274 5,300 3,000 3,000 - POSTAGE 3,450 1,811 3,000 3,000 3,000 - ADVERTISING 5,324 6,057 6,500 6,500 6,500 - PRINTING 3,663 1,506 2,500 2,500 2,500 - TRAVEL 294 28 8 - - - GPA CONFERENCE 543 206 700 800 800 - GAZA CONFERENCE 198 - 400 400 400 - APA NATIONAL CONFERENCE 984 302 900 900 900 - BOARDS & COMMISSIONS TRAINING 150 - 500 500 500 - STORMWATER TRAINING (NPDES FUNDS) 950 - 400 - - - GA URBAN FORESTRY COUNCIL CONFERENCE - 205 300 500 - - SUSTAINABILITY COORDINATOR TRAVEL - - - 400 400 Total: Travel 3,119 741 3,208 3,500 3,000 - DUES AND FEES 25 - - - - - CPESC 100 175 200 - - - CPSWQ 100 193 100 - - - CFM CERTIFICATION - - 100 - - - IECA 580 170 370 - - - ASPFM 50 120 100 - - - GACE MEMBERSHIP 25 - - - - - GA URBAN FORESTRY COUNCIL - 135 40 40 - - TREE CARE INDUSTRY ASSOC - - 100 - - - SOCIETY OF MUNICIPAL ARBORISTS - - 140 - - - ARBOR DAY FOUNDATION - - 15 - - - GAZA MEMBERSHIP - - 50 50 50 - APA MEMBERSHIP 1,495 466 900 1,200 1,200 - AIA - - 90 90 90 - GSWCC (NPDES funds) - - 180 - - - U.S. GREEN BUILDING COUNCIL - - 65 65 65 - ENVIRONMENTAL EDUCATION ALLIANCE - - 35 35 35 - SUSTAINABILITY COORDINATOR DUES & FEES - - - 400 400 Total: Dues and Fees 2,375 1,259 2,485 1,880 1,840 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Community Development Account Name Department Requests City Manager Recommended Council Approved FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget EDUCATION & TRAINING 55 - - - - - GPA CONFERENCE 505 260 500 600 600 - GAZA CONFERENCE 275 - 250 300 300 - APA NATIONAL CONFERENCE 790 2,350 800 800 800 - BOARDS & COMMISSIONS TRAINING 295 675 1,400 1,400 1,400 - GPA CONFERENCE - - 500 - - - ARBORIST TRAINING AND TEST 254 - 250 - - - ISA CERTIFICATION & WORKSHOP 500 - - - - - NPDES - 313 500 - - - CITY ARCHITECT - CON'T ED - 50 180 100 100 - SWCC 1b - - 90 - - - CPESC (NPDES funds) - - 500 - - - NATIONAL TRUST FOR HISTORIC PRESERVATION - - 50 50 50 - GA URBAN FORESTRY COUNCIL - - 150 200 - - SUSTAINABILITY COORDINATOR EDUCATION & TRAINING - - - 400 400 Total: Education & Training 2,674 3,648 5,170 3,850 3,650 - Total: Other Purchased Services 25,805 20,296 28,163 24,230 23,490 - Supplies GENERAL SUPPLIES 4,220 1,800 3,875 5,500 5,500 - ADOPT A ROAD/RIVERS ALIVE - 2,378 2,200 2,500 2,500 - SOLID WASTE - - 150 150 150 - Total: General Supplies 4,220 4,178 6,225 8,150 8,150 - GASOLINE/DIESEL 6,576 6,368 4,836 1,000 1,000 - FOOD/MEALS 599 623 681 1,000 1,000 - BOOKS & PERIDIOCALS 395 43 - 100 100 - UNIFORMS 2,870 1,255 2,000 - - - Total: Supplies 14,660 12,467 13,742 10,250 10,250 - Machinery & Equipment FURNITURE & FIXTURES - 100 500 500 500 - OTHER EQUIPMENT 15 - - - - - CELL PHONES - 65 200 200 200 - NPDES EQUIPMENT - - 1,500 - - - Total: Other Equipment 15 65 1,700 200 200 - Total: Machinery & Equipment 15 165 2,200 700 700 - Other Costs PAYMENTS TO OTHERS EVERGREEN SCHOOL GRANT PROGRAM 1,250 1,000 1,500 1,500 1,500 - Total: Payments to Others 1,250 1,000 1,500 1,500 1,500 - Total: Other Costs 1,250 1,000 1,500 1,500 1,500 - Total: Community Development 938,323 1,028,155 978,451 634,594 633,854 - Economic Development Account Name Department Requests City Manager Recommended Council Approved Salaries & Wages SALARIES & WAGES/REGULAR EMPLOYEES 31,769 35,135 35,000 35,000 35,000 - Total: Salaries & Wages 31,769 35,135 35,000 35,000 35,000 - Employee Benefits 401A (SS MATCH)1,191 1,318 1,313 2,170 2,170 - FICA MEDICARE 461 509 508 508 508 - UNEMPLOYMENT INSURANCE 77 49 60 50 50 - WORKER'S COMPENSATION - 682 935 935 935 - Total: Employee Benefits 1,729 2,559 2,816 3,663 3,663 - Purchased Professional and Technical Services PROFESSIONAL FEES 7,000 14,000 14,000 - - - PROGRESS PARTNERS - 25,000 25,000 25,000 25,000 - Total: Purchased Professional and Technical Services 7,000 39,000 39,000 25,000 25,000 - Other Purchased Services COMMUNICATIONS 489 527 525 360 360 - COMMUNICATIONS/POSTAGE 6 30 200 200 200 - PRINTING 162 63 500 250 250 - TRAVEL 565 370 400 4,865 4,865 - DUES AND FEES 1,139 300 300 7,500 7,000 - EDUCATION & TRAINING 680 82 650 650 650 - Total: Other Purchased Services 3,040 1,372 2,575 13,825 13,325 - Supplies GENERAL SUPPLIES - 20 50 800 100 - FOOD/MEALS 376 227 500 2,500 1,500 - Total: Supplies 376 247 550 3,300 1,600 - Total: Economic Development 43,914 78,313 79,941 80,788 78,588 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Debt Service Account Name Department Requests City Manager Recommended Council Approved Debt Service - Principal CAPITAL LEASE PRINCIPAL 81,466 83,698 174,340 - - - Total: Debt Service - Principal 81,466 83,698 174,340 - - - Debt Service - Interest CAPITAL LEASE INTEREST 9,302 7,070 4,777 - - - Total: Debt Service - Interest 9,302 7,070 4,777 - - - Total: Debt Service 90,769 90,769 179,117 - - - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Other Financing Uses Account Name Department Requests City Manager Recommended Council Approved Operating Transfers Out TO CAPITAL PROJECTS FUND 6,075,090 4,982,793 4,403,433 5,377,979 5,377,979 - TO CAPITAL GRANT FUND 529,291 - 600,180 404,202 404,202 - TO CAPITAL PROJECTS FUND-REVENUE BOND - 3,330,651 6,258,569 1,325,653 1,325,653 - TO OPERATING GRANT FUND 98,178 - - - - - Total: Operating Transfers Out 6,702,559 8,313,444 11,262,182 7,107,834 7,107,834 - Total: Other Financing Uses 6,702,559 8,313,444 11,262,182 7,107,834 7,107,834 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Other Costs Account Name Department Requests City Manager Recommended Council Approved Contingencies CONTINGENCY - - 177,068 188,280 187,401 - Total: Contingencies - - 177,068 188,280 187,401 - Total: Other Costs - - 177,068 188,280 187,401 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Maintenance & Operating Initiatives FY 2016 Budget 56 M&O Initiatives Initiative Department Request City Manager Recommended Council Approved Finance Part-Time Finance Clerk 17,264 - TOTAL FINANCE 17,264 - - Information Technology Infrastructure Design/Implementation for New City Hall Building 72,000 72,000 TOTAL INFORMATION TECHNOLOGY 72,000 72,000 - Human Resources Market Competitiveness Survey and Study 20,000 20,000 TOTAL HUMAN RESOURCES 20,000 20,000 - Innovation & Engagement Sound System for Ceremonies 3,240 3,240 TOTAL INNOVATION & ENGAGEMENT 3,240 3,240 - Municipal Court Relocation of Court Facility - Annual Lease 36,000 36,000 TOTAL MUNICIPAL COURT 36,000 36,000 - Police Department Krimesite Imager 14,950 14,950 TOTAL POLICE DEPARTMENT 14,950 14,950 - Fire Department Public Education Program Initiative 4,003 4,003 Public Education & Support Services Officer 72,800 - Rescue Staffing (3 paramedics)178,800 - Scott's RIT-PACK III 3,595 3,595 Advanced Stroke Life Support Training Center 1,842 1,842 Landscape Improvements at Stations 41 and 43 32,400 32,400 TOTAL FIRE DEPARTMENT 293,440 41,840 - Parks and Recreation Broadwell Pavilion Improvements 50,500 50,500 Byrd House Alarm System 3,000 - Landscaping Services for City Parks 25,000 25,000 Reclass Coordinator Position to Manager 15,772 15,772 TOTAL PARKS & RECREATION DEPARTMENT 94,272 91,272 - Community Development Conservation Project Manager 50,000 50,000 Reclassification of City Architect from Grade 36 to 38 5,031 5,031 TOTAL COMMUNITY DEVELOPMENT 55,031 55,031 - TOTAL M&O INITIATIVES 606,197 334,333 - Maintenance & Operating Initiatives Summary FY 2016 FY 2016 Budget 57 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits 17,264 Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment TOTAL 17,264 Salary/Benefits 17,264 Maintenance & Operating - Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - Provide Responsible and Responsive Government Provide Quality Services ACCOUNT DESCRIPTION BUDGET REQUEST CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Finance Part Time Finance Clerk Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Notes: Brief Description of New Program/Service or Improvement of Existing Service Level: Finance is aiming to be the sole processor of all payments for Community Development, Finance, Innovation and Engagement, Parks & Recreation, Public Works and any other administration related fees. In doing so we are looking to hire a part-time clerk to help in the processing of said payments and any associated paperwork. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) This would be a part-time in house position so costs related to cloud access and IT equipment in addition to soc sec matching, holiday pay and vac/sick time accruals would be involved. FY 2016 Budget 58 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts 72,000 General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment TOTAL 72,000 Salary/Benefits - Maintenance & Operating 72,000 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: This initiative adds a strategic component to the IT department’s budget, allowing us to plan and deploy a forward-looking technology infrastructure, both for the new city hall and future facilities. The work would be billed as project hours for VC3, which we already have a Master Services Agreement with. This initiative contemplates the growth of our infrastructure and new projects that will allow the city's IT department to keep pace with technology and run more efficiently. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) The improved network design will be based on projected needs for the next 5 years, keeping in mind the design of the new city hall and public safety buildings, expected growth in personnel and technology, and data storage needs. Costs will be kept down by using a hybrid model, where critical servers and data will be managed by VC3 in the cloud, and non-critical data will be managed locally. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) Project hours in future years will be based on the city's expansion model (new buildings, new services), that will be determined during subsequent annual budget processes. We anticipate project hours will be needed for FY2017 and beyond, but those projects have not been sufficiently defined yet. Notes: CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Information Technology Infrastructure Design/Implementation for New City Hall Building Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: FY 2016 Budget 59 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits Removes/reduces a hazard: Professional Fees 20,000 Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment TOTAL 20,000 Salary/Benefits - Maintenance & Operating 20,000 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Human Resources Market Competitiveness Survey & Study Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: Recognizing the need to attract and retain good talent, we are recommending an independent look at our salaries and benefits across all levels of our departments to determine whether or not we are remaining competitive in the marketplace. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) Possible fiscal impacts could include adjustments in salaries or the study could show we are right where we need to be in the market. We won't know until we see the results of the study. Notes: FY 2016 Budget 60 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment 3,240 TOTAL 3,240 Salary/Benefits - Maintenance & Operating 3,240 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Innovation & Engagement Portable Sound System for Ceremonies Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: In many of our larger events, we rent a sound system and an operator to run it; however, that isn't feasible for a smaller event. We would like to have a portable sound system that can be quickly setup and wouldn't require an operator. This would be much like what was used during the ribbon cutting ceremony for the Milton Library on the front lawn. No matter where you sat, you could easily hear the speaker. This system would replace the small podium that we currently own and use, but isn't sufficient to meet our needs. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) No impact Notes: FY 2016 Budget 61 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental 36,000 Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment - TOTAL 36,000 Salary/Benefits - Maintenance & Operating 36,000 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs 36,000 36,000 36,000 36,000 Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact 36,000 36,000 36,000 36,000 CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Municipal Court Relocation of Court Facility - Annual Lease Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: We are exploring the opportunity to move our court functions into the Alpharetta Court Facility in Crabapple. You will see in the Capital Improvement Plan, a request for the renovation of vacant space in the Alpharetta Court Facility to create office space for our court staff. What we are requesting as an M&O Initiative is the annual lease amount for occupying that space. It would be $3,000 per month. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) This will be an ongoing cost each year. Notes: FY 2016 Budget 62 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment 14,950 Furniture/Fixtures Other Equipment TOTAL 14,950 Salary/Benefits - Maintenance & Operating 14,950 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - Provide Responsible and Responsive Government Provide Quality Services ACCOUNT DESCRIPTION BUDGET REQUEST Notes: Brief Description of New Program/Service or Improvement of Existing Service Level: Since the initial deployment of the Milton Police Department, the day to day operations of the Criminal Investigation Division (CID) have identified equipment needs that are absolutely essential for quality investigations and the recovery of forensic evidence. One item that is needed is a KRIMESITE IMAGER Direct View Kit with Balck Talon Stabilizer from Sirchie. The Sirchie® KRIMESITE Imager. is a tool that can be used to detect and document latent fingerprints on various surfaces without the use of chemical enhancement. The Imager takes advantage of the different UV light reflectance properties of the fingerprint and the surface on which it is located. Large surfaces can be searched quickly and then any fingerprints detected can be digitally photographed for comparison purposes. Due to the use of specific optic filters, the search for fingerprints can be conducted in daylight or darkness. (See detailed justifcation memo attached) What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) The implementation of this will allow the detectives to process their own evidence. It removes the dependency on other agencies to do this for us. The amount of forensic evidence recovered and the quality of that evidence should increase contributing to more successful conclusions of investigations. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) There is no foreseeable maintenance costs associated with this purchase. CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Police Purchase of KRIMESITE IMAGER Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: FY 2016 Budget 63 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment 4,003 TOTAL 4,003 Salary/Benefits - Maintenance & Operating 4,003 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other 4,003 - - - Total Operating Impact 4,003 - - - CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Fire Public Education Program Initiative Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Build Relationships ACCOUNT DESCRIPTION BUDGET REQUEST Citizen Engagement Brief Description of New Program/Service or Improvement of Existing Service Level: City of Milton Fire Department has taken a proactive approach in Public Safety Education programs with the Milton Fire Clowns and acquisition of the Milton Inflatable Fire Safety House. By adding the Sparky Costume, we can take the Safety Education program to a new level."Sparky the Fire Dog® is the best-know figure in fire prevention today. A trademark character of the National Fire Protection Association (NFPA), Sparky is at the center of the NFPA’s Risk Watch© and Learn Not to Burn© programs, two of the most comprehensive safety programs in existence. The Sparky® Complete Costume Includes: Helmet, fan cooled head with two batteries and one charger, turnout gear, gloves, and shoes. Costume Carrying Case, and shipping. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) Sparky can be used in conjunction with the Inflatable Fire Safety House and with the Milton Fire Clowns at schools and functions. All it will take is 1 Milton Firefighter to be able to dress up as Sparky and be at any event. The costume will also assist us in teaching those kids who are afraid of clowns and either have to go to another room, or completely avoid the whole presentation due to their phobia. The Public Safety Education program in Milton has seen a great increase in the demand and request for the Milton clowns and Inflatable Fire Safety House. Sparky will take the program a step further. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) Negligible maintenance costs could be associated with this project. This will make use of existing staff and resources and should have a long shelf-life. Notes: FY 2016 Budget 64 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits 65,700 Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications 4,100 Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms 500 Machinery/Equipment Furniture/Fixtures Other Equipment 2,500 TOTAL 72,800 Salary/Benefits 65,700 Maintenance & Operating 7,100 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs 65,700 68,328 71,061 73,904 Decreases Operating Costs - - - - Additional Revenues - - - - Other 7,100 - - - Total Operating Impact 72,800 68,328 71,061 73,904 CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Fire Public Education & Support Services Officer Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Build Relationships ACCOUNT DESCRIPTION BUDGET REQUEST Citizen Engagement Brief Description of New Program/Service or Improvement of Existing Service Level: This position will fill two roles: public education/outreach and support services. The position will include maintaining the clown program, the fire safety house, public education, and coordinating the numerous community events MFR participates in (and fill an ISO standard). It will also support the fire investigations program (also critical for ISO). When not engaged in prevention activities, this position would also take responsibility for all maintenance, vehicles, equipment, and tools in the fire department (and support suppression when needed). What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) This would enhance our efficiency by increasing our ability to provide community safety programming. The community outreach program has grown to the point that it demands the regular availability and schedule flexibility not provided by a shift officer (which is the current arrangement with the shift captain who often coming in off-duty for the regular events. It will also decrease the waste of tasking chiefs to handle administrative programs (supplies, maintenance, contract management). Station captains can thus concentrate on ensure completion of training, pre-plans, and providing high-quality service. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) This initiative will have recurring personnel costs. It will also provide some savings on the overtime budget as well as reducing ancillary costs of performing these duties on-shift (we currently have to use front-line apparatus on administrative tasks). Notes: FY 2016 Budget 65 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits 163,800 Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications 6,000 Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms 1,500 Machinery/Equipment Furniture/Fixtures Other Equipment 7,500 TOTAL 178,800 Salary/Benefits 163,800 Maintenance & Operating 15,000 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs 163,800 170,352 177,166 184,253 Decreases Operating Costs - - - - Additional Revenues - - - - Other 15,000 - - - Total Operating Impact 178,800 170,352 177,166 184,253 Provide Responsible and Responsive Government Engage in Proactive Planning ACCOUNT DESCRIPTION BUDGET REQUEST CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Fire Rescue Staffing Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Notes: Brief Description of New Program/Service or Improvement of Existing Service Level: This will provide additional staffing of 3 personnel in support of the already existing rescue/service company operating out of Station 42. The apparatus is currently only staffed with 1 person, and cannot run independent of a fire engine. This will place an addition person on each shift (though it will not provide a relief factor) and will allow us to run Rescue 42 to calls without always taking an engine out of service to supply personnel. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) This initiative is part of a larger analysis of our response system, including NFPA Standards (1710 especially), comparison with surrounding jurisdictions, citizen expectations, rising call volume, and a proactive response to accelerated development. This is a step in the multi-year process of meeting current and future needs in accordance with these national standards. Additionally, ISO identified a need for personnel and a service company running out of this station and the ability of Rescue 42 to run as a stand-alone apparatus greatly increases our ability to meet this standard. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) As with any personnel expansion, this will carry annual benefits and salary costs. The cost includes the purchase of three sets of turnout gear/uniforms at about 3000 per employee. There will also be periodically recurring uniform, equipment, licensing, and training costs associated with this initiative. FY 2016 Budget 66 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts 3,595 General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment TOTAL 3,595 Salary/Benefits - Maintenance & Operating 3,595 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - Total: $ 3,595.00 Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: The last concern on the minds of our emergency response team should be the equipment it needs to rescue downed first responders and other victims. Scott’s RIT-PAK III is an exceptional, universal tool upon which our rescue team can confidently rely. Developed with input from Rapid Intervention Team instructors and firefighters from across the country, Scott’s RIT-PAK III is the most comprehensive RIT system on the market. Specifically designed for rapid intervention teams or emergency response teams, the RIT-PAK III is field designed and tested. CITY OF MILTON NEW INITIATIVE REQUEST FORM Fire SCOTT RIT-PAK III Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST SCOTT RIT PAK III (Includes: Carrying bag, shoulder strap, 6 ft. EBSS hose, 5 ft. RIC hose, facepiece, EZ-FLo regulator. Vendor Catalog # 200954-02) PRICE: $2,560.00 SCOTT 60 MINIUTE CYLINDER: Carbon fiber; 60 min.; Weight: 19.6 lb.;CGA Connection) Vendor Catalog # 804723 01 PRICE: $ 1,035.00 What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) NFPA 1407 includes training and performance requirements for rapid intervention crews (RIC) with the goal of creating a highly disciplined operational capability to rescue fire fighters who become lost, injured, trapped, incapacitated, or disoriented in the course of an emergency scene or training operation. Provisions cover training policy and procedures, instructor requirements, student prerequisites, elements of the RIC operations training program, equipment and required performance for RICs. If fire departments train their personnel using the prescribed process, they are much more likely to operate at fire scenes in the same structured manner, greatly reducing the risk for RIC members and maximizing the potential for rescue of a downed firefighter. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) This unit currently does not require flow-test requirements like our Self Contained Breathing Apparatus. However the cylinder will need to be hydrostatically tested every 5 years currently at $30 with anticipated annual 10% increase. Notes: Because the air equalizes between the RIT PAK and the downed firefighter’s cylinder, if using the Rapid Intervention Team Universal Access Connection (RIT UAC) it is suggested to use a 60 minute cylinder. This initiative includes a 60 minute cylinder. FY 2016 Budget 67 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits - Removes/reduces a hazard: Professional Fees - Improves efficiency:Equipment R & M - Facilities R & M - Vehicle R & M - Grounds R & M - Land/Building Rental - Vehicle/Equip Rental - Communications - Postage - Advertising - Printing - Travel - Dues & Fees - Education & Training $1,842 Maintenance Contracts - General Supplies - Utilities: Water - Utilities: Natural Gas - Utilities: Electricity - Gasoline/Diesel - Food/Meals - Books/Periodicals - Uniforms - Machinery/Equipment - Furniture/Fixtures - Other Equipment - TOTAL 1,842 Salary/Benefits - Maintenance & Operating 1,842 FY 2016 FY 2017 FY 2018 FY 2019 Increases Operating Costs - - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - Provide Responsible and Responsive Government Provide Quality Services ACCOUNT DESCRIPTION BUDGET REQUEST CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Fire Advanced Stroke Life Support Training Center Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Notes: This is a cooperative effort with Milton Fire Rescue and Alpharetta Fire Rescue. Both entities will split the initial $3,684 TC fee($1,842.00 each). Each agency will be responsible for its own card cost. Alpharetta EMS Coordinator has agreed to keep up with all necessary paperwork for the training center. Brief Description of New Program/Service or Improvement of Existing Service Level: ASLS TC. Advanced Stroke Life Support Training Center. This would be a joint effort between Milton Fire Rescue, and Alpharetta Fire Rescue. This would create a Training Center in conjunction with the University of Miami's stroke recognition education. This class came to be in existence after Sen. Paul Coverdale's passing from a stroke. It teaches necessary skills to all firefighters for early recognition, early activation of dedicated stroke teams, and narrows down the actual area of stroke in the brain. The goal is to ensure that through education, patients can have better outcomes with this condition. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) We will see improvement in our firefighters early recognition of strokes, we will have the advanced knowledge to activate Stroke Teams(North Fulton) so that our citizens receive the appropriate care, in a timely manner to avoid this condition worsening. The ultimate goal is to have early recognition, and early treatment so that the outcome will increase patient survival as well as return to all activities of daily living unassisted. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) The only recurring cost will be the cost of provider cards. This will occur every 2 years as with our other provider cards. Presently both departments have instructors, instructors would be added as needed, with those costs being absorbed by their respective departments. FY 2016 Budget 68 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M 30,000 Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water 2,400 Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment TOTAL 32,400 Salary/Benefits - Maintenance & Operating 32,400 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs 2,400 2,472 2,546 2,623 Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact 2,400 2,472 2,546 2,623 Provide Responsible and Responsive Government Provide Quality Services ACCOUNT DESCRIPTION BUDGET REQUEST CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Fire Landscape Improvements for Stations 41 and 43 Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Notes: Brief Description of New Program/Service or Improvement of Existing Service Level: This project would provide updated landscaping, sod and irrigation systems for Fire Stations 41 and 43. These stations are located at strategic entry points into the city and should reflect the high standards of the community. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) N/A+ Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) The additional costs would be associated with increased water usage for the irrigation system. FY 2016 Budget 69 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits - Removes/reduces a hazard: Professional Fees - Improves efficiency:Equipment R & M - Facilities R & M 7,500 Vehicle R & M - Grounds R & M 43,000 Land/Building Rental - Vehicle/Equip Rental - Communications - Postage - Advertising - Printing - Travel - Dues & Fees - Education & Training - Maintenance Contracts General Supplies Utilities: Water - Utilities: Natural Gas - Utilities: Electricity - Gasoline/Diesel - Food/Meals - Books/Periodicals - Uniforms - Machinery/Equipment - Furniture/Fixtures - Other Equipment - TOTAL 50,500 Salary/Benefits - Maintenance & Operating 50,500 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs 1,000 900 936 973 Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact 1,000 900 936 973 As an installation, this is a one-time initiative. From an ongoing perspective, there will be water costs, ongoing maintenance of the irrigation system itself and occassional sod repair. Notes: Annual Maintenance on the irrigation system - $200. Water usage first year - $1000. Water usage subsequent years - $400 Sod Repair - $300. Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: The City of Milton has built a new park in the Broadwell Pavilion. When initially conceived, the vision for the park was that it would be a venue for food trucks and a farmers market. Since completion, the idea has not proved to be successful. We now desire to put in an irrigation system and grow grass around the Pavilion. This is estimated at $35,000. We will remove two trees as part of this work which is estimated at $8,000. Also, we will install fans under the pavilion which is estimated at $7,500. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) The best measurement of success will be maintaining the beauty of the Broadwell Pavilion. It is also believed that there will be an increase in the rentals once the grounds are improved. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Parks & Recreation Improvements at the Broadwell Pavilion Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: FY 2016 Budget 70 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits - Removes/reduces a hazard: Professional Fees - Improves efficiency:Equipment R & M - Facilities R & M 3,000 Vehicle R & M - Grounds R & M Land/Building Rental - Vehicle/Equip Rental - Communications - Postage - Advertising - Printing - Travel - Dues & Fees - Education & Training - Maintenance Contracts General Supplies Utilities: Water - Utilities: Natural Gas - Utilities: Electricity - Gasoline/Diesel - Food/Meals - Books/Periodicals - Uniforms - Machinery/Equipment - Furniture/Fixtures - Other Equipment - TOTAL 3,000 Salary/Benefits - Maintenance & Operating 3,000 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs 150 156 162 Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - 150 156 162 CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Parks & Recreation Expansion of the Existing Alarm System at the Thomas Byrd Sr. House Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: The City of Milton has built a new facility in the Thomas Byrd Sr. House. An alarm system was installed as part of the construction to monitor the fire system. This initiative proposes to expand the system to provide full burglary monitoring of all points of penetration of the facility. This system expansion will also increase the safety of the workers at the facility by providing notification in their office of anyone entering the building during operating hours. This assumes $2,400 for materials and installation and $600 for one time programming fees. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) There is no measure of 'burglary incidents prevented.' The best measurement of success will be increasing the security of a million dollar asset as well as the sense of safety and comfort by the employees who work at the facility. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) As an installation, this is a one-time initiative. From an ongoing perspective, there will be no monitoring costs, as this alarm system is monitored at no charge by the Alpharetta 911 center. The only ongoing costs would be the occassional sensor repair or replacement. Notes: FY 2016 Budget 71 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits - Removes/reduces a hazard: Professional Fees - Improves efficiency:Equipment R & M - Facilities R & M - Vehicle R & M - Grounds R & M 25,000 Land/Building Rental - Vehicle/Equip Rental - Communications - Postage - Advertising - Printing - Travel - Dues & Fees - Education & Training - Maintenance Contracts General Supplies Utilities: Water - Utilities: Natural Gas - Utilities: Electricity - Gasoline/Diesel - Food/Meals - Books/Periodicals - Uniforms - Machinery/Equipment - Furniture/Fixtures - Other Equipment - TOTAL 25,000 Salary/Benefits - Maintenance & Operating 25,000 Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs 25,000 26,000 27,040 28,122 Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact 25,000 26,000 27,040 28,122 Notes: Brief Description of New Program/Service or Improvement of Existing Service Level: The City of Milton has three facilities that need landscaping services that the Optec Contract does not include and Optec is not positioned to provide. These facilities are Freedom Park, the Broadwell Pavilion and the Bethwell Community Center. This is more than a cut the grass, edge the sidewalk and empty the trash operation. We need a landscape company that can handle the weeding and the plantings that make these areas beautiful, in addition to the other maintenance. Optec has proved this year that they cannot do this. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) The best measurement of success will be maintaining the beauty of Freedom Park, the Bethwell Community Center and the Broadwell Pavilion. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) Carter has indicated that next year we will be able to re-bid the entire Parks Maintenance agreement. This landscape work would be rolled into that contract and become part of a larger scope of work. Assuming that plan, than this is a one-time initiative. Provide Responsible and Responsive Government Provide Quality Services ACCOUNT DESCRIPTION BUDGET REQUEST CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Parks & Recreation Landscape Contracting of some City Parks Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: FY 2016 Budget 72 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits 15,772 Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment - TOTAL 15,772 Salary/Benefits 15,772 Maintenance & Operating - Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: The job description for the Parks and Rec Coordinator has been re-written to include a higher level of responsibility and accountability for the department. This is necessary for the operation of Bell Memorial Park and the magnitude of the programs the city now offers. What is being requested is the difference between the base salary for the Coordinator (already included in the budget) and the base salary for a Manager. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) This position is vacant at this time and will be measured against its new job description if funded. Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) Notes: CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Parks & Recreation Reclassification of Parks & Rec Coordinator to a Parks & Rec Manager Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: FY 2016 Budget 73 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits 50,000 Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment TOTAL 50,000 Salary/Benefits 50,000 Maintenance & Operating - Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs 36,000 36,000 36,000 36,000 Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact 36,000 36,000 36,000 36,000 CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Community Development Conservation Project Manager Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: This part-time person would serve as the collecting point and be the face of the city's conservation initiatives. As a part of our conservation and preservation efforts, this position is intended to be the clearing house for those efforts. A job description has been written and forwarded to the City Council for review. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) Notes: FY 2016 Budget 74 M&O Initiatives Strategy: Strategic Action Item: Other Project Priorities: (choose all that apply) Meets legal mandate:Salary/Benefits 5,031 Removes/reduces a hazard: Professional Fees Improves efficiency:Equipment R & M Facilities R & M Vehicle R & M Grounds R & M Land/Building Rental Vehicle/Equip Rental Communications Postage Advertising Printing Travel Dues & Fees Education & Training Maintenance Contracts General Supplies Utilities: Water Utilities: Natural Gas Utilities: Electricity Gasoline/Diesel Food/Meals Books/Periodicals Uniforms Machinery/Equipment Furniture/Fixtures Other Equipment - TOTAL 5,031 Salary/Benefits 5,031 Maintenance & Operating - Impact on Future Operating Budgets FY 2017 FY 2018 FY 2019 FY 2020 Increases Operating Costs - - - - Decreases Operating Costs - - - - Additional Revenues - - - - Other - - - - Total Operating Impact - - - - CITY OF MILTON MAINTENANCE & OPERATING INITIATIVE REQUEST FORM Community Development Reclassification of City Architect from Grade 36 to 38 Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area Below: Provide Responsible and Responsive Government ACCOUNT DESCRIPTION BUDGET REQUEST Provide Quality Services Brief Description of New Program/Service or Improvement of Existing Service Level: We have reviewed the functions and duties of the city architect and determined that a reclassification from grade 36 to grade 38 is more in-line with where this position should be. The request is a 5% increase in pay. This request is in line with the personnel policy and within the authority resting with the City Manager. What measurement will be used to gauge the performance of this new service/program or what current performance measure will be improved through the implementation of this initiative? (this can be a current performance measurement or the addition of a new measurement) Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs below. (example: utilities, maintenance contract costs) Notes: FY 2016 Budget 75 M&O Initiatives Special Revenue Funds Special Events Fund Revenues Account Name Department Requests City Manager Recommended Council Approved MILTON ROUNDUP VENDOR FEE 570 - - - - - EARTH DAY VENDOR FEE 1,350 1,755 500 2,000 2,000 - HOMETOWN JUBILEE VENDOR FEE - - - 1,000 1,000 INTEREST REVENUE 30 26 - - - - CRABAPPLE FEST SPONSOR 16,881 27,000 8,500 15,000 15,000 - EARTH DAY SPONSOR 4,500 3,875 3,500 4,500 4,500 - CONCERT SPONSOR - - 12,000 - - - MAYOR'S RUN SPONSOR 2,250 500 500 1,000 1,000 - ARTISAN FARMER'S MARKET SPONSOR - - 18,300 - - - SPRING ARTISANAL CRAFT BEER & WINE FESTIVAL - - 35,000 - - - OTHER MISC REVENUE / MAYOR'S RUN 1,590 447 450 - - - MILTON ROUNDUP FOOD SALES 642 - - - - - HOTEL/MOTEL TAX FUND 40,997 47,024 40,000 47,000 47,000 - Total Revenues 68,811 80,627 118,750 70,500 70,500 - Expenditure Summary Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 25,266 35,400 52,008 24,340 24,340 - RENTAL EQUIPMENT & VEHICLES 16,817 14,644 34,159 21,100 21,100 - ADVERTISING 14,903 9,075 15,321 16,950 16,950 - PRINTING 5,835 6,896 8,796 6,050 6,050 - GENERAL SUPPLIES 4,000 6,534 9,791 5,600 5,600 - FOOD/MEALS 2,128 1,626 3,250 4,800 4,800 - OTHER EQUIPMENT 438 1,063 500 300 300 - Special Events Fund Total 69,388 75,238 123,825 79,140 79,140 - TOTAL REVENUES OVER/(UNDER) EXPENDITURES (577) 5,389 (5,075) (8,640) (8,640) BEGINNING FUND BALANCE 38,475 37,898 43,287 38,212 38,212 38,212 ENDING FUND BALANCE 37,898 43,287 38,212 29,572 29,572 38,212 FY 2016 FY 2016 FY 2013 Actuals FY 2013 Actuals FY 2014 Actuals FY 2014 Actuals FY 2015 Amended Budget FY 2015 Amended Budget Special Events Fund Crabapple Antique & Art Festival (combined with Crabapple Fest) Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 600 - - - - - ADVERTISING - 778 - - - - PRINTING 679 - - - - - GENERAL SUPPLIES 109 - - - - - Crabapple Antique & Art Festival Total 1,388 778 - - - - Crabapple Fest (formerly Milton Roundup) Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 14,660 6,092 9,140 9,140 9,140 - RENTAL EQUIPMENT & VEHICLES 1,143 4,527 8,111 5,000 5,000 - ADVERTISING 7,719 3,084 4,500 4,500 4,500 - PRINTING 1,794 2,834 2,000 1,200 1,200 - GENERAL SUPPLIES 559 2,453 1,249 750 750 - FOOD/MEALS 709 - 500 500 500 - OTHER EQUIPMENT 438 - - - - - Crabapple Fest Total 27,023 18,990 25,500 21,090 21,090 - Veteran's Day Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES - - 400 400 400 - RENTAL EQUIPMENT & VEHICLES - 500 - 500 500 - ADVERTISING 412 823 1,295 1,300 1,300 - GENERAL SUPPLIES - 628 249 300 300 - Veteran's Day Total 412 1,952 1,944 2,500 2,500 - Tree Lighting Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 1,007 700 200 200 200 - RENTAL EQUIPMENT & VEHICLES 2,205 2,087 2,253 3,000 3,000 - ADVERTISING 613 414 - - - - PRINTING - - 895 1,000 1,000 - GENERAL SUPPLIES - - 2,073 - - - Tree Lighting Total 3,825 3,201 5,421 4,200 4,200 - Christmas in Crabapple Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 1,820 1,050 300 400 400 - RENTAL EQUIPMENT & VEHICLES 1,025 1,150 1,349 2,000 2,000 - ADVERTISING 1,135 1,769 26 100 100 - GENERAL SUPPLIES 1,079 185 642 700 700 - Christmas in Crabapple Total 5,059 4,154 2,317 3,200 3,200 - FY 2013 Actuals FY 2013 Actuals FY 2013 Actuals FY 2013 Actuals FY 2013 Actuals FY 2014 Actuals FY 2014 Actuals FY 2014 Actuals FY 2014 Actuals FY 2016 FY 2016 FY 2014 Actuals FY 2016 FY 2016 FY 2016 FY 2015 Amended Budget FY 2015 Amended Budget FY 2015 Amended Budget FY 2015 Amended Budget FY 2015 Amended Budget Special Events Fund Earth Day Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 1,424 - 3,500 3,500 3,500 - RENTAL EQUIPMENT & VEHICLES 2,698 2,043 2,733 3,000 3,000 - ADVERTISING 960 811 850 850 850 - PRINTING 1,096 1,262 404 300 300 - GENERAL SUPPLIES 1,148 2,190 372 400 400 - FOOD/MEALS 439 162 200 200 200 - Earth Day Total 7,764 6,466 8,059 8,250 8,250 - Memorial Day Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 1,640 1,000 3,400 1,700 1,700 - RENTAL EQUIPMENT & VEHICLES 2,204 3,182 2,225 3,200 3,200 - ADVERTISING 1,908 1,396 2,200 3,200 3,200 - PRINTING 953 923 450 500 500 - GENERAL SUPPLIES 300 223 225 250 250 - FOOD/MEALS 218 392 250 250 250 - Memorial Day Total 7,222 7,115 8,750 9,100 9,100 - Volunteer Appreciation Account Name Department Requests City Manager Recommended Council Approved RENTAL EQUIPMENT & VEHICLES 237 288 288 300 300 - GENERAL SUPPLIES 404 582 600 600 600 - FOOD/MEALS 749 1,010 1,500 2,000 2,000 - Volunteer Appreciation Total 1,390 1,879 2,388 2,900 2,900 - Summer Series Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 515 3,128 7,000 4,500 4,500 - RENTAL EQUIPMENT & VEHICLES 7,305 869 2,200 900 900 - ADVERTISING 1,265 - 750 750 750 - PRINTING 252 832 800 800 800 - GENERAL SUPPLIES 204 135 1,000 500 500 - FOOD/MEALS - - 250 250 250 - Concerts Total 9,541 4,965 12,000 7,700 7,700 - Mayor's Run Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 2,944 250 500 500 500 - ADVERTISING 892 - 900 900 900 - PRINTING 1,062 1,045 1,200 500 500 - FOOD/MEALS 13 - 50 200 200 - OTHER EQUIPMENT - 1,063 500 - - - Mayor's Run Total 4,911 2,358 3,150 2,100 2,100 - FY 2014 Actuals FY 2015 Amended Budget FY 2015 Amended Budget FY 2015 Amended Budget FY 2014 Actuals FY 2013 Actuals FY 2013 Actuals FY 2013 Actuals FY 2014 Actuals FY 2014 Actuals FY 2016 FY 2016 FY 2013 Actuals FY 2013 Actuals FY 2014 Actuals FY 2016 FY 2016 FY 2016 FY 2015 Amended Budget FY 2015 Amended Budget Special Events Fund Other Events Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES 656 23,180 568 - - - PRINTING - - 47 - - - GENERAL SUPPLIES 198 138 381 - - - FOOD/MEALS - 63 - - - - Other Events Total 854 23,381 996 - - - Artisan Farmer's Market Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES - - 15,000 - - - ADVERTISING - - 1,800 2,100 2,100 - PRINTING - - - 500 500 - GENERAL SUPPLIES - - 1,500 500 500 - Farmer's Market Total - - 18,300 3,100 3,100 - Spring Artisanal Craft Beer & Wine Fest Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES - - 12,000 - - - RENTAL EQUIPMENT & VEHICLES - - 15,000 - - - ADVERTISING - - 3,000 - - - PRINTING - - 3,000 - - - GENERAL SUPPLIES - - 1,500 - - - FOOD/MEALS - - 500 - - - Spring Artisanal Craft Beer & Wine Fest Total - - 35,000 - - - Hometown Jubilee Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES - - - 1,500 1,500 - RENTAL EQUIPMENT & VEHICLES - - - 2,000 2,000 - ADVERTISING - - - 1,200 1,200 - PRINTING - - - 500 500 - GENERAL SUPPLIES - - - 500 500 - FOOD/MEALS - - - 300 300 - Hometown Jubilee Total - - - 6,000 6,000 - Pancake Breakfast with Santa (NEW) Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES - - - 500 500 - RENTAL EQUIPMENT & VEHICLES - - - 700 700 - ADVERTISING - - - 1,000 1,000 - GENERAL SUPPLIES - - - 500 500 - FOOD/MEALS - - - 1,000 1,000 - OTHER EQUIPMENT - - - 300 300 - Hometown Jubilee Total - - - 4,000 4,000 - FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2014 Actuals FY 2014 Actuals FY 2013 Actuals FY 2013 Actuals FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget FY 2016 FY 2016 FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2016 FY 2015 Amended Budget FY 2015 Amended Budget FY 2015 Amended Budget FY 2015 Amended Budget Special Events Fund Literary Festival (NEW) Account Name Department Requests City Manager Recommended Council Approved PROFESSIONAL FEES - - - 2,000 2,000 - RENTAL EQUIPMENT & VEHICLES - - - 500 500 - ADVERTISING - - - 1,050 1,050 - PRINTING - - - 750 750 - GENERAL SUPPLIES - - - 600 600 - FOOD/MEALS - - - 100 100 - Hometown Jubilee Total - - - 5,000 5,000 - FY 2013 Actuals FY 2014 Actuals FY 2016 FY 2015 Amended Budget E-911 Fund Revenues Account Name Department Requests City Manager Recommended Council Approved E-911 CHARGES 865,864 888,153 800,000 890,000 890,000 - INTEREST REVENUE 507 370 175 - - - Total Revenue 866,371 888,524 800,175 890,000 890,000 - Expenditures Account Name Department Requests City Manager Recommended Council Approved COMMUNICATIONS 17,171 15,676 21,000 19,080 19,080 - MAINTENANCE CONTRACTS 871,105 1,162,371 800,000 890,000 890,000 - TO CAPITAL PROJECTS FUND - - 400,000 300,000 300,000 - Total Expenditures 888,275 1,178,047 1,221,000 1,209,080 1,209,080 - TOTAL REVENUES OVER/(UNDER) EXPENDITURES (21,905) (289,523) (420,825) (319,080) (319,080) - BEGINNING FUND BALANCE 790,699 768,794 768,794 347,969 347,969 347,969 ENDING FUND BALANCE 768,794 479,271 347,969 28,889 28,889 347,969 FY 2014 Actuals FY 2014 Actuals FY 2016 FY 2016 FY 2015 Amended Budget FY 2015 Amended Budget FY 2013 Actuals FY 2013 Actuals Hotel/Motel Tax Fund Revenues Account Name Department Requests City Manager Recommended Council Approved HOTEL/MOTEL EXCISE TAX 60,997 67,024 60,000 67,000 67,000 - Total Revenue 60,997 67,024 60,000 67,000 67,000 - Expenditures Account Name Department Requests City Manager Recommended Council Approved OPERATING TRANSFER OUT TO GENERAL FUND 20,000 20,000 20,000 20,000 20,000 - OPERATING TRANSFER OUT TO SPECIAL EVENTS FUND 40,997 47,024 40,000 47,000 47,000 - Total Expenditures 60,997 67,024 60,000 67,000 67,000 - TOTAL REVENUES OVER/(UNDER) EXPENDITURES - - - - - BEGINNING FUND BALANCE - - - - - ENDING FUND BALANCE - - - - - FY 2014 Actuals FY 2014 Actuals FY 2016 FY 2016 FY 2015 Amended Budget FY 2015 Amended Budget FY 2013 Actuals FY 2013 Actuals Capital Improvement Program Account Name Department Requests City Manager Recommended Council Approved INFRASTRUCTURE MAINTENANCE FEES 77,180 96,249 70,000 90,000 90,000 - SIDEWALK REPLACEMENT - 19,800 - - - - CRABAPPLE PAVING FUND 4,200 5,250 - - - - TRAFFIC CALMING 5,800 - - - - - TREE RECOMPENSE 20,600 75,000 - - - - LANDFILL USE FEES 92,727 119,338 90,000 120,000 120,000 - HYA FEES - 7,808 - - - - INTEREST REVENUE 2,867 1,923 1,700 500 500 - DONATION/PARKS & RECREATION - - 100,000 - - - INSURANCE PROCEEDS/PUBLIC SAFETY 10,154 - - - - - OPERATING TRANSFERS IN FROM GENERAL FUND 6,075,090 4,982,793 4,403,433 5,377,979 5,377,979 - OPERATING TRANSFERS IN FROM E-911 FUND - - 400,000 300,000 300,000 - PROCEEDS OF SALE OF ASSETS 13,414 300 - - - - Total Revenue 6,302,032 5,308,461 5,065,133 5,888,479 5,888,479 - Account Name Department Requests City Manager Recommended Council Approved Mayor & Council LAND CONSERVATION - - 585,227 300,000 300,000 - BUILDINGS/FUTURE CITY FACILITIES 42,102 26,982 - - - - GREEN SPACE BOND INITIATIVE - - - 200,000 200,000 - Mayor & Council Total 42,102 26,982 585,227 500,000 500,000 - General Admin VEHICLES / REPLACEMENT RESERVE - - 23,176 - - - General Admin Total - - 23,176 - - - Municipal Court FACILITY RENOVATIONS - - - - - Municipal Court Total - - - - - - Police PUBLIC SAFETY COMMUNICATIONS 35,908 312,585 1,749,677 - - - VEHICLES / REPLACEMENT RESERVE 232,517 402,423 253,549 493,206 493,206 - AUTOMATED LICENSE PLATE READERS - 39,917 - - - - POLICE FACILITY - - - 150,000 150,000 Police Total 268,425 754,925 2,003,226 643,206 643,206 - Fire STATION REPAIR/ROOF REPLACEMENT STATION 42 25,938 - 10,000 - - - STATION 43 PARKING LOT REPAIR - 330 113,644 - - - STATION 42 REPLACEMENT - - 7,000 - - - STATION 41 GENERATOR REPLACEMENT - - 47,000 - - - FUEL MANAGEMENT SYSTEM - - 33,000 - - - VEHICLE REPLACEMENT RESERVE 54,501 194,386 1,434,180 - - - AED UNITS 2,648 - 46,218 - - - MASS NOTIFICATION SIRENS - 212,755 87,245 - - - FIRE SAFETY HOUSE - 15,181 - - - - LIVE FIRE TRAINING FACILITY - - 75,000 - - - Fire Total 83,087 422,652 1,853,287 - - - Revenues Capital Projects Fund FY 2013 Actuals FY 2013 Actuals FY 2016 FY 2016 Expenditures FY 2014 Actuals FY 2014 Actuals FY 2015 Amended Budget FY 2015 Amended Budget Capital Projects Fund Account Name Department Requests City Manager Recommended Council Approved Public Works CONSTRUCTION INSPECTORS - 21,224 78,688 - - - TRANSPORTATION MASTER PLAN UPDATE - - 225,000 - - - GRAVEL ROADS MAINTENANCE 61,766 86,690 202,384 - - - STORMWATER MAINTENANCE 27,197 328,889 201,011 1,750,000 1,750,000 - NPDES PERMIT COMPLIANCE 51,020 5,630 308,850 - - - PAVEMENT MANAGEMENT 1,938,805 3,112,726 1,944,672 50,000 50,000 - STORAGE BUILDING & YARD CONSTRUCTION 19,000 700 205,477 - - - INFRASTRUCTURE / TRAFFIC CALMING 10,156 - 38,234 - - - INFRASTRUCTURE / RESTRIPING 82,595 5,267 101,952 - - - CAMBRIDGE SCHOOL ZONE EQUIP 27,500 - - - - - REPLACE SCHOOL ZONE FLASHERS 526 - 102,474 - - - INFRASTRUCTURE / EDGE OF PAVEMENT - - 50,000 - - - INFRASTRUCTURE / BRIDGE REPLACEMENT 283,317 3,034 408,138 - - - INFRASTRUCTURE / SIDEWALKS 25,102 10,755 547,015 80,000 80,000 - BETHANY@COGBURN RD INTERSECTION IMPROVMTS 9,327 56 - - - - HOPEWELL/FRANCIS/COGBURN INTERSECTION 54,646 822,725 18,952 - - - HOPEWELL @ BIRMINGHAM INTERSECTION IMPROVMTS 54,705 70,646 1,324,737 - - - INTERSECTION/HOPEWELL @ BETHANY BND/BETHANY WAY 42,917 - 252,083 - - - INTERSECTION/FREEMANVILLE @ PROVIDENCE & B'HAM - 46,585 103,415 - - - MCGINNIS FERRY INTERCHANGE - - 50,000 - - - INFRASTRUCTURE/CRABAPPLE NE CONNECTOR - - 50,000 - - - INTERSECTION/WEBB RD TURN LANES - - 185,000 - - - GREEN RD PEDESTRIAN LIGHTING - - 80,000 - - - VEHICLES / NEW VEHICLES - - 90,178 - - - ASSET MANAGEMENT SOFTWARE - - 60,000 - - - OTHER EQUIPMENT - - 11,000 - - - MOBILE TRAFFIC CONTROL CENTER - - - 10,000 10,000 SNOW PLOW - - - 9,625 9,625 NORTH FULTON TRANSPORTATION PLAN - - - 6,000 6,000 SALT/SAND SPREADER - - - 35,000 35,000 Public Works Total 2,688,579 4,514,927 6,639,260 1,940,625 1,940,625 - Parks & Recreation PROF FEES/SIGN PROGRAM 1,795 7,600 - - - - SITES / PARK LAND ACQUISTION 950,350 - - - - - SITE IMPROVEMENT/CRABAPPLE CROSSING PARTNERSHIP 26,979 - - - - - NORTHWESTERN MIDDLE IGA IMPROVEMENTS - - 167,000 - - - PROVIDENCE PARK - - 61,816 - - - BYRD HOUSE RENOVATIONS 31,850 277,390 464,160 - - - BROADWELL PARK PAVILION - 273 530,000 - - - PARK & TRAIL EXPANSION 87,353 380,067 34,257 - - - UTILITY VEHICLE - - - - - - NEW VEHICLES - - 26,824 - - - Parks & Recreation Total 1,098,328 665,329 1,284,057 - - - FY 2013 Actuals FY 2016 Expenditures FY 2014 Actuals FY 2015 Amended Budget Capital Projects Fund Account Name Department Requests City Manager Recommended Council Approved Community Development PROF FEES/TDR FEASIBILITY STUDY 11,180 - - - - - FORM BASED CODE/TDR ORDINANCE 25,370 265 26,735 - - - GATEWAY SIGNAGE & HISTORIC MARKERS - 7,460 60,350 - - - SITE IMPROVEMENT/TREE RECOMPENSE 2,075 850 108,355 - - - Community Development Total 39,705 8,575 195,440 - - - Total Expenditures 4,220,227 6,393,390 12,583,673 3,083,831 3,083,831 - TOTAL REVENUES OVER/(UNDER) EXPENDITURES 2,081,805 (1,084,929) (7,518,540) 2,804,648 2,804,648 - BEGINNING FUND BALANCE 6,878,897 8,960,703 7,875,774 357,234 357,234 357,234 ENDING FUND BALANCE 8,960,703 7,875,774 357,234 3,161,882 3,161,882 357,234 Expenditures FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget FY 2016 Account Name Department Requests City Manager Recommended Council Approved FED GOV GRANT/CAPITAL/IND/GDOT CRABAPPLE STREETSCAPE - - 500,000 - - - FED GOV GRANT/CAPITAL/IND/GDOT TAP (BIG CREEK)- 11,377 188,623 - - - STATE GOV GRANT/LMIG FUNDS 455,372 275,873 200,000 200,000 200,000 - STATE GOV GRANT/GDOT HPP FUNDS 296,269 60,362 7,648,156 (1,095,053) (1,095,053) - STATE GOV GRANT/GA URBAN FORESTRY GRANT 20,000 - - - - - STATE GOV GRANT/MARTA GRANT - - 177,355 - - - STATE GOV GRANT/SR 9 @ BETHANY BND - 42,274 17,726 - - - STATE GOV GRANT/GDOT LANDSCAPE - - 4,062 - - - LOCL GOV GRANT/ALPHARETTA & NORTH FULTON CID - 15,000 15,000 - - - INTEREST REVENUE 989 319 - - - - OPERATING TRANSFER IN FROM GENERAL FUND 529,291 - 600,180 404,202 404,202 - Total Revenue 1,301,921 405,206 9,351,102 (490,851) (490,851) - Account Name Department Requests City Manager Recommended Council Approved Public Works PAVEMENT MANAGEMENT 206,561 275,873 200,000 200,000 200,000 - INFRASTRUCTURE / BHAM @ PROVIDENCE 1,201,768 113,068 3,020,232 (3,018,397) (3,018,397) - INFRASTRUCTURE/ARNOLDMILL@NEW PROVIDENCE 377,703 - - - - - INFRASTRUCTURE/CRABAPPLE @ B'HAM 136,465 203,287 5,244,471 2,277,546 2,277,546 - INFRASTRUCTURE/MARTA 9,650 95,788 71,918 - - - INFRASTRUCTURE/CRABAPPLE STREETSCAPE - 79,318 674,182 - - - INFRASTRUCTURE/DEERFIELD@MORRIS 183,098 150,919 - - - - INFRASTRUCTURE/SR 9@BETHANY BEND - 73,134 1,867 50,000 50,000 - INFRASTRUCTURE/TRAIL CONN TO BIG CREEK GREENWAY - 66,585 183,415 - - - Public Works Total 2,115,245 1,057,971 9,396,085 (490,851) (490,851) - Community Development BRANDING & SIGNAGE - 2,290 4,900 - - - Community Development Total - 2,290 4,900 - - - Expenditures Total 2,115,245 1,060,261 9,400,985 (490,851) (490,851) - TOTAL REVENUES OVER/(UNDER) EXPENDITURES (813,323) (655,055) (49,883) - - - BEGINNING FUND BALANCE 1,518,410 705,086 50,032 149 149 149 ENDING FUND BALANCE 705,086 50,032 149 149 149 149 FY 2013 Actuals FY 2013 Actuals Expenditures Revenues Capital Grant Fund FY 2014 Actuals FY 2014 Actuals FY 2016 FY 2016 FY 2015 Amended Budget FY 2015 Amended Budget Account Name Department Requests City Manager Recommended Council Approved INTEREST REVENUE - - - - - - DONATION/HOPEWELL YOUTH ASSOCIATION - - 100,000 - - - OPERATING TRANSFER IN FROM GENERAL FUND - 3,330,651 6,258,569 1,325,653 1,325,653 - REVENUE BOND PROCEEDS - - 9,600,000 - - - Total Revenue - 3,330,651 15,958,569 1,325,653 1,325,653 - Account Name Department Requests City Manager Recommended Council Approved General Government Buildings CITY HALL - 945,650 7,412,301 1,293,850 1,293,850 - General Government Buildings Total - 945,650 7,412,301 1,293,850 1,293,850 - Parks & Recreation BELL MEMORIAL PARK - 965,012 9,131,258 - - - Parks & Recreation Buildings Total - 965,012 9,131,258 - - - Debt Service BOND PRINCIPAL - - 535,000 54,878 54,878 - BOND INTEREST - - 300,000 (23,075) (23,075) - Debt Service Total - - 835,000 31,803 31,803 - Expenditures Total - 1,910,662 17,378,559 1,325,653 1,325,653 - TOTAL REVENUES OVER/(UNDER) EXPENDITURES - 1,419,989 (1,419,990) - - - BEGINNING FUND BALANCE - - 1,419,989 (1) (1) (1) ENDING FUND BALANCE - 1,419,989 (1) (1) (1) (1) FY 2016 FY 2013 Actuals FY 2014 Actuals FY 2015 Amended Budget Capital Project Fund - Revenue Bond Revenues FY 2013 Actuals Expenditures FY 2014 Actuals FY 2016 FY 2015 Amended Budget 2016 Plan 2017 Plan 2018 Plan 2019 Plan 2020 Plan 2021 Plan 2022 Plan Mayor & Council City Hall 10,945,651 8,357,951 1,293,850 1,293,850 - - - - - 10,945,651 - - Mayor & Council Land Conservation - 585,227 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,685,227 - - Mayor & Council (new)Green Space Bond Initiative 200,000 - 200,000 - - - - - - 200,000 - - Mayor & Council Future City Facilities - 8,000 - - - - - - - 8,000 - - General Administration Vehicle Replacement Reserve - 23,176 10,000 10,000 10,000 10,000 10,000 10,000 10,000 93,176 - - Municipal Court Renovation of Court Facility 100,000 - 100,000 - - - - - - 100,000 - - Police Public Safety Communications 2,893,206 1,700,000 493,206 - - - - - - 2,193,206 700,000 - Police Vehicle Replacement Reserve - 655,972 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,705,972 - - Police Police Facility 4,225,000 - 30,000 - 800,000 3,295,000 - - - 4,125,000 - 100,000 Fire Station 43 Parking Lot Repair 113,644 113,644 - - - - - - - 113,644 - - Fire AED Units 46,218 46,218 - - - - - - - 46,218 - - Fire Station 41 Generator Replacement 47,000 47,000 - - - - - - - 47,000 - - Fire Station 42 Roof Repair 10,000 10,000 - - - - - - - 10,000 - - Fire Live Fire Training Facility 895,000 75,000 425,000 - 131,650 131,650 131,700 - - 895,000 - - Fire West Side Fire Station 2,100,000 - - - - - - 150,000 1,950,000 2,100,000 - - Fire Apparatus/Vehicle Replacement - 1,628,566 350,000 350,000 400,000 450,000 450,000 450,000 450,000 4,528,566 - - Fire SCBA Replacement 280,502 - - - 140,251 140,251 - - - 280,502 - - Fire Station 42 Replacement 1,567,000 7,000 150,000 1,410,000 - - - - - 1,567,000 - - Fire Fuel Management System 33,000 33,000 - - - - - - - 33,000 - - Fire Mass Notification Sirens 300,000 300,000 - - - - - - - 300,000 - - Public Works Asset Management Software 60,000 60,000 - - - - - - - 60,000 - - Public Works Bridge Replacement Program - 411,172 330,000 300,000 300,000 300,000 300,000 300,000 300,000 2,541,172 - - Public Works Construction Inspectors - 99,912 - 43,732 45,044 46,395 47,787 49,221 50,698 382,789 - - Public Works Crabapple NE Connector Rd 2,300,000 50,000 - - 1,300,000 - 950,000 - - 2,300,000 - - Public Works Crabapple Parking Deck - - - - - - - - - - - - Public Works Crabapple SE Connector - - - - - - - 150,000 - 150,000 - - Public Works Crabapple Streetscape 753,500 253,500 - - - - - - - 253,500 500,000 - Public Works Edge of Pavement Repair - 50,000 (50,000) - - - - - - - - - Public Works Gravel Roads Maintenance - 289,074 - 115,000 115,000 115,000 115,000 115,000 115,000 979,074 - - Public Works Green Rd Pedestrian Lighting 75,148 80,000 (4,852) - - - - - - 75,148 - - Public Works Intersection-Arnold Mill @ New Providence 657,631 313,301 - - - - - - - 313,301 344,331 (1) Public Works Intersection-Bethany @ Cogburn 446,923 446,923 - - - - - - - 446,923 - 0 Public Works Intersection-Bethany @ Providence 1,460,000 - - 60,000 - - - - - 60,000 - 1,400,000 Public Works Intersection-Crabapple @ Birmingham 8,131,010 1,333,464 479,138 - - - - - - 1,812,602 6,318,408 - Public Works Intersection-Deerfield Pkwy @ Morris Rd 334,017 85,206 - - - - - - - 85,206 248,811 - Public Works Intersection-Freemanville @ Providence & B'ham 2,624,557 150,000 560,000 890,000 1,024,557 - - - - 2,624,557 - - Public Works Intersection-Hopewell @ Bethany Bnd/Bethany Way 295,000 295,000 - - - - - - - 295,000 - 0 Public Works Intersection-Hopewell @ Birmingham 1,485,000 1,485,000 - - - - - - - 1,485,000 - - Public Works Intersection-Hopewell @ Hamby 1,175,000 - - - - - 75,000 1,100,000 - 1,175,000 - - Public Works Intersection-Hopewell @ Thompson 1,745,365 - - - - - - 400,000 1,345,365 1,745,365 - - Public Works Intersection-Hopewell/Francis/Cogburn 992,103 992,103 - - - - - - - 992,103 - (0) Public Works Intersection-Birmingham @ Providence 1,620,542 927,788 (124,936) - - - - - - 802,852 817,690 - Public Works Intersection-SR9 @ Bethany Bend 125,000 15,000 50,000 - - - - - - 65,000 60,000 - Public Works Intersection-Webb Rd Turn Lanes 185,000 185,000 - - - - - - - 185,000 - - Public Works McGinnis Ferry Interchange 50,000 50,000 - - - - - - - 50,000 - - Public Works NPDES - 314,480 50,000 50,000 50,000 50,000 50,000 50,000 50,000 664,480 - - Public Works Pavement Management - 5,031,148 1,750,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 16,981,148 1,902,123 - Public Works Repair Major Stormwater Structures - 529,899 185,000 275,000 275,000 275,000 275,000 275,000 275,000 2,364,899 - - Public Works Replace School Zone Flashers 102,474 102,474 - - - - - - - 102,474 - - Public Works Re-Striping Existing Roads - 107,219 80,000 80,000 80,000 80,000 80,000 80,000 80,000 667,219 - - Public Works Sidewalk Construction & Repair - 557,770 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,257,770 4,200 - Public Works Storage Building and Yard Construction 250,000 250,000 - - - - - - - 250,000 - - Public Works Traffic Calming - 38,234 - - - - - - - 38,234 - - Public Works Trail Connection to Big Creek Greenway 1,150,000 20,000 - 300,000 300,000 300,000 - - - 920,000 230,000 - Public Works Transportation Master Plan Update 225,000 225,000 - - - - - - - 225,000 - - Public Works Vehicle Replacement Reserve - 90,178 10,000 10,000 10,000 10,000 10,000 10,000 10,000 160,178 - - Public Works (new)Mobile Traffic Control Center 329,518 - 9,625 - 169,893 150,000 - - - 329,518 - - Public Works (new)Snow Plow 6,000 - 6,000 - - - - - - 6,000 - - Public Works (new)North Fulton Transportation Plan 35,000 - 35,000 - - - - - - 35,000 - - Public Works (new)Salt/Sand Spreader 9,500 - 9,500 - - - - - - 9,500 - - Parks & Recreation Bell Memorial Park 10,294,800 583,532 - - - - - - - 583,532 9,711,268 - Parks & Recreation 15 Year Comprehensive Plan 430 430 - - - - - - - 430 - - Parks & Recreation Sign Program 9,395 9,395 - - - - - - - 9,395 - - Parks & Recreation Thomas S Byrd Sr House Renovations 773,400 773,400 - - - - - - - 773,400 - - Parks & Recreation Park & Trail Expansion 34,257 34,257 - - - - - - - 34,257 - (0) Parks & Recreation Broadwell Park Pavilion 530,000 530,000 - - - - - - - 530,000 - 0 Parks & Recreation Northwestern Middle IGA Fields 167,000 67,000 - - - - - - - 67,000 100,000 - Parks & Recreation Utility Vehicle for Bell Memorial Park 17,000 - 17,000 - - - - - - 17,000 - - Parks & Recreation Vehicle Replacement Reserve - 26,824 - - - - - - - 26,824 17,000 - Parks & Recreation Providence Park 1,400,016 61,816 250,000 75,000 - - 500,000 838,200 - 1,725,016 - (325,000) Parks & Recreation Chadwick Landfill 350,000 - - - 100,000 - - 250,000 - 350,000 - - Parks & Recreation Birmingham Park - - - - - - - - 500,000 500,000 - - Parks & Recreation (new)IGA Improvements at Northwestern Middle School 10,000 - 10,000 - - - - - - 10,000 - - Community Development Form Based Code/TDR Ordinance 27,000 27,000 - - - - - - - 27,000 - 0 Community Development Tree Recompense - - - - - - - - - - 109,205 - Community Development Gateway Signage & Historic Markers 143,000 70,938 33,000 35,000 - - - - - 138,938 4,062 - Total 64,135,807 30,614,191 7,286,531 7,547,582 7,501,395 7,603,296 5,244,487 6,477,421 7,386,063 79,660,966 21,067,098 1,174,999 Capital Project Name 2016 - 2022 Capital Improvement Plan Funding Source: Operating Budget Planned Funding Requests Unfunded Amount Other Funding Source 2016 - 2022 Funding from Operating Budget Previously Allocated Estimated Total CostDepartment FY 2016 Budget 90 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:360-1565-541200001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 200,000 Construction 9,800,000 Expended Through FY 15 1,142,361 Land Acquisition 945,651 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:10,945,651 Rollover at FYE 15 7,215,590 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 8,357,951 1,293,850 1,293,850 - - - - - 10,945,651 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:8,357,951 1,293,850 1,293,850 - - - - - 10,945,651 - - 162,000 - - 162,000 Insert picture Future Location of City Hall - Crabapple Area IMPACT ON OPERATING BUDGET: The impact on the operating budget will consist of general building maintenance, utilities, janitorial services and grounds maintenance. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: In 2014, the City acquired approximately two acres in the heart of Crabapple for the future site of City Hall. The vision is to create a vibrant downtown for Milton in this area. Planning and design work for the building has already begun. The anticipated completion will be in the spring of 2017. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:City Hall $10,945,651 2017 Mayor & Council FY 2016 Budget 91 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-1110-541100001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 369,458 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 215,769 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 585,227 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,685,227 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:585,227 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,685,227 - - - - - - Total: Insert picture Milton Landscape IMPACT ON OPERATING BUDGET: This project should have no impact on the operating budget as the transaction once complete is intended to be held by a land trust and no further action should be required by Milton staff or by using Milton resources. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Open Space Preservation PROJECT DESCRIPTION and/or JUSTIFICATION: The City of Milton invested in a Conservation Plan and it was recently delivered with several recommendations. One of the themes is that Milton should attempt to protect an equal number of acres each year as is developed. While we are still in the process of determining which of many land conservation options will be used, this funding is designed to be a first a step toward our initial conservation transactions. The actual program design is being constructed. This funding will allow us to move beyond the planning phase and into an actual conservation project(s). FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Protect and Preserve Open Space PROJECT NAME:Land Conservation $300,000 2030 Mayor & Council FY 2016 Budget 92 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 200,000 Total Project Cost:200,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 200,000 - - - - - - 200,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 200,000 - - - - - - 200,000 - - - - - - IMPACT ON OPERATING BUDGET: Should the city move forward with the issuance of a G.O. Bond, there will be annual debt service payments that will affect the operating budget. Without knowing the amount and terms of the bond, it is difficult to estimate what the annual costs will be. It is simply important to note the costs will be significant. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Open Space Preservation PROJECT DESCRIPTION and/or JUSTIFICATION: Recognizing that preservation of open space or green space is a priority of the community, we are looking to explore the option of doing a green print plan and pursuing general obligation bond financing for the preservation of green space. The estimated cost of the green print is around $100k-$150k and the cost of using a firm to assist with the GO bond process is around $37,000. A green print is not a prerequisite to moving this initiative forward, but it is an option and one that should be funded if the City Council decides to move in that direction. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Protect and Preserve Open Space PROJECT NAME:Green Space Bond Initiative 200,000 2017 Mayor & Council FY 2016 Budget 93 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-1110-541300200 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 8,000 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 8,000 - - - - - - - 8,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:8,000 - - - - - - - 8,000 - - - - - - IMPACT ON OPERATING BUDGET: No impact.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: This project was initially created as a placeholder or reserve fund until individual projects were identified. Throughout the process of developing this capital improvement program, all projects for possible future city facilities have been identified. The remaining budget balance in this account will be transferred to other projects once all contracts for current work are completely invoiced. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Future City Facilities $0 N/A Mayor & Council FY 2016 Budget 94 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-1500-542202000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 19,414 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 3,762 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 23,176 10,000 10,000 10,000 10,000 10,000 10,000 10,000 93,176 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:23,176 10,000 10,000 10,000 10,000 10,000 10,000 10,000 93,176 - - 500 - - 500 IMPACT ON OPERATING BUDGET: The impact will involve general vehicle maintenace and gasoline Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: These funds provide for standard replacement of vehicles other than Police, Fire and Public Works FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Vehicle Replacement Reserve (Admin) $0 N/A General Administration FY 2016 Budget 95 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 100,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:100,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 100,000 - - - - - - 100,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 100,000 - - - - - - 100,000 - - - 3,000 - 3,000 Provide Responsible and Responsive Government PROJECT NAME:Renovation of Court Facility $100,000 2016 Municipal Court Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: The City is exploring the opportunity to partner with the City of Alpharetta to share the court facility they occupy in Crabapple. Renovations would need to be done to the building to convert space that is currently vacant into offices for our staff. Other renovations include possibly removing the fixed benches and replacing them with non-fixed seating, such as stackable chairs. This would increase the capacity for the building and would affectively be more in-line with the maximum capacity that we currently have. Funds would also be needed to bring the courtroom security into compliance with CALEA standards. Office furniture for 2 employees and 14 filing cabinets containing court records would need to be moved to the new facility. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Insert picture Alpharetta Municipal Court Facility IMPACT ON OPERATING BUDGET: The impact on the operating budget will consist of a monthly lease of $3,000 Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: FY 2016 Budget 96 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3210-521210001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 50,000 Construction 2,050,000 Expended Through FY 15 2,005,117 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 793,206 Total Project Cost:2,893,206 Rollover at FYE 15 94,883 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 1,700,000 493,206 - - - - - - 2,193,206 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other-E911 Fund 400,000 300,000 - - - - - - 700,000 Funding Source Total:2,100,000 793,206 - - - - - - 2,893,206 - - - - - - Insert picture Communication Towers (Stock Image) IMPACT ON OPERATING BUDGET: Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: This will cover the city's share of costs associated with the North Fulton Radio System Authority's implementation of a communications system for four cities in North Fulton. This system will be used by fire and police. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Public Safety Communications $2,893,206 2015 Police FY 2016 Budget 97 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3210-542202000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 641,639 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 14,333 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 655,972 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,705,972 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:655,972 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,705,972 - - - - - - Insert picture Police Vehicle IMPACT ON OPERATING BUDGET: The maintenance and gasoline is currently covered in the budget. No additional impact.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Engage in Proactive Planning PROJECT DESCRIPTION and/or JUSTIFICATION: This will cover costs of replacement vehicles in the police department. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Vehicle Replacement Reserve (Police) $0 N/A Police FY 2016 Budget 98 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 30,000 Construction 4,195,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:4,225,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 30,000 - 800,000 3,295,000 - - - 4,125,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 30,000 - 800,000 3,295,000 - - - 4,125,000 100,000 - 161,000 - - 161,000 Insert picture 3.7 Acre Site on Highway 9 Non-Recurring IMPACT ON OPERATING BUDGET: The impact on the operating budget will consist of general building maintenance, utilities, janitorial services and grounds maintenance. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: In order to vacate the currently leased City Hall space the city will need to design and build a combined police headquarters and court facility. This will be located on Highway 9 on property currently owned by the city. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount PROJECT NAME:Police/Court Facility $4,225,000 2020 Police Provide Responsible and Responsive Government FY 2016 Budget 99 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-541200000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 113,644 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:113,644 Rollover at FYE 15 113,644 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 113,644 - - - - - - - 113,644 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:113,644 - - - - - - - 113,644 - - - - - - Insert picture Station 43 Parking Lot IMPACT ON OPERATING BUDGET: No impact expected Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is to repair damages to the existing Station 43 parking lot and sidewalks FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Station 43 Parking Lot $113,644 2015 Fire FY 2016 Budget 100 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-542507101 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 27,435 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 46,218 Total Project Cost:46,218 Rollover at FYE 15 18,783 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 46,218 - - - - - - - 46,218 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:46,218 - - - - - - - 46,218 - - - - - - Insert picture AED IMPACT ON OPERATING BUDGET: CPR training and supplies ( Training aides, AED batteries, replacement defibrillation pads and pocket masks) are currently budgeted in the M&O. No additional impact will be experienced. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This is an enhancement to the Heart Ready City Program already in place. This project is to allow the Fire Department to take total responsibility of all AEDs and supplies. AEDs, with adult and child defibrillation pads, including CPR pocket masks will be placed in all City owned vehicles. City owned facilities will receive AEDs, cabinets, including signage. This plan includes CPR and AED training for all City of Milton employees. City Vehicles include: Fire Administrative vehicles - 5 Police vehicles - 11 (3 CID, 3 Admin, 5 new patrol cars) Community Development - 3 Public Works - 3 FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:AED Units $46,218 2015 Fire FY 2016 Budget 101 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-542100000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 38,189 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 47,000 Total Project Cost:47,000 Rollover at FYE 15 8,811 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Operating Budget 47,000 - - - - - - - 47,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:47,000 - - - - - - - 47,000 - - - - - - Insert picture Station 41 Generator IMPACT ON OPERATING BUDGET: Generator preventive maintenance is already a planned expenditure and is covered in the current M&O budget. No additional fiscal impact is anticipated. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Replace the 36KW Emergency Generator at Fire Station 41. The current generator is 30 years old and is at the end of its serviceable life. Problems identified with the current generator include an oil leak at the head gasket, radiator replacement is recommended, and block heater failure. This generator is powered by natural gas and provides backup electrical power to the entire facility. Most importantly it maintains the dispatch radio alert systems, bay door openers, and the ability to pump both unleaded and diesel fuel during short and long term power outages. Working generators, including maintenance records, are required in the ISO rating system. This initiative covers the cost of a new generator with transfer switch as well as the labor involved with removal/installation. Estimates ranged from $26,000 - $30,000 due to the unknown cost of possibly moving the generator to the exterior of the building and associated electrical work. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Station 41 Generator Replacement $47,000 2015 Fire FY 2016 Budget 102 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-522280000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 10,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:10,000 Rollover at FYE 15 10,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 10,000 - - - - - - - 10,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:10,000 - - - - - - - 10,000 - - - - - - Insert picture Station 42 Interior Sky Lights IMPACT ON OPERATING BUDGET: No additional impact anticipated.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is to repair the roof on Fire Station 42, which has several leaks in the engine room and roof penetrations. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Station 42 Roof Repair $10,000 2015 Fire FY 2016 Budget 103 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-541300000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 75,000 Construction 820,000 Expended Through FY 15 9,915 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:895,000 Rollover at FYE 15 65,085 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 75,000 425,000 - 131,650 131,650 131,700 - - 895,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:75,000 425,000 - 131,650 131,650 131,700 - - 895,000 - - 500 30,000 - 30,500 Insert picture Fire Training Facility IMPACT ON OPERATING BUDGET: This will have annual maintenance and operating expenses. It will save money by keeping Milton units in the City for their required training and increase our operational readiness overall. It may also contribute to a lower ISO rating. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Live fire training is the basic and most essential aspect of fire training (it is also a required element of firefighting training). This is especially true because it is a critical area that occurs rarely but is the most high-liability and extremely dangerous activity of the department. This project involves the purchase of a basic "Class A" burn building which is a training facility that involves burning pallets, hay, or some other type of natural combustible (as opposed to gas or flammable liquids). As configured in this request, it would require approximately 1 acre of land and a concrete pad. In order to achieve ISO credit for a training facility, the training facility must reside on 2 acres of land. In 2017 the driving pad would be expanded to provide for training and testing drivers on driving and operating emergency vehicles. Also in 2017 a pump/drafting pit would be added, which will allow for training drivers with pumping, drafting and also assist with pump testing which is mandated by NFPA. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Live Fire Training Facility $895,000 2016 Fire FY 2016 Budget 104 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 150,000 Construction 1,950,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:2,100,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - - - - - 150,000 1,950,000 2,100,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - - - - - 150,000 1,950,000 2,100,000 - 705,200 10,000 - - 715,200 Intersection of Birmingham Hwy/Providence Rd/New Providence Rd Total: IMPACT ON OPERATING BUDGET: When the fire station construction is completed, there will be additional staffing of 12 firefighters needed for operations. There will also be annual maintenance and utility costs. Revenues Other Maintenance Expenditures Personnel $2,100,000 PROJECT NAME:West Side Fire Station (Station 45) Fire Estimated Annual Impact: Provide Responsible and Responsive Government Engage in Proactive Planning With GIS mapping clearly showing the area of Highway 372 and the New Providence Rd outside the 1 1/2 and 2 1/2 road miles from Fire Stations 41 and 43 required by ISO. Community Development is showing this area as having 405 new residents in 2014. With a new City Hall building down the street, a new fire station will be needed in this area. The City has acquired approximately two acres of land in this area. Strategically positioned, fire crews will have easy access in all directions due to the round about. Future residents in this area of the City will benefit from improved response times and an improved ISO rating city-wide. Public Works has expressed interest in utilizing an area behind this proposed fire station to store materials used during snow and ice events due to it's central location in the City. 2022 PROJECT DESCRIPTION and/or JUSTIFICATION: Planned Funding RequestsPreviously Allocated Total FundingFUNDING SOURCE(S): Unfunded Amount FY 2016 Budget 105 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-542202000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 298,754 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 1,329,812 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 1,628,566 350,000 350,000 400,000 450,000 450,000 450,000 450,000 4,528,566 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:1,628,566 350,000 350,000 400,000 450,000 450,000 450,000 450,000 4,528,566 - - - - - - Insert picture Engine 43 IMPACT ON OPERATING BUDGET: Preventative maintenance and annual pump testing are budgeted in the M&O budget, no addition cost is expected. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Engage in Proactive Planning Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This item represents a planned replacement of the four front line engines. The original three engines/pumpers (Pierce Enforcers) were purchased in 2007. They will be approaching 10 years of service by 2017, a planned replacement plan will likely be necessary. The fourth engine purchased in 2010 will likely require replacement by 2020. Life expectancy of fire apparatus is dependent upon proper maintenance and repairs. NFPA 1911 does not recommend a specific time frame for replacement, safety and reliability is used as a determining factor for replacement. As the fleet ages, maintenance costs escalate proportionately. To date, our fleet has avoided a major breakdown and our preventative maintenance program has been effective. Major breakdowns can and do occur, resulting in costs well into the tens of thousands of dollars. It is recommended that we plan for and purchase one new engine/pumper each year beginning in 2017 as part of our 5 year capital strategy. Some older apparatus will be placed in a reserve status and/or sold. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Apparatus/Vehicle Replacement Reserve (Fire) N/A N/A Fire FY 2016 Budget 106 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 280,502 Total Project Cost:280,502 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - - 140,251 140,251 - - - 280,502 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - - 140,251 140,251 - - - 280,502 - - - - - - Insert picture Self Contained Breathing Apparatus IMPACT ON OPERATING BUDGET: We currently have a maintenance program in place for SCBAs. There should be no new added M&O expenses. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Engage in Proactive Planning Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project involves replacement of 30 SCBAs, 62 SCBA air cylinders and 62 masks that we currently have in our inventory. Even with our aggressive maintenance program, according to NFPA, air cylinders must be taken out of service after 15 years. Replacement of SCBAs should begin in year 2020. Current pricing: $7,000 per harness, $820 per air tank and $260 per mask. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Self-Contained Breathing Apparatus (SCBA) Replacement $280,502 2020 Fire FY 2016 Budget 107 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-541200001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 157,000 Construction 1,350,000 Expended Through FY 15 6,000 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 60,000 Total Project Cost:1,567,000 Rollover at FYE 15 1,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 7,000 150,000 1,410,000 - - - - - 1,567,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:7,000 150,000 1,410,000 - - - - - 1,567,000 - - - - - - Insert picture Fire Station 42 (15240 Thompson Road) IMPACT ON OPERATING BUDGET: This project will result in a reduction in M&O costs because of the extreme inefficiency of this facility and costs of upkeep. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Engage in Proactive Planning Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is for the replacement of Fire Station 42 on Thompson Rd, which provides critical fire and EMS services to the City. It is also constructed on a piece of land with a deed noting use specifically for the location of a fire station. The current structure on this site was built in the 1970s is mainly of corrugated metal construction with a brick facade. The building is past the end of it's life span (Fulton County intended to replace it in 1992) and is in serious need of renovation/reconstruction. As currently configured, it is outside of construction standards (including ADA, National Electrical Code, and various NFPA facility-related codes), to say nothing of the environmental construction. This project anticipates building cost minus site work. Please see Fire Department's 5 Year Plan and Fire Station 42 Assessment document. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Station 42 Replacement $1,567,000 2017 Fire FY 2016 Budget 108 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-542100001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 33,000 Total Project Cost:33,000 Rollover at FYE 15 33,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 33,000 - - - - - - - 33,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:33,000 - - - - - - - 33,000 - - - - - - Insert picture Station 43 Fuel Pump IMPACT ON OPERATING BUDGET: No impact expected.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: The fuel management system will replace the current one that hasn't been functional in over a year. What this system does is track the fuel usage among departments, as well as control access to the three fueling stations in the City. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Fuel Management System $33,000 2015 Fire FY 2016 Budget 109 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-3510-542507102 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 221,680 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 300,000 Total Project Cost:300,000 Rollover at FYE 15 78,320 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 300,000 - - - - - - - 300,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:300,000 - - - - - - - 300,000 - - 5,000 - - 5,000 Insert picture Tornado Siren IMPACT ON OPERATING BUDGET: Annual maintenance fee Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project involves providing mass warning sirens strategically located about the city for severe weather emergencies. The current budget in this outline anticipates approximately 10 sirens to cover the city (numbers wont be fully established until the RFP), a communications system for the sirens and annual maintenance for both. This project could likely take until FY 2014 to complete. This is related to the Code Red Initiative from FY 2012. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Emergency Management - Mass Notification Siren Project $300,000 2015 Fire FY 2016 Budget 110 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-542401000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 60,000 Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:60,000 Rollover at FYE 15 60,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 60,000 - - - - - - - 60,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:60,000 - - - - - - - 60,000 - - 5,000 - - 5,000 IMPACT ON OPERATING BUDGET: Annual maintenance fees Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This provides for new Public Works software to handle work orders and asset management. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Asset Management Software $60,000 2015 Public Works FY 2016 Budget 111 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401200 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 56,601 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 354,571 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 411,172 330,000 300,000 300,000 300,000 300,000 300,000 300,000 2,541,172 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:411,172 330,000 300,000 300,000 300,000 300,000 300,000 300,000 2,541,172 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: These funds will be used for design and construction services related to the bridge replacement and improvement program. Bridges will be repaired and maintained in accordance with the recommendations provided in the URS and GDOT inspection reports. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Bridge Replacement Program $0 N/A Public Works FY 2016 Budget 112 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-52120500 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 21,224 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 78,688 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 99,912 - 43,732 45,044 46,395 47,787 49,221 50,698 382,789 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:99,912 - 43,732 45,044 46,395 47,787 49,221 50,698 382,789 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: These funds for assistance in project management and construction inspection for projects in excess of $50,000. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Construction Inspectors $0 N/A Public Works FY 2016 Budget 113 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401705 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 50,000 Construction 2,250,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:2,300,000 Rollover at FYE 15 50,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 50,000 - - 1,300,000 - 950,000 - - 2,300,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:50,000 - - 1,300,000 - 950,000 - - 2,300,000 - - - - - - Insert picture Crabapple NE Connector and Roundabout at Mayfield Rd and Charlotte Dr IMPACT ON OPERATING BUDGET: The impact to the budget will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Provides for the design and construction of the Crabapple northeast connector road from Charlotte Rd to SR 372 and intersection improvements at Charlotte Road and Mayfield Road as identified in the Crabapple Master Plan. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Crabapple NE Connector $2,300,000 2019 Public Works FY 2016 Budget 114 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - - - - - - - - Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET: Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This particular project will bring a parking deck to the Crabapple area as a part of an economic development intiative to create Milton's downtown. It is unclear at this time what estimated costs will be for construction and how it will be funded. The City will be considering funding options in FY 2015 and anticipates bringing forward a proposal to the elected officials. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Crabapple Parking Deck $0 Unknown at this time Public Works FY 2016 Budget 115 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - - - - - 150,000 - 150,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - - - - - 150,000 - 150,000 (150,000) - - - - - Insert picture Southeast Connection Options IMPACT ON OPERATING BUDGET: Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is for a new location road at either or both Marstrow Dr and Dunbrody Dr from Broadwell Rd to Mid Broadwell Rd to Charoltte Dr. Estimated costs for each option will be determined at a later date. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Crabapple SE Connector $0 Beyond 2021 Public Works FY 2016 Budget 116 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:340-4101-541401801 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 100,000 Construction 628,500 Expended Through FY 15 106,461 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 25,000 Total Project Cost:753,500 Rollover at FYE 15 647,039 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 253,500 - - - - - - - 253,500 Debt Financing - - - - - - - - - Grant Funding 500,000 - - - - - - - 500,000 Other - - - - - - - - - Funding Source Total:753,500 - - - - - - - 753,500 - - - - - - Insert picture Proposed Typical Section for Mayfield Road IMPACT ON OPERATING BUDGET: The annual impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: The project consists of a streetscape enhancement (approximately 1,200 linear feet) along Mayfield Raod (Project begins approximately at the intersection of SR 372/Birmingham Hwy and ends approximatly 130 linear feet east of the intersection of Charlotte Drive). Improvements include: asphalt resurfacing, curb and gutter, sidewalks and curb ramps with ADA accessibility, brick pavers, driveway aprons, storm water drainage pipes and inlets, retaining walls, pedestrian lighting, benches, trash receptacles, crosswalks, pavement markings, street trees, and sod. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Crabapple Streetscape $753,500 2015 Public Works FY 2016 Budget 117 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4110-541400100 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 50,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 50,000 (50,000) - - - - - - - Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:50,000 (50,000) - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET: No impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: These funds would be used to repair edge of pavement failures and drop-offs along our major roads. After FY 15, this project will be rolled into Pavement Management. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Edge of Pavement Repair $0 N/A Public Works FY 2016 Budget 118 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-522203000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 153,116 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 135,958 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 289,074 - 115,000 115,000 115,000 115,000 115,000 115,000 979,074 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:289,074 - 115,000 115,000 115,000 115,000 115,000 115,000 979,074 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: These funds would be used to provide supplemental grading and maintenance activities for the 13 miles of gravel roads. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Gravel Roads Maintenance $0 N/A Public Works FY 2016 Budget 119 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401707 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 75,148 Expended Through FY 15 75,149 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:75,148 Rollover at FYE 15 4,852 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 80,000 (4,852) - - - - - - 75,148 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:80,000 (4,852) - - - - - - 75,148 - - - 4,200 - 4,200 Insert picture Crabapple Pedestrian Lights IMPACT ON OPERATING BUDGET: City would be responsible for additional costs associated with providing power.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Provide pedestrian street lights along Green Road to extend the existing Crabapple area lighting style to the end of the Crabapple district. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Green Road Pedestrian Lighting $75,148 2015 Public Works FY 2016 Budget 120 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:340-4101-541400500 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 231,391 Construction 237,300 Expended Through FY 15 657,632 Land Acquisition 188,940 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:657,631 Rollover at FYE 15 (0) FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 313,301 - - - - - - - 313,301 Debt Financing - - - - - - - - - Grant Funding 344,331 - - - - - - - 344,331 Other - - - - - - - - - Funding Source Total:657,632 - - - - - - - 657,632 (1) - - - - - Insert picture Arnold Mill Rd and New Providence Rd Intersection IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Arnold Mill SR 140 at New Providence PI #533 The Arnold Mill SR 140 at New Providence intersection improvement project is the second highest priority intersection improvement for the Public Works department. This has been documented with staff recommendations and citizen feedback from our Transportation Town Hall Meeting and Transportation survey. This intersection is an active "high priority project (HPP)" with the Georgia Department of Transportation (GDOT) and the City of Milton. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvement - Arnold Mill @ New Providence $657,631 2013 Public Works FY 2016 Budget 121 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401600 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 17,912 Construction 389,585 Expended Through FY 15 446,922 Land Acquisition 39,426 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:446,923 Rollover at FYE 15 1 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 446,923 - - - - - - - 446,923 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:446,923 - - - - - - - 446,923 - - - - - - Insert picture Bethany Bend and Cogburn Rd Intersection IMPACT ON OPERATING BUDGET: No additional impacts Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Intersection improvements at the Bethany Bend/Cogburn Road intersection associated with the construction of the new high school. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvement - Bethany Bend @ Cogburn Rd $446,923 2014 Public Works FY 2016 Budget 122 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 60,000 Construction 1,400,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:1,460,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - 60,000 - - - - - 60,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - 60,000 - - - - - 60,000 1,400,000 - - - - - Insert picture Preliminary layout developed by Fulton County IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is for intersection improvements at Bethany Road and Providence Road FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvement - Bethany Rd at Providence Rd $1,460,000 Beyond 2021 Public Works FY 2016 Budget 123 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:340-4101-541400510 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 691,999 Construction 4,150,000 Expended Through FY 15 3,957,042 Land Acquisition 3,289,011 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:8,131,010 Rollover at FYE 15 1,896,422 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 1,333,464 479,138 - - - - - - 1,812,602 Debt Financing - - - - - - - - - Grant Funding 4,520,000 1,798,408 - - - - - - 6,318,408 Other - - - - - - - - - Funding Source Total:5,853,464 2,277,546 - - - - - - 8,131,010 - - - - - - Insert picture Proposed Crabapple Road Improvements IMPACT ON OPERATING BUDGET: Annual impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project involves improving the existing intersection of SR 372/Mayfield Road/Broadwell Road by adding left turn lanes on SR 372 and Broadwell Road; improving the existing intersection of SR 372 at McFarlin Lane with a single lane roundabout; improving the existing intersection of SR 372 at Crabapple Chase Drive with a single lane roundabout. The typical section and alignment of the existing local roads from the existing intersection of McFarlin Lane and SR 372 to the end of the existing Branyan Trail will be improved to meet the current design standards. Branyan Trail will also be extended approx. 500 feet to the new roundabout located at the intersection of S 372 and Crabapple Chase Drive. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvement - SR 372 (Crabapple Rd-Birmingham Hwy) (FKA Mayfield at Mid Broadwell Intersection) $8,131,010 2015 Public Works FY 2016 Budget 124 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:340-4101-541401802 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 334,017 Expended Through FY 15 334,497 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:334,017 Rollover at FYE 15 (480) FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 85,206 - - - - - - - 85,206 Debt Financing - - - - - - - - - Grant Funding 248,811 - - - - - - - 248,811 Other - - - - - - - - - Funding Source Total:334,017 - - - - - - - 334,017 - - - - - - Insert picture Deerfield Pkwy and Morris Rd Intersection IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Intersection improvements at Deerfield Parkway and Morris Road FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvements - Deerfield Parkway at Morris Rd $334,017 2014 Public Works FY 2016 Budget 125 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401703 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 313,000 Construction 1,993,250 Expended Through FY 15 49,248 Land Acquisition 268,307 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 50,000 Total Project Cost:2,624,557 Rollover at FYE 15 100,752 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 150,000 560,000 890,000 1,024,557 - - - - 2,624,557 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:150,000 560,000 890,000 1,024,557 - - - - 2,624,557 - - - - - - Insert picture Intersection Improvement Study Area IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Provides for intersection improvements at two locations Freemanville Road@Providence Road and Freemanville Road@Birmingham Road FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvements - Freemanville Road@Providence Road and Freemanville Road at Birmingham Road $2,624,557 2019 Public Works FY 2016 Budget 126 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401702 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 175,000 Construction 120,000 Expended Through FY 15 42,917 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:295,000 Rollover at FYE 15 252,083 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 295,000 - - - - - - - 295,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:295,000 - - - - - - - 295,000 - - - - - - Insert picture Preliminary improvement concept IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is for intersection improvements at Hopewell Road @ Bethany Bend and Hopewell Road @ Bethany Way FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvements - Hopewell Rd @ Bethany Bend and Hopewell Rd @ Bethany Way $295,000 Beyond 2021 Public Works FY 2016 Budget 127 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401701 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 314,500 Construction 1,036,844 Expended Through FY 15 202,131 Land Acquisition 133,656 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:1,485,000 Rollover at FYE 15 1,282,870 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Operating Budget 1,485,000 - - - - - - - 1,485,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:1,485,000 - - - - - - - 1,485,000 - - - - - - Insert picture Proposed Hopewell Road-Birmingham Road Intersection Improvement IMPACT ON OPERATING BUDGET: Annual impact on the O&M budget will be minimal. General landscape maintenance for the central island and an increase in striping costs every 5 years. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project will provide for the design and construction of a roundabout at the Hopewell Road - Birmingham Road intersection. This intersection was identified in the Transportation Master Plan as a priority intersection for operational improvements. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvement - Hopewell Rd at Birmingham Rd $1,485,000 2015 Public Works FY 2016 Budget 128 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 75,000 Construction 1,100,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:1,175,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - - - - 75,000 1,100,000 - 1,175,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - - - - 75,000 1,100,000 - 1,175,000 - - - - - - Insert picture Identified for Improvement in 2009 CTP IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is for intersection improvements at Hopewell Road @ Hamby Rd FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvements - Hopewell Rd @ Hamby Rd $1,175,000 2021 Public Works FY 2016 Budget 129 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 75,000 Construction 1,670,365 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:1,745,365 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - - - - - 400,000 1,345,365 1,745,365 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - - - - - 400,000 1,345,365 1,745,365 - - - - - - Insert picture Hopewell Rd at Thompson Rd Existing Configuration IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is for intersection improvements at Hopewell Road @ Thompson Rd FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvements - Hopewell Rd @ Thompson Rd $1,745,365 2022 Public Works FY 2016 Budget 130 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401700 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 118,914 Construction 765,000 Expended Through FY 15 978,954 Land Acquisition 108,189 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:992,103 Rollover at FYE 15 13,149 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 992,103 - - - - - - - 992,103 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:992,103 - - - - - - - 992,103 - - - - - - Insert picture Hopewell Rd/Francis Rd/Cogburn Rd Intersection IMPACT ON OPERATING BUDGET: Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Intersection improvements at the Hopewell/Francis/Cogburn Roads intersection. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Hopewell/Francis/Cogburn Intersection Improvements $992,103 2014 Public Works FY 2016 Budget 131 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:340-4101-541400100 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 806,279 Construction - Expended Through FY 15 1,620,542 Land Acquisition 814,263 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:1,620,542 Rollover at FYE 15 3,018,397 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 927,788 (124,936) - - - - - - 802,852 Debt Financing - - - - - - - - - Grant Funding 3,711,151 (2,893,461) - - - - - - 817,690 Other - - - - - - - - - Funding Source Total:4,638,939 (3,018,397) - - - - - - 1,620,542 - - - - - - IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Birmingham Hwy 372 at Providence PI #5448 The Birmingham Hwy at Providence improvement project is the highest priority intersection improvement for the Public Works Department. From a safety standpoint, the Birmingahm at Providence intersection is arguably the worst in our city. This has been documented with crash data as well as from citizen feeback from our Transportation Town Hall Meeting and Transportation Survey. This intersection is an active "high priority project (HPP)" with the Georgia Department of Transportation (GDOT) and the City of Milton. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvement - Birmingham @ Providence Rd $1,620,542 2015 Public Works FY 2016 Budget 132 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:340-4101-541401803 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 75,000 Construction 50,000 Expended Through FY 15 73,910 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:125,000 Rollover at FYE 15 1,090 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 15,000 50,000 - - - - - - 65,000 Debt Financing - - - - - - - - - Grant Funding (STP)60,000 - - - - - - - 60,000 Other - - - - - - - - - Funding Source Total:75,000 50,000 - - - - - - 125,000 - - - - - - Insert picture Short-Term Operational and Safety Improvements IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project developed a GDOT concept study for intersection improvements at State Route 9 and Bethany Bend. This project was identified in the LCI study and is being funded, in part, by L230 funds from ARC. The purpose of this study is to identify safety and operational problems and solutions. In anticipation of a major roadway widening effort along the SR 9 corridor, this study investigated a series of alternatives to implement in the interim to improve conditions at this intersection. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Intersection Improvement - State Route 9 @ Bethany Bend $125,000 2016 Public Works FY 2016 Budget 133 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401706 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 35,000 Construction 150,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:185,000 Rollover at FYE 15 185,000 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Operating Budget 185,000 - - - - - - - 185,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:185,000 - - - - - - - 185,000 - - - - - - Insert picture Preliminary Layout Adding Turn Lanes and Pedestrian Improvements IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project was not identifed in the CTP but a recent traffic study showed an average of 26 accidents per year at this intersection with most related to turning movements. This project involves making turn lane improvements as well as some pedestrian improvements. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Webb Road Turn Lanes $185,000 2015 Public Works FY 2016 Budget 134 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401704 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 50,000 Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:50,000 Rollover at FYE 15 50,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 50,000 - - - - - - - 50,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:50,000 - - - - - - - 50,000 - - - - - - Insert picture Proposed Interchange Concept IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This is a joint project with the Forsyth County, City of Alpharetta and the NFCID for PE documents related to the new interchange at Ga400 and McGinnis Ferry Road. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:McGinnis Ferry Interchange $50,000 Unkown at this time Public Works FY 2016 Budget 135 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-522251000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 5,954 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 308,526 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 314,480 50,000 50,000 50,000 50,000 50,000 50,000 50,000 664,480 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:314,480 50,000 50,000 50,000 50,000 50,000 50,000 50,000 664,480 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: These funds provide for compliance with the city's NPDES stormwater permit compliance requirements FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:NPDES Permit Compliance $0 N/A Public Works FY 2016 Budget 136 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-522260000 340-4101-522260000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Cap Proj Cap Grant Construction - Expended Through FY 15 3,714,339 275,873 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Cap Proj Cap Grant Total Project Cost:- Rollover at FYE 15 1,343,059 200,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 5,031,148 1,750,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 16,981,148 Debt Financing - - - - - - - - - Grant Funding (LMIG)475,873 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,875,873 Other 26,250 - - - - - - - 26,250 Funding Source Total:5,533,271 1,950,000 1,900,000 1,900,000 1,900,000 1,900,000 1,900,000 1,900,000 18,883,271 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: These funds are used for the annual pavement management, resurfacing/reconstruction program and to provide deep patching and edge of roadway repair for those sections of roads which have been prioritized through the pavement management program. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Pavement Management $0 N/A Public Works FY 2016 Budget 137 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-522250000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 433,144 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 96,755 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 529,899 185,000 275,000 275,000 275,000 275,000 275,000 275,000 2,364,899 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:529,899 185,000 275,000 275,000 275,000 275,000 275,000 275,000 2,364,899 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: These funds will include the scoping, design and construction of repairs associated with the city's stormwater infrastructure. It is anticipated that as the stormwater system is inspected and inventoried under the requirements of the NPDES stormwater permit that deficiencies in the system will be identified. Funding includes the design and repair to two drainage systems in Thompson Road as well as minor repairs systemwide. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Repair Major Stormwater Structures (as needed) $0 N/A Public Works FY 2016 Budget 138 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541401002 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 102,474 Expended Through FY 15 53,820 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:102,474 Rollover at FYE 15 48,654 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 102,474 - - - - - - - 102,474 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:102,474 - - - - - - - 102,474 - - - - - - Insert picture School Zone Flasher (stock picture) IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This project is to replace the school zone flashers for Crabapple Elementary-Northwestern Middle-Milton High School. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Replace School Zone Flashers $102,474 2015 Public Works FY 2016 Budget 139 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541400900 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 5,267 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 101,952 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 107,219 80,000 80,000 80,000 80,000 80,000 80,000 80,000 667,219 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:107,219 80,000 80,000 80,000 80,000 80,000 80,000 80,000 667,219 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Continue the proactive re-striping of roads. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Re-Striping of Existing Roads $0 N/A Public Works FY 2016 Budget 140 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541301300 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Cap Proj Cap Grant Construction - Expended Through FY 15 10,755 4,200 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Cap Proj Cap Grant Total Project Cost:- Rollover at FYE 15 547,015 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 557,770 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,257,770 Debt Financing - - - - - - - - - Grant Funding-CDBG 4,200 - - - - - - - 4,200 Other - - - - - - - - - Funding Source Total:561,970 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,261,970 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Citywide sidewalk and curb & gutter repairs. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Sidewalk Construction and Repair $0 N/A Public Works FY 2016 Budget 141 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541200001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 250,000 Construction - Expended Through FY 15 44,523 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:250,000 Rollover at FYE 15 205,477 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 250,000 - - - - - - - 250,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:250,000 - - - - - - - 250,000 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Since deployment, the Fire Department has acquired several capital assets, including four fire engines, one ladder truck, one battalion vehicle, one command trailer, one air trailer, and one TLAER trailer and one TLAER truck, as well as two golf carts. Most of this equipment and all the necessary supporting items are being housed in separate fire stations. In addition, the Fire Department stores fire hose, station supplies, lawn equipment, training equipment, tires, bulky gear, EMS supplies, and numerous other items at various stations. This has created a storage problem. This item involves constructing a large steel storage building behind Fire Station 43. The vision is a three bay building 60' x 75' that would be shared with Public Works for their equipment. A master plan of the area will be performed prior to the construction of the building. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Storage Building and Public Works Yard Construction $250,000 2015 Public Works FY 2016 Budget 142 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-541400400 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 2,659 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 35,575 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 38,234 - - - - - - - 38,234 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:38,234 - - - - - - - 38,234 - - - - - - Insert picture Neighborhood Applications of Traffic Calming Measures IMPACT ON OPERATING BUDGET: No impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Section 48-281 (a) of the City of Milton Code of Ordinaces provides for a 50% cost sharing on the part of the city for the installation of basic traffic calming devices. This account provides those funds for potential use on qualifing projects. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Traffic Calming $0 N/A Public Works FY 2016 Budget 143 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:340-4101-541401804 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 250,000 Construction 900,000 Expended Through FY 15 187,500 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:1,150,000 Rollover at FYE 15 62,500 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 20,000 - 300,000 300,000 300,000 - - - 920,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Alpharetta, NFCID & GDOT TAP 230,000 - - - - - - - 230,000 Funding Source Total:250,000 - 300,000 300,000 300,000 - - - 1,150,000 - - - - - - Insert picture Greenway Connection Study Area IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: The City of Milton has completed a local Comprehensive Transportation Plan, North Fulton Comprehensive Transportation Plan, and Livable Centers Initiative that all looked at multi-use connections in areas of the City and regional connections. Milton’s Multi-use Trail Connection to the Big Creek Greenway is a project that creates multi-use connections in the Windward Parkway Activity Center and surrounding areas between regional thoroughfare networks, schools, parks, senior centers, retail, MARTA bus routes, and greenways. Given the potential scope of this project both short and long term connections to the Big Creek Greenway will be evaluated. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Trail Connection to Big Creek Greenway $1,150,000 2019 Public Works FY 2016 Budget 144 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-521207300 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 225,000 Construction - Expended Through FY 15 144 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:225,000 Rollover at FYE 15 224,856 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 225,000 - - - - - - - 225,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:225,000 - - - - - - - 225,000 - - - - - - Insert picture Update to the City's First CTP Adopted in 2009 IMPACT ON OPERATING BUDGET: No additional impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Engage in Proactive Planning Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: The transportation plan update will chart out a path for Milton with a recommended program of transportation projects supporting the City's vision, stakeholder and public supported input, need an purpose, and cost considerations. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Update to Transportation Master Plan $225,000 2015 Public Works FY 2016 Budget 145 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-4101-542201000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 35,697 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 54,481 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 90,178 10,000 10,000 10,000 10,000 10,000 10,000 10,000 160,178 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:90,178 10,000 10,000 10,000 10,000 10,000 10,000 10,000 160,178 - - - - - - IMPACT ON OPERATING BUDGET: The impact will be minimal Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: These funds provide for standard replacement of Public Works Vehicles FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Vehicle Replacement Reserve (Public Works) $0 N/A Public Works FY 2016 Budget 146 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:[Finance will create account #] STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 319,893 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 9,625 Total Project Cost:329,518 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 9,625 - 169,893 150,000 - - - 329,518 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 9,625 - 169,893 150,000 - - - 329,518 - - - 10,200 - 10,200 Provide Responsible and Responsive Government PROJECT NAME:Mobile Traffic Control Center $9,625 2016 Public Works Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: Provide signal controller and software communication system. This pilot project will initially allow for wireless signal diagnostics and adjustments from inside a vehicle as opposed to being exposed to the elements at the signal controller. The next phase of the project would allow control of all signalized intersections from a central/mobile location. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Total: IMPACT ON OPERATING BUDGET: The final project would minimize the repsonse, diagnostic and repair time for signal issues by allowing the evaluation of signal problems from one central/mobile location. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues FY 2016 Budget 147 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:[Finance will create account #] STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 6,000 Total Project Cost:6,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 6,000 - - - - - - 6,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 6,000 - - - - - - 6,000 - - - 750 - 750 Provide Responsible and Responsive Government PROJECT NAME:Snow Plow $6,000 2016 Public Works Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: Additional snow plow. The third snow plow will allow the deployment of three plows to predetermined routes in the city. The establishment of the three zones will provide the maximum road mileage in each zone to effectively manage with the available staff and resources. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Total: Insert picture Pick up Mounted Snow Plow IMPACT ON OPERATING BUDGET: Between the plow and additional spreader we can eliminate the need for outside contractors in the majority of winter storm events. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues FY 2016 Budget 148 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:[Finance will create account #] STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 35,000 Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:35,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 35,000 - - - - - - 35,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 35,000 - - - - - - 35,000 - - - - - Provide Responsible and Responsive Government PROJECT NAME:North Fulton Transportation Plan $35,000 2016 Public Works Engage in Proactive Planning PROJECT DESCRIPTION and/or JUSTIFICATION: This is an update to the North Fulton Transportation Plan that was originally developed in 2010. This would be in partnership with the cities of Johns Creek, Alpharetta, Sandy Springs and Roswell. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Total: IMPACT ON OPERATING BUDGET: N/A Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues FY 2016 Budget 149 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:[Finance will create account #] STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 9,500 Total Project Cost:9,500 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 9,500 - - - - - - 9,500 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 9,500 - - - - - - 9,500 - - 700 - - 700 Provide Responsible and Responsive Government PROJECT NAME:Salt/Sand Spreader $9,500 2016 Public Works Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: The additional 6 cy Salt/Sand spreader will allow staff to handle the majority of winter snow operations in-house without the need and expense for outside contractors. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Total: Insert picture Drop in Salt/Sand Spreader IMPACT ON OPERATING BUDGET: Between the plow and additional spreader we can eliminate the need for outside contractors in the majority of winter storm events. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues FY 2016 Budget 150 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:360-6110-541200001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 368,100 Construction 9,866,700 Expended Through FY 15 6,934,163 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 60,000 Total Project Cost:10,294,800 Rollover at FYE 15 3,360,637 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Operating Budget 583,532 - - - - - - - 583,532 Debt Financing 9,611,268 - - - - - - - 9,611,268 Grant Funding - - - - - - - - - HYA-Donation 100,000 - - - - - - - 100,000 Funding Source Total:10,294,800 - - - - - - - 10,294,800 - 160,000 600,000 840,000 (10,000) 1,590,000 Insert picture Bell Memorial Park Master Plan IMPACT ON OPERATING BUDGET: Debt service payment amortized over 15 years with a 10 year call and park maintenance.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Renovation of the existing Bell Memorial Park. This project will result in the the construction of two synthetic turf rectangular multi-sport fields, four baseball fields, five new structures (a concession stand, a maintenance building, two storage sheds and a pavilion) and also a one mile walking trail around the park. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Bell Memorial Park $10,294,800 2015 Parks & Recreation FY 2016 Budget 151 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-521200001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 430 Construction - Expended Through FY 15 430 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:430 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 430 - - - - - - - 430 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:430 - - - - - - - 430 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact is expected Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Parks and Recreation 15-year Comprehensive Plan is needed for future Capital planning. The plan will incorporate the Assessment Plan and Pattern Book, Needs Assessment Survey Results and will clearly establish the City's approach to Parks and Recreation for the next 15 years. This plan should be updated every 5-10 years. This plan will allow for grant funding applications and bond programs. This project was completed in 2012. The remaining budget is being transferred to other park projects. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:15-Year Comprehensive Plan $430 2012 Parks & Recreation FY 2016 Budget 152 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-521200002 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 9,395 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 9,395 Total Project Cost:9,395 Rollover at FYE 15 (0) FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 9,395 - - - - - - - 9,395 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:9,395 - - - - - - - 9,395 - - - - - - IMPACT ON OPERATING BUDGET: No additional impact is expected Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Update entrance signage/onsite signage for park property and include ROW directionals in vacinity of parks. This project was completed in 2014. The remaining budget is being transferred to other park projects. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Park Sign Implementation $9,395 2014 Parks & Recreation FY 2016 Budget 153 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-541300100 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 773,400 Expended Through FY 15 771,558 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:773,400 Rollover at FYE 15 1,842 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Operating Budget 773,400 - - - - - - - 773,400 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:773,400 - - - - - - - 773,400 - - - - - - Insert picture Hopewell House (15690 Hopewell Rd) IMPACT ON OPERATING BUDGET: The operating impact will consist of grounds and facility maintenance, as well as utilities.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: The 2.5 acre site, which contains the nearly 4,000-square-foot, two-story home, dates back to at least the mid-1800s according to local historians. The City purchased the Hopewell House from foreclosure in 2011 for $250,000 in order to save the site, which is believed to be one of the oldest in North Fulton. Renovations are necessary to allow the house to function as a senior services center, a place for city-sponsored events and a facility that our citizens can utilize for special occasions. Newnan-based Headley Construction will handle all renovations to the home and site. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Hopewell House Renovations (AKA Thomas Byrd Sr. House) $773,400 2015 Parks & Recreation FY 2016 Budget 154 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-541401401 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 34,257 Expended Through FY 15 34,809 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:34,257 Rollover at FYE 15 (552) FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 34,257 - - - - - - - 34,257 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:34,257 - - - - - - - 34,257 - - - - - - IMPACT ON OPERATING BUDGET: Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This funds in this account are allocated for the improvements to the ball fields at Hopewell Middle School per the City's IGA with Fulton County Schools. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Park and Trail Expansion $34,257 2015 Parks & Recreation FY 2016 Budget 155 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-541300100 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 530,000 Expended Through FY 15 531,350 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:530,000 Rollover at FYE 15 (1,350) FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 530,000 - - - - - - - 530,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:530,000 - - - - - - - 530,000 - - - - - - Insert picture Broadwell Park IMPACT ON OPERATING BUDGET: The operating impact will consist of grounds maintenance and utilities.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Demolish the Crabapple Community Building and create a pavilion and playground to be the gathering spot for events like a farmer's market, food truck days and Christmas in Crabapple. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Broadwell Park Pavilion $530,000 2015 Parks & Recreation FY 2016 Budget 156 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-541200002 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 167,000 Expended Through FY 15 50,252 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:167,000 Rollover at FYE 15 116,748 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 67,000 - - - - - - - 67,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other 100,000 - - - - - - - 100,000 Funding Source Total:167,000 - - - - - - - 167,000 - - - - - - Insert picture Northwestern Middle School IMPACT ON OPERATING BUDGET: The maintenance on this field is paid for by Eagle Stix Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This is to partially fund the re-development of a softball/baseball field at Northwestern Middle School into a modified field that will also have a 300' x 180' rectangular lacrosse field. This project will be mostly funded by Eagle Stix (women's) Lacrosse. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Northwestern Middle IGA Fields $167,000 2015 Parks & Recreation FY 2016 Budget 157 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-542200000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction 17,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:17,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 17,000 - - - - - - 17,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 17,000 - - - - - - 17,000 - - - 250 - 250 Insert picture Utility Vehicle IMPACT ON OPERATING BUDGET: First year maintenance should be nominal as it should include a warranty. Gasoline and normal maintenance should be all that is required. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: When Bell Memorial Park is reconstructed, we will need to acquire a John Deere Model TS Traditional Gator Utility Vehicle (or equivalent) for park maintenance. This vehicle would not be purchased until the summer of 2015 as the park nears completion. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Utility Vehicle for Bell Memorial Park $17,000 2016 Parks & Recreation FY 2016 Budget 158 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-542201000 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 26,921 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 (97) FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 26,824 - - - - - - - 26,824 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:26,824 - - - - - - - 26,824 - - 500 - - 500 Provide Responsible and Responsive Government PROJECT NAME:Vehicle Replacement Reserve (Parks & Recreation) $0 N/A General Administration Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: These funds provide for standard replacement of vehicles other than Police, Fire and Public Works FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount IMPACT ON OPERATING BUDGET: The impact will involve general vehicle maintenace and gasoline Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: FY 2016 Budget 159 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-6110-541200003 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 150,000 Construction 1,245,816 Expended Through FY 15 23,284 Land Acquisition 4,200 Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:1,400,016 Rollover at FYE 15 38,532 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 61,816 250,000 75,000 - - 500,000 838,200 - 1,725,016 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:61,816 250,000 75,000 - - 500,000 838,200 - 1,725,016 (325,000) - 100,000 - - 100,000 Insert picture Providence Park IMPACT ON OPERATING BUDGET: The maintenance of the park will be outsourced to a third-party Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Providence Park occupies 42 acres of land off Providence Rd and is currently owned by Fulton County. It has been closed to the public since 2004 to cleanup toxic waste found in the soil. The remediation of the waste is nearing completion and the City anticipates purchasing the land from the County. The funds appropriated in FY 2015 will allow the City to secure areas of the park (like the quarry) making it safe for our citizens to begin enjoying it again. The funding planned in future years will be used for master planning the site and possible enhancements. The specific enhancements will be determined by the master plan. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Providence Park $1,400,016 2021 Parks & Recreation FY 2016 Budget 160 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 100,000 Construction 250,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:350,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - - 100,000 - - 250,000 - 350,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - - 100,000 - - 250,000 - 350,000 - - - - - - Insert picture Chadwick Landfill IMPACT ON OPERATING BUDGET: The impact on the operating budget will consist of grounds maintenance; however, it is difficult to project estimated costs until a master plan is done of the space. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Chadwick Landfill occupies aver 126 acres of land off Arnold Mill Rd on the northwest end of the City. It is owned and operated by Waste Management and accepts non-hazardous construction and demolition debris. Within the next 3-5 years, it is expected to reach capacity and will be capped by WM. The City anticipates acquiring this land to be used as a park. A master plan will be done to determine how the space will be used. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Chadwick Landfill $350,000 2021 Parks & Recreation FY 2016 Budget 161 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #: STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - - - - - - - 500,000 500,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- - - - - - - 500,000 500,000 (500,000) - - - - - Insert picture Birmingham Park IMPACT ON OPERATING BUDGET: No impact projected at this time.Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This 200+ acre site is on the north end of the City behind Fire Station 43 (750 Hickory Flat Rd). It is currently an undeveloped, passive park that is open to the public for activities like hiking, horseback riding, dog walking, etc. About 40 acres of land and the Fire Station are still held by Fulton County as collateral for a Certificate of Participation they obtained to construct the Station prior to the incorporation of Milton. The debt is scheduled to be paid off in 2019 at which time the land and building will be acquired by the City. A master plan of this park was performed several years ago, but will likely need to be updated as priorities have changed with the Bell Memorial Park land acquisition and re-development. It is unclear at this time what estimated costs will be for any possible development of this park. It is included in the CIP simply as a reminder that this is a future project that will need to be considered. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Birmingham Park $0 Beyond 2022 Parks & Recreation FY 2016 Budget 162 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:[Finance will create account #] STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design 2,000 Construction 8,000 Expended Through FY 15 - Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:10,000 Rollover at FYE 15 - FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget - 10,000 - - - - - - 10,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:- 10,000 - - - - - - 10,000 - - 2,500 1,000 - 3,500 Provide Responsible and Responsive Government PROJECT NAME:IGA Improvements at Northwestern Middle School $10,000 2016 Parks & Recreation Provide Quality Services PROJECT DESCRIPTION and/or JUSTIFICATION: At Northwestern Middle School, we have built three fields for Girls Lacrosse. This triples the previous capacity from last year and supports the expanding program. Unfortunately, we have been providing them a single portable Potty for a bathroom. The program needs bathrooms. One option is to construct bathrooms somewhere near the fields. This is estimated at $100,000+. Northwestern Middle School has offered us an alternative. They have a set of dressing rooms which have three toilets for women and a toilet and two urinals for men. The dressing rooms have outside access and are located close to two of the fields. In order to use them, we must provide a door or gate to restrict access from the dressing room hallway to the back of the stage in the Auditorium/Gym. This has been estimated at about $10,000, with $2,000 estimated at design costs and $8,000 at construction costs. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Insert picture This is the hallway we have to restrict access on IMPACT ON OPERATING BUDGET: We will have to provide janitorial services and pay a paper products fee. This fee will be offset by $1,100 reduction in porta potty rental fees. Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: FY 2016 Budget 163 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-7410-521200006 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 25,033 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 27,000 Total Project Cost:27,000 Rollover at FYE 15 1,967 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 27,000 - - - - - - - 27,000 Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Other - - - - - - - - - Funding Source Total:27,000 - - - - - - - 27,000 - - - - - - IMPACT ON OPERATING BUDGET: No impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Open Space Preservation Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: Provide planning services to create a form-based zoning code and potential TDR Ordinance to implement the vision as stated within the Arnold Mill Corridor Study and the Rt. 9 North Area Plan. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Protect and Preserve Open Space PROJECT NAME:Form-Based Code/TDR Ordinance $27,000 2015 Community Development FY 2016 Budget 164 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-7410-541200001 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Construction - Expended Through FY 15 8,204 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other - Total Project Cost:- Rollover at FYE 15 101,002 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Operating Budget - - - - - - - - - Debt Financing - - - - - - - - - Grant Funding - - - - - - - - - Tree Recompense Fees 109,205 - - - - - - - 109,205 Funding Source Total:109,205 - - - - - - - 109,205 - - - - - - IMPACT ON OPERATING BUDGET: No impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: To provide for an on-call contract for the purchase of trees, including installation and maintenance costs to service such trees. Said trees to be located within public spaces. These funds are generated from tree recompense fees paid by developers. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Tree Recompense Fund N/A N/A Community Development FY 2016 Budget 165 Capital Improvement Program FY 2016 - FY 2022 CAPITAL IMPROVEMENT PROGRAM 2015 - 2021 Estimated Project Cost: Estimated Completion: DEPARTMENT:Account #:300-7410-521200007 340-7410-521200003 STRATEGIC PLAN STRATEGY: STRATEGIC ACTION ITEM:Recurring/Non-Recurring: ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE: Planning & Design - Cap Proj Cap Grant Construction - Expended Through FY 15 11,635 2,290 Land Acquisition - Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR: Other 143,000 Cap Proj Cap Grant Total Project Cost:143,000 Rollover at FYE 15 56,175 4,900 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Operating Budget 70,938 33,000 35,000 - - - - - 138,938 Debt Financing - - - - - - - - - Grant Funding 4,062 - - - - - - - 4,062 Other - - - - - - - - - Funding Source Total:75,000 33,000 35,000 - - - - - 143,000 - - - - - - Insert picture Gateway Signage IMPACT ON OPERATING BUDGET: No impact Estimated Annual Impact: Expenditures Personnel Maintenance Other Revenues Total: Provide Quality Services Non-Recurring PROJECT DESCRIPTION and/or JUSTIFICATION: This is a request to develop a branding campaign for the City so as to allow it to design and construct the following types of signs: major gateway signs with landscaping (2); minor gateway signs with landscaping (9); historic markers (100); park entrance signs (7); and, wayfinding signs (50). The projected expenses for these signs are spread over three years. FUNDING SOURCE(S): Previously Allocated Planned Funding Requests Total Funding Unfunded Amount Provide Responsible and Responsive Government PROJECT NAME:Gateway Signage and Historic Markers $143,000 2017 Community Development FY 2016 Budget 166 Capital Improvement Program FY 2016 - FY 2022 HOME OF ' ESTABLISH ED 2006 CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 10, 2015 FROM: City Manager AGENDA ITEM: Consideration of RZ15-15 — To Amend the Rural Viewshed within the Rural Milton Overlay for Single Family Type Uses. [Sec. 64-114(a)]. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER: K APPROVED O NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED: YES () NO CITY ATTORNEY REVIEW REQUIRED: K) YES () NO APPROVAL BY CITY ATTORNEY APPROVED () NOT APPROVED PLACED ON AGENDA FOR: 49zIIs REMARKS 14 �O I�7 ri7 �iVo l� � r7�DJe y k1 �L�. © Youn PHONE: 678,242.25001 FAX: 678.242.2499 info@cityofmlitonga.us I www.cityofmiltonga.us 13000 Deerfield Parkway, Suite 107 1 Milton GA 30004 0 Gr" -e- en Community *Certified * Top tUU ' Clcy. E ' 3�C H To: The Honorable Mayor and City Council From: Kathleen Field, Community Development Director Date: Submitted August 28, 2015, for the September 21, 2015 Regular Meeting (September 9, 2015 First Presentation, September 14, 2015 Work Session) Re: Consideration of RZ15-15 – To Amend the Rural Viewshed within the Rural Milton Overlay for Single-Family type uses. (Sec. 64-1141(a)). Department Recommendation: The Community Development Department recommends withdrawal of the text amendment as discussed below. Executive Summary: The Planning Commission recommended deferral of this item at the July 22, 2015 meeting to allow further discussion by the Mayor and City Council regarding the proposed Conservation Subdivision Ordinance. At the August 26, 2015 Planning Commission Meeting, it was recommended to not increase the rural viewshed, but to adopt the proposed rural type subdivision entrance requirements. Staff notes, that a future text amendment to the AG-1 (Agricultural) district will include the revised subdivision entrance requirements and other modifications as well. Funding and Fiscal Impact: None anticipated. Alternatives: The Mayor and City Council may choose to amend the proposed text amendments or not to approve it in its entirety. Legal Review: Paul Frickey, Jarrard and Davis – July 2015 Concurrent Review: None Attachment(s): Proposed text amendment and ordinance for RZ15-15. Text Amendment prepared for the City of Milton Planning Mayor and City Council Meeting on September 21, 2015. RZ15-15 9/2/20159/2/20158/31/2015 Sec. 64-1141. - Single-family type uses. (a) Landscaping. (1) Rural viewshed. a. Provide a 4075-foot undisturbed buffer and an additional 2025-foot no improvement setback for single-family lots adjacent to exterior streets. Where sparsely vegetated, replant the undisturbed buffer in a natural fashion, per the approval of the city arborist. i. Submit landscape plan to arborist for the preservation of the rural view shed. ii. Platted subdivision entrances shall not have opaque walls, opaque fences, water features, or accessory structures at the entrance or along exterior streets. Columns attached to equestrian style fencing shall not exceed eight feet in height, per the approval of the city architect. STATE OF GEORGIA ORDINANCE____ COUNTY OF FULTON RZ15-15 AN ORDINANCE TO AMEND THE RURAL VIEWSHED WITHIN THE RURAL MILTON OVERLAY FOR SINGLE FAMILY TYPE USES (SECTION 64-1141(a) IN THE CITY OF MILTON ZONING ORDINANCE (CHAPTER 64 OF THE CITY CODE OF ORDINANCES) BE IT ORDAINED by the City Council of the City of Milton, GA while in a regularly called council meeting on September 21, 2015 6:00 p.m. as follows: SECTION 1. That the amendment of Section 64-1141(a) of the City of Milton Zoning Ordinance is hereby adopted and approved; and is attached hereto as if fully set forth herein, and; SECTION 2. All ordinances, parts of ordinances, or regulations in conflict herewith are repealed. SECTION 3. That this Ordinance shall become effective upon its adoption. ORDAINED this the 21st day of September, 2015. ____________________________________ Joe Lockwood, Mayor Attest: ___________________________ Sudie AM Gordon, City Clerk CITY COUNCIL AGENDA ITEM TO: City Council DATE: September 10, 2015 FROM: City Manager AGENDA ITEM: Administrative Hearing Regarding the Possible Suspension or Revocation of the Alcohol License for C.C.E. Group, Inc., d/b/a Montana's Bar & Grill Located at 13695 Highway 9, Milton, Georgia 30004. MEETING DATE: Monday, September 21, 2015 Regular City Council Meeting BACKGROUND INFORMATION: (Attach additional pages if necessary) See attached memorandum APPROVAL BY CITY MANAGER: APPROVED () NOT APPROVED CITY ATTORNEY APPROVAL REQUIRED: VYES () NO CITY ATTORNEY REVIEW REQUIRED: �YES O NO APPROVAL BY CITY ATTORNEY VAPPROVED () NOT APPROVED PLACED ON AGENDA FOR REMARKS 4V You PHONE: 678.242.25001 FAX: 678.242.2499 "'deen',� info@cifyofmilfonga.us I www.cifyofmiifon a.us u'IL Communit 13000 Deerfield Parkway, S0e 107 Milton GA 30004 y C -dxd ; Tap qo City "f �a September 3, 2015 C.C.E. Group, Inc. Attn: Christopher C. Eubank 13695 Highway 9 Milton, GA 30004 Re: Notice of Hearing before the Milton City Council where your alcohol license may be suspended or revoked Dear Mr. Eubank: Information has been made available to the City of Milton that your business has failed to renew its business license. The failure to secure and maintain a current business license constitutes a violation of the City of Milton Alcohol Code, specifically Section 12-22. The Milton Alcohol Code provides that an issued alcohol license may be subject to suspension or revocation upon due cause, which under the Code means the violation of any laws or ordinances regulating the business and the violation of any local…law. Sec. 4-122 (a)(1) and (2). A failure to secure and maintain a current business license constitutes a violation of both of the above sections. Also, the Milton Alcohol Code provides that sufficient grounds shall exist to immediately suspend or revoke a license if a “licensee has failed to maintain any and all of the general qualifications applicable to the initial issuance of a license.” Sec. 4-122(e)(6). Securing and maintaining a current business license is a general qualification applicable to the initial issuance of a license. In accord with Sec. 4-122(d), please accept this correspondence as your 10-day notification that a hearing will be conducted before the Milton City Council on September 21, 2015 at 6 p.m. at Milton City Hall, 13000 Deerfield Parkway, Suite 107, Milton, Georgia, for the purpose of determining whether suspension or revocation of your alcohol license is warranted under the Alcohol Code. The statement of charges is that your establishment failed to maintain a current business license, which is a requirement related to the general qualifications applicable to the initial issuance of a license as set forth in this chapter. You will be afforded an opportunity to address the Council with respect to the charges identified in this letter. Please be advised that you are strongly encouraged to attend this hearing. Failure to attend the hearing will result in your having no opportunity to address the Council regarding the statement of charges set forth above. Please govern yourself accordingly. Respectfully, Chris Lagerbloom City Manager