HomeMy WebLinkAboutAgenda Packet CC - 09/08/2022 - FY2022 Proposed Budget PacketCity of Milton, Georgia
Fiscal Year 2022 Proposed Budget
Public Hearing Presentation
September 8, 2021
1DRAFT
Introduction
and Overview
2DRAFT
September 3, 2021
Honorable Mayor, members of City Council, and citizens of Milton:
It is my pleasure to submit to you the Fiscal Year 2022 Proposed Operating and Capital
Budget for review and consideration. The recommendations contained herein are
derived from the Mayor and City Council's priorities included in our 2021-2025 strategic
plan, which incorporates master plans including the Comprehensive Parks and
Recreation Master Plan, the Milton Community Trail Prioritization Plan, our
Comprehensive Transportation Plan, anticipated 2040 Comprehensive Plan short term
work strategies, and several others.
A city's budget is effectively a strategy that weighs these plans, contemplates the
general operating costs to deliver the expected level of service, and then affixes the
coming year's priorities to them, taking into consideration the expected revenues. The
City of Milton executes its strategies by funding these priorities in both its operating and
capital budgets. Typically, this task is accomplished by determining these priorities,
forecasting expected costs, and then setting the millage rate to fund the budget. The
City of Milton is a bit different.
Budget Process
The City of Milton differs from many other cities across Georgia in many regards—which
is why we love living here! Our desire to maintain our rural heritage and keep our
population density low contributes significantly to our nationally-recognized outstanding
quality of life. This desire, however, comes at a cost. The reduced residential and
commercial densities limit our potential to recognize real estate tax revenues similar to
our neighboring cities. Additionally, our relatively small commercial footprint further limits
our ability to derive other business-associated revenues, including Hotel/Motel Taxes,
Occupational Taxes, Alcohol Beverage Excise Taxes, Business Property Taxes, and a host
of other taxes and fees.
Furthermore, our conservative fiscal policies that contribute to our AAA bond rating and
help insulate us from economic downturns also impact our budgeting process.
Commonly known as a pay-as-you-go system, the City utilizes a significant portion of its
revenues to fund its capital improvement program. Unlike many other cities, the City of
Milton funds large expenditures such as vehicle and firetruck acquisition, street paving,
and park and trail expansion by saving for them instead of issuing bonds and incurring
long-term debt.
And finally, the City of Milton has a capped millage rate of 4.731 mills. That means that
regardless of the City's needs, it cannot exceed that tax rate without action by the
General Assembly and a citywide referendum. So, when considering our revenue
limitations, our pay-as-you-go policy of financing capital expenditures and
improvements, and finally, our capped millage rate, the budget process gets upended
3DRAFT
a bit. Instead of first determining our expenditures based on the desired level of service
and debt-service obligation and then calculating a millage rate to cover those costs,
this process occurs in reverse. The City of Milton sets its millage rate first, which has been
at the capped rate of 4.731 mills every year since our inception except for FY 2019,
determines its forecasted revenues, and then prioritizes and affixes funds to offset
operational and long-term capital costs.
Current Financial Condition
As COVID-19 released its economic grip on the nation, municipal outlooks improved.
The City of Milton's primary exposure was related to local option sales tax (LOST)
revenue which rebounded nicely with a forecasted 11.3% increase from FY2020 to
FY2021 and another 3.1% increase forecasted for FY 2022. Overall revenues had
outperformed our original FY2021 forecasts, and that, coupled with significant cost
savings across the departments, will position us exceptionally well for FY2022.
Since Milton's inception, the Mayor and City Council have made strategic decisions
that positioned the City to withstand financial stress. Our fund balance reserve policy
requiring no less than 25% of the subsequent year's budgeted revenues coupled with
our pay-as-you-go capital improvement plan insulates the City from unforeseen
emergencies and shortfalls caused by revenue declines. Additionally, these policies
eliminate the need for expensive short-term borrowing. The City of Milton's current
financial condition remains excellent.
Property Tax Revenue
In 2018, Milton voters approved legislation outlined in House Bill 710 to implement a new
property tax exemption. This floating homestead exemption caps taxable value growth
(for a primary residence and five contiguous acres for eligible properties) by the lesser
of the consumer price index for the prior year or 3%. In effect, Milton's exemptions have
nearly doubled, impacting potential growth in this revenue category. However, new
construction coupled with increased valuations for existing real property is forecasted
to yield $636,630 relative to the -FY 2021's real property collection anticipations. And
while we forecast a 0.3% drop in property taxes in FY 2022, this should be offset by
increases in other tax revenue categories.
General Fund Proposed Budget
The forecasted General Fund revenues for FY 2022 equal our anticipated expenditures
of $35,880,993, with a budgeted use of excess fund balance equal to $1,052,886. These
funds are the result of Milton's continued conservative budgeting of revenues, as well as
City staff's dedication to identifying cost savings whenever possible. This excess (or
surplus) fund balance, which is what remains after funding our mandatory reserves of
25% of the subsequent year's budgeted revenues, must be utilized for one-time
expenditures and will be applied to our capital improvement plan.
The total proposed General Fund budget is $35,880,993 – a decrease of $3,676,302 or
9.3% over the FY 2021 amended budget, but an increase of $4,740,949 or 15.2% from
the FY 2021 adopted budget. The difference between the FY 2021 adopted budget
and FY 2021 amended budget represents revenues rebounding sooner than
anticipated as the economy recovers from the economic impact of the COVID-19
pandemic. Those unanticipated revenues were primarily directed towards the City's
4DRAFT
pay-as-you-go program in the Capital Projects Fund, including funding for a new Fire
apparatus, future active park land acquisition and construction, improvements to the
City's passive/greenspace properties, and strategies to address recommendations that
will come out of the Local Road Safety Plan (LRSP) project that is underway.
The $919,100 growth in estimated revenues (excluding operating transfers in), as seen in
the table below, is largely driven by a full year's anticipation of revenue collections
related to the City's decision to bring the building inspection and permitting functions in-
house as opposed to the use of a third-party contractor as in year's past ($513,000),
current year property taxes for real property ($636,630), and an anticipated increase in
local option sales tax collections ($303,525). These forecasted increases are being
slightly offset by anticipated decreases to intangible taxes ($271,000) and title ad
valorem taxes ($203,521) as housing notes and car sales are expected to return to a
more traditional yield throughout FY 2022. And finally, there is a decrease to franchise
fees ($155,579) for cell/fiber/telecommunications as the City received a settlement in FY
2021 for prior year fees owed that will not recur in FY 2022.
The proposed maintenance and operating (M & O) expenses are $26,369,994 – an
increase of $2,117,758 or 8.7% over the FY 2021 amended budget (please note, the
change in M&O expenses from the adopted budget in FY 2021 to the final amended
budget in FY 2021 was a decrease of $310,726 or 1%). The year-over-year increase of
8.7% is the result of a few key factors, including:
• Market adjustments to salaries in the amount of $511,078. This proposal will
support Milton's goal of retaining and recruiting the best workforce to serve the
citizens and the community. Our staff is critical to carrying out the City's mission,
vision, and values, and ensuring we offer a competitive employment package
including wages, benefits, facilities, equipment, staff support, and more are vital
to this effort.
• A change in the funding strategy for the employer contributions to the City's
defined benefit plan to a level fixed-dollar amount to ensure the plan is fully
funded within the next five years. As increasingly fewer active employees are in
the plan, this strategy will ensure the plan is funded regardless of the number of
employees who are actively employed by the City. The overall impact is an
increase of $166,045 to employee retirement benefits from FY 2021.
• New initiatives proposed by staff that will support enhanced services or programs
within their departments are in the amount of $850,055. The separately detailed
M&O Initiatives section for a detailed explanation of each request and how they
tie back to the City's overall Strategic Plan.
Please see the Executive Summary for additional in-depth information regarding year-
over-year variances in this budget proposal.
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General Fund Year-Over-Year Comparison
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
Revenues 33,909,007$ 34,828,107$ 919,100$ 2.7
Transfers In 1,716,077 - (1,716,077) (100.0)
Budgeted Fund Balance 3,932,211 1,052,886 (2,879,325) (73.2)
TOTAL SOURCE OF FUNDS 39,557,295$ 35,880,993$ (3,676,302)$ (9.3)
Maintenance & Operating (M&O)24,252,236$ 26,369,994$ 2,117,758$ 8.7
Transfers Out 15,305,059 9,510,999 (5,794,060) (37.9)
TOTAL USE OF FUNDS 39,557,295$ 35,880,993$ (3,676,302)$ (9.3)
Opportunities for Tax Savings
The City of Milton relies on property taxes to fulfill its obligations to the community and
help ensure that Milton is an affordable place to live with an exceptional quality of life.
The M & O millage rate generates revenues vital to Milton's operations, while the
general obligation bond millage rate generates revenues dedicated to paying
principal and interest due on the City's Greenspace Bond. With that said, the City offers
several opportunities for tax savings through homestead exemptions and use
assessments that will save property owners more than $2.2 million this year. (These
estimated savings are based on 2020 property values; actual exemptions will be
calculated once the official digest has been certified by the State Department of
Revenue.)
Milton's current exemptions include:
Basic Homestead Exemption (apply with Fulton County) = $15,000
- Primary residence; no age or income restrictions
- Applies to M & O millage rate
Floating Homestead Exemption (CPI) (apply with Fulton County) = amount by which the
current year assessed value exceeds the adjusted base year value times the lesser of
the consumer price index, or 3%
- Primary residence (applies to the primary residence and five contiguous acres of
land); no age or income restrictions
- Applies to M & O millage rate
Senior Basic Exemption (apply with the City) = $15,000
- Primary residence; Age 65+; no income restrictions
- Applies to M & O millage rate
Senior Basic Plus Exemption (apply with the City) = $10,000
- Primary residence; 65+; must meet income qualification
- Applies to M & O millage rate and general obligation bond millage rate
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Senior Full Value Exemption (apply with the City) = 100% Exemption
- Primary residence; age 70+; must meet income qualification
- Full value exemption applies to M & O millage rate and general obligation bond
millage rate
Disability Full Value Exemption (apply with the City) = 100% Exemption
- Primary residence; no age restriction; disability certified by a licensed physician; must
meet income qualification
- Full value exemption applies to M & O millage rate and general obligation bond
millage rate
Other opportunities for savings:
Conservation Use Value Assessment (CUVA) (apply with Fulton County)
- Qualifying property values will be based on land use and not market value.
- No minimum amount of acreage/maximum acreage of 2,000 acres.
- If less than 10 acres, owner must submit additional relevant records regarding
proof of bona fide conservation use.
- Owner agrees to maintain the property in bona fide qualifying use for a period of ten
years.
One Year's Support for Surviving Spouse (apply with County Probate Court)
- Exemption from property taxes for one year with the required court order.
2021-2025 Strategic Plan
The creation of the 2021-2025 strategic plan represented a significant milestone for the
City of Milton. This new plan will focus our collective energies and resources on a
shared, executable strategy with clear accountability metrics. It incorporates the
community-focused strategies contained within our many master plans, including our
Parks and Recreation Master Plan, the Comprehensive Transportation Plan, the Trail
Prioritization Plan, and, soon, the short-term work plan from our 2040 Comprehensive
Plan.
Financial Outlook
Several risks still exist regarding future revenue collections. Taxes, including real property,
personal property, sales and use, and a handful of other categories, make up roughly
91.8% of Milton's FY 2022 revenues––a significantly higher proportion than many North
Fulton cities. Staff will continue to strategize to reduce the City's reliance on property tax
revenue as prescribed by the City's Revenue Administration Policy and 2021-2025
strategic plan.
Our LOST revenues represent approximately 29% of our total revenues. There are two
major risk factors associated with this revenue source: macro-economic factors that
influence personal spending habits and possible unfavorable future LOST negotiations
that could significantly affect revenues. The 2020 Census figures were recently released,
which signals a new round of LOST negotiations beginning this year. While the City of
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Milton's census numbers fared well in relation to most other Fulton County cities,
unfavorable negotiations could threaten a significant portion of the City's revenues.
It is essential to recognize the significant positive impacts of the 2016 voter-approved
Fulton County Transportation Special Purpose Local Option Sales Tax (TSPLOST), while
acknowledging the nature of this temporary funding source. This five-year additional
$0.75 sales tax has injected significant revenues that have allowed the City of Milton to
expedite numerous transportation projects. These projects would not have been
possible on this timeline, given the pay-as-you-go system we use for funding capital
improvements. TSPLOST II will be on the ballot this November and an unfavorable
outcome could significantly impact our long-term capital plan.
The American Rescue Plan Act (ARPA), signed into law on March 11, 2021, includes
direct relief to states, counties, tribes, territories, and municipalities. The City of Milton is
slated to receive $14,783,224 in two tranches. The first half, $7,391,612, was received in
July 2021 and the other half is expected next summer. The interim guidance provided
by the U.S. Department of Treasury identifies four categories of eligible uses: response to
the public health emergency or its negative economic impacts; replace lost public
sector revenues; provide premium pay for essential workers; and investment in water,
sewer, and broadband infrastructure. The City has until December 31, 2024, to
encumber the funds and until December 31, 2026, to spend the funds. Once the
Treasury issues its final guidance, the Mayor and Council will consider how best to use
these funds to serve our citizens.
Overall, Milton's history of conservative budgeting and tight fiscal policies, paired with
our outstanding stewardship of taxpayer dollars, affords us financial health and stability.
We have one of the lowest expenditures per capita in North Fulton, which is quite an
accomplishment when considering our capped millage rate, limited commercial
footprint, and "rural by design" community vision. Our conservative fiscal policies have
provided a solid foundation, and the continued adherence to these policies should
produce the desired effect. Our financial outlook remains excellent.
ACKNOWLEDGEMENT
The development of this Proposed FY 2022 Budget is a significant undertaking by each
of the city department heads and their staff. I sincerely appreciate the efforts and
contributions, and sometimes sacrifices, made by our employees to ensure the best
possible outcomes for the City of Milton.
Special recognition is extended to the Assistant City Manager, Bernadette Harvill, for her
leadership and dedication to creating a budget plan designed not only to execute our
Mayor and City Council's vision, but to educate and inform all. Additionally, I would like
to congratulate her on receiving the GFOA Distinguished Budget Presentation Award
for the FY 2019, FY 2020, and 2021 submissions. Efforts such as these undoubtedly
contribute to our citizens' improved trust that the city government acts in their best
interests (National Citizen Survey, 2019).
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Finally, I would like to thank Mayor Lockwood and our City Council for their enduring
support and insistence upon sound financial policy that helps keep Milton the best
place to live, work, and play in Georgia and beyond.
Respectfully Submitted,
Steven Krokoff
City Manager
9DRAFT
Top 10 Budget Questions
What is the
Milton millage rate?
The maintenance and operating (M&O)
millage rate for FY 2022 is 4.731. Milton’s
millage rate was capped at 4.731 in
the 2006 state legislation passed creating
the City of Milton.
Why do I pay taxes
to Fulton County and
the City of Milton?
Fulton County provides
certain services that are not
provided by the City’s
Charter. (See Glossary for
Charter definition.)
What does my Milton
tax portion cover?
As per the City’s enabling legislation
in 2006, Milton provides fire, police,
community development, public works,
parks and recreation services, and
municipal court services to its residents
using the millage rate noted in Question 1
above. In addition to these baseline city
services, the city must also budget for
any capital improvement projects
including infrastructure improvements
such as sidewalks, road improvements
beyond routine pavement management,
and additional parks and facilities.
How much revenue comes from real
and personal property taxes?
In FY 2022, $13,487,051 is budgeted for real and personal property
taxes in the General Fund. This figure is based on the M&O millage
rate of 4.731 mills, and includes anticipated revenue from: current
year taxes, prior year taxes due as a result of final approved
assessments from Fulton County, delinquent taxes due and
penalties and interest on those delinquent taxes.
What does my
Fulton County tax
portion cover?
Your county tax portion
covers public education,
health department, health
inspectors, animal shelters,
jails, public libraries, etc.
What percentage of the operating budget is spent on public safety?
Public safety, which is made up of Police and Fire, makes up 52.9% of the budgeted operating expenditures
in FY 2022 (this calculation does not account for any operating transfers out to other funds).
Does Milton have a financial
policy regarding how funds
are reported, invested and
audited?
The Milton Code of Ordinances outlines
the Financial Management Program in
Chapter 2 Article VI. This section includes
policies specific to the budget, fund
balance, investing, debt management,
purchasing, revenue administration and
more. Please see page 28 for a more in-
depth look at some of the City’s
financial policies.
What is a fund?
A fund is a fiscal and accounting entity with a self-balancing set of
accounts recording cash and other financial resources, together
with all related liabilities and residual equities or balances and
changes, which are segregated for the purpose of carrying on
specific activities or attaining certain objectives in accordance
with special regulations, restrictions, or limitations.
How many employees work for the City of Milton
and how does that breakdown by department?
The City currently has 155 budgeted full-time employees, 20
budgeted part-time employees, and 14 budgeted seasonal
employees. For a complete listing of employees by department and
new position requests please refer topage 26.
How much revenue comes from Local Option
Sales Tax?
In FY 2022, $10,187,456 is budgeted for Local Option Sales Tax
(LOST) collections.
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Executive Summary
The City of Milton’s Fiscal Year 2022 proposed budget is based on anticipated citywide
revenue collections of $53.3 million. The City’s budget is comprised of one general fund,
seven special revenue funds, and six capital projects funds.
• General Fund
• Special Revenue Funds
o Special Events Fund
o Economic Development
Incentives Bank Fund
o Confiscated Assets Fund
o E-911 Fund
o American Rescue Plan Act
Fund
o Operating Grant Fund
o Hotel/Motel Tax Fund
• Capital Projects Funds
o Capital Projects Fund
(Primary)
o Greenspace Bond Fund
o TSPLOST Fund
o Capital Grant Fund
o Impact Fee Fund
o Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, includes $34.8 million in projected
revenues or 65% of the citywide total. This represents a $919,100 or 2.7% increase in
operating revenues (excluding operating transfers in and budgeted fund balance) as
compared to the Fiscal Year 2021 amended budget. This increase is primarily a result of
anticipated revenue collections related to current year real property taxes ($636,630),
local option sales taxes ($303,525), and a full year of building permit and inspection
services being handled in-house ($513,000). These forecasted increases are being
slightly offset by anticipated decreases to intangible taxes ($271,000) and title ad
valorem taxes ($203,521) as housing notes and car sales are expected to return to a
more traditional yield throughout FY 2022. And finally, there is a decrease to franchise
fees ($155,579) for cell/fiber/telecommunications as the City received a settlement in FY
2021 for prior year fees owed that will not recur in FY 2022.
Key General Fund Revenue Facts:
• The FY 2022 maintenance & operating (M&O) millage rate is 4.731 mills. This rate
represents the same rate the City has had since its incorporation with the
exception of tax year 2018 (FY 2019).
• Property taxes for the 2021 calendar year will fund the FY 2022 budget.
• The budget was balanced using $1,052,886 from excess fund balance for the
purposes of funding capital initiative requests and pay-as-you-go projects
related to vehicle replacements, park improvements, pavement management,
and more. These funds are a result of additional revenues received and cost-
savings from prior years that are above and beyond the City’s required reserves.
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• Local Option Sales Tax (LOST) is the City’s second largest revenue source after
property taxes. This revenue source is economically driven, and staff takes this
into account when forecasting anticipations each year. Economic impacts from
the COVID-19 pandemic have not had as large of an impact on the growth of
this revenue category as originally anticipated. Our commitment to conservative
forecasting led us to project growth based on pre-pandemic collections and
trends. This is reflected in the overall increase of $303,525 or 3.1% from the
amended FY 2021 budget.
• As mentioned earlier, the City decided to bring the building permitting and
inspections services in-house in FY 2021. These revenues will be directly tied to
supporting the services provided under this division including staff salaries and
benefits, training, uniforms, supplies, vehicles, fuel, building space, utilities, etc.
• In FY 2021, operating transfers in accounted for a reimbursement to the General
Fund for CARES Act related expenses made in FY 2020 as well as staff time
related to the DOJ grant received by the Police department. These are one-time
revenue transfers that will not recur in FY 2022.
General Fund Revenues (Excluding Interfund Transfers)
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
REVENUES
Taxes 31,665,258$ 32,000,535$ 335,277$ 1.1
Licenses & Permits 979,800 1,470,300 490,500 50.1
Intergovernmental Revenues 6,871 5,000 (1,871) (27.2)
Charges for Services 550,610 551,557 947 0.2
Fines & Forfeitures 460,000 438,832 (21,168) (4.6)
Investment Income 20,200 20,200 - -
Contributions & Donations 1,887 - (1,887) (100.0)
Miscellaneous Revenue 196,158 226,683 30,525 15.6
Proceeds From Sale Of Assets 28,223 115,000 86,777 307.5
TOTAL REVENUES 33,909,007$ 34,828,107$ 919,100$ 2.7
Key General Fund Expenditure Facts:
• Milton’s Mayor and Council passed a new strategic plan in March 2021.
Strategic Plan 2021-2025 was instrumental in guiding decision-making throughout
the FY 2022 budget process. All new initiatives tie back directly to one of the
three Strategic Priorities set out in the plan and furthermore to the goals outlined
under each priority. This ensures that all requests are aimed at fulfilling the
initiatives set out in the planning process which involved community input,
stakeholder meetings, Council work sessions, and dedicated staff time, all
guided by our partners at BerryDunn.
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• Year-over-year expenditure requests for continuing operations have increased
by approximately 4% including the requested market adjustments to salaries
explained in detail below.
• The Salaries and Employee Benefits category increased $1,252,577, or 8% year-
over-year. Primary contributors to this increase include the following:
o In May 2021, Council approved an initiative related to personnel
modifications across several departments. While the net annual impact of
these modifications will be minimal when comparing a fully budgeted
cycle to another fully budgeted cycle (around $4,126). These position
changes however were approved for the last four and a half months in FY
2021. So, when comparing that to a full-year in FY 2022 there is an overall
impact to year-over-year increases that will not be seen in subsequent
years. These personnel modifications include:
The removal of one part-time position in the Community
Development Department;
The transfer of one full-time position from the City Clerk Department
to the Community Development Department;
The addition of a Deputy City Manager position;
Merging the City Architect role with the Community Development
Director role;
Reclassifying the Finance Director position to a Financial Services
Manager;
The addition of a Deputy Fire Marshal position;
The addition of a part-time Records Clerk in the Police Department
along with the reclassification of one full-time Records Clerk
position to that of Evidence Technician;
Reclassifying the Economic Development Manager position from
full-time to part-time; and
Moving to a model of shared services for the Court Clerk position
where Milton and Alpharetta have agreed to co-locate court
operations under an IGA that will include Milton now accounting
for costs associated with the Court Clerk under contracted services.
o Additionally, City Council authorized bringing the building inspections and
plan review functions in-house (these services have been provided
through a third-party contract in year’s past). Again, these positions were
only budgeted for the last four and a half months in FY 2021 and will
represent a full year of staffing in FY 2022’s proposed budget. Please note,
the increase in revenues recognized in the Building Permits category will
go directly toward funding these positions.
o In FY 2021, staff conducted a salary and benefits study that revealed
many of Milton’s salaries were behind the market. The study broke down
comparisons to the 15 respondent jurisdictions as well as the North Fulton
market particularly, excluding any significant outliers. As the City is
committed to maintaining a pay system that provides fair and equitable
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pay internally and is competitive externally, staff has recommended the
following adjustments to salaries: increase sworn police pay by 8%, sworn
fire pay by 6%, administrative personnel pay by 7%, department director
pay by 3%, and bring a handful of positions in-line with the market that will
require adjustments beyond these thresholds. In total, the request is for
approximately $598,000 which is about $348,000 more than what the
typical 3% across the board strategy the City has utilized for the past five
years would have cost.
o A request from the Fire Department to fund an initiative that will change
the way the department staffs the 12-hour blocks of time at the end of
every third pay cycle known as “fair labor days”. This model will create
parity with other communities and the City has set aside $154,000 to
address this request.
Salaries and benefits make up the largest portion of the maintenance &
operating budget at $16,918,308 or 66% of expenditures excluding interfund
transfers and new initiatives. (M & O initiatives related to salaries and benefits will
be discussed later.)
The City’s Personal Services and Employee Benefits costs break down across
functions as follows:
General
Governemnt,
$2,312,018 , 14%
Judicial,
$177,959 , 1%
Public Safety,
$11,233,802 , 66%
Public Works,
$1,027,946 , 6%
Culture &
Recreation,
$376,146 , 2%
Housing &
Development,
$1,790,437 , 11%
14DRAFT
• Operating expenditures – excluding personnel costs, debt service, contingency,
and new initiatives – total $8,340,542. This is approximately $245,963 or 2.9% less
than FY 2021’s amended budget. The most significant drivers of this decrease are
related to professional and contracted services and capital outlays. Specifically:
o Parks & Recreation is anticipating a decrease to lawn care in the amount
of $88,750 including lower anticipated expenses at Bell Memorial Park as
well as the Cox Road complex as the department sets out to turf the
rectangular fields at that site.
o The Community Development and Public Works departments aim to
recognizing savings as they request to bring the Development Engineer
position in-house. The City currently has a contract for 24 hours per week
and budgets $150,00 annually for these services. This new initiative would
include a full-time employee that will be shared between the
departments and will address the engineering needs of both departments
at $140,080 annually.
o The City incurred contract labor expenses related to Community
Development and Public Works that will not recur in FY 2022 (please see
new initiatives for requested in-house positions that will replace these
services: Development Engineer and Infrastructure Inspector).
o The decrease in Capital Outlay from FY 2021 to FY 2022 is being driven by
one-time expenses related to furniture & equipment needs to finish the
buildout of workstations on the second floor of City Hall, as well as an
overall decrease in the computer hardware categories across
departments (computer refresh needs will be managed out of the capital
hardware account for Information Services in FY 2022).
• Transfers out of the General Fund include $7,779,649 to the Capital Projects Fund
for projects funded through the City’s pay-as-you-go funding program. Milton’s
capital projects have historically been funded utilizing this strategy in an effort to
keep debt at a minimum. Overall transfers to the Capital Projects Fund are down
43% from FY 2021’s amended budget. Milton’s conservative budgeting and
responsible spending, in the General Fund throughout the past few fiscal years
coupled with an economic recovery from the impacts of the COVID-19
pandemic occurring sooner than anticipated, resulted in a fund balance in
excess of required reserves. This excess fund balance was allocated to existing
one-time projects as required by law through an increase to the original FY 2021
operating transfer out to the Capital Projects Fund in the amount of $8,729,977.
Transferred funds were allocated among pavement management ($300,000),
the purchase of a new fire apparatus that offset the need for additional staffing
through a new approach to outfitting the stations ($1,350,000), strategic planning
initiatives including future active park land acquisition ($4,000,000) and
construction ($1,000,000), passive park improvements ($1,000,000), and traffic
calming measures that will come out of the Local Road Safety Plan which is
underway ($1,000,000) as well as two vehicles for the new building inspection
15DRAFT
and permitting division of Community Development, and the allocation of
revenues received from surplus vehicle sales ($17,977).
There is also a request to transfer $1,650,526 to the Revenue Bond Fund to cover
debt service payments due in FY 2022. Revenue bond debt service, unlike
general obligation bond debt service, is paid for utilizing operating revenues
transferred out to cover the debt owed for the given fiscal year.
Finally, there is a transfer of $80,824 to the Special Events Fund. One of the
revenue categories that has been impacted by the pandemic, and has yet to
recover fully, is hotel/motel taxes. In order to fund a return to a calendar of
typically scheduled events, funding in the amount of $80,824 will be needed to
cover anticipated expenses.
General Fund Expenditures by Function (Excluding Interfund Transfers)
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
EXPENDITURES BY FUNCTION
General Government 4,773,602$ 4,935,300$ 161,698$ 3.4
Judicial 366,955 352,277 (14,678) (4.0)
Public Safety 12,603,760 13,536,736 932,976 7.4
Public Works 3,115,463 2,983,500 (131,963) (4.2)
Culture & Recreation 1,517,389 1,426,891 (90,498) (6.0)
Housing & Development 1,875,067 2,024,146 149,079 8.0
Contingency - 261,089 261,089 -
M&O Initiatives - 850,055 850,055 -
TOTAL EXPENDITURES 24,252,236$ 26,369,994$ 2,117,758$ 8.7
16DRAFT
General Fund Expenditures by Category
(Excluding Interfund Transfers and New Initiatives)
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries 11,352,960$ 12,193,373$ 840,413$ 7.4
Employee Benefits 4,312,771 4,724,935 412,164 9.6
TOTAL PERSONAL SERVICES &
EMPLOYEE BENEFITS 15,665,731$ 16,918,308$ 1,252,577$ 8.0
MAINTENANCE & OPERATIONS
Professional Services 1,357,568$ 1,219,700$ (137,868)$ (10.2)
Property Services 1,505,939 1,480,303 (25,636) (1.7)
Other Purchased Services 3,665,043 3,651,616 (13,427) (0.4)
Supplies 470,160 519,223 49,063 10.4
Utilities 416,358 421,758 5,400 1.3
Fuel 454,221 451,461 (2,760) (0.6)
Capital Outlay 713,673 587,581 (126,092) (17.7)
Other Costs 3,543 8,900 5,357 151.2
TOTAL MAINTENANCE &
OPERATIONS 8,586,505$ 8,340,542$ (245,963)$ (2.9)
OTHER COSTS
Contingency -$ 261,089$ 261,089$ -
TOTAL OTHER COSTS -$ 261,089$ 261,089$ -
TOTAL EXPENDITURES 24,252,236$ 25,519,939$ 1,267,703$ 5.2
Maintenance & Operating (M & O) Initiative Highlights:
• All new initiatives tie back to one of three strategic priorities set by the Mayor
and Council in Strategic Plan 2021-2025. Under Strategic Priority #1, Goal# 5
there is an outcome measure that calls for the reduction of vehicular-related
property damage and vehicular-related personal injury and fatal crashes by 5%
year-over-year. To support this initiative, the Police Department is requesting the
addition of one Sergeant and two Police Officers that will be dedicated to traffic
enforcement efforts citywide. The request is for $398,979 of which $226,581 is
related to personnel costs and other M&O expenses and $172,398 will go
towards the purchase of new vehicles for the staff.
• The Community Development and Public Works departments have identified
savings by bringing the Development Engineer in-house as a staff position
(instead of as a contracted position). The request of $140,080 be split between
17DRAFT
the departments 70/30 and will fall under Strategic Priority #1, Goal #5: Diverse,
Engaged, Healthy Workforce.
• Public Works is also requesting to bring the Infrastructure Inspector position in-
house and would be responsible for programs and projects including task orders,
capital projects, development infrastructure, and right of way permits ensuring
control of work on the programs and projects and providing continuous project
inspection, oversight, and administration of construction. This position would be
directly tied to the calm, efficient transportation infrastructure goal identified
under Strategic Priority #1 as well.
• Parks & Recreation have noticed a decline in the parking lot conditions at two
locations in the City: Bell Memorial Park and the Former Milton Country Club
property on Dinsmore Road. Their request for $90,000 to apply a preservation
treatment will extend the life of the lots as well as enhance their appearance
and ensure access to park facilities as directed in Strategic Priority #3, Goal# 1:
Active Parks and Recreation.
• Finally, under Strategic Priority #2, Goal #2 the directive is to enhance the City’s
commercial nodes and character areas while maintaining the rural charm that
makes Milton special. To help achieve this goal, Communications has requested
funding for a marketing and branding consultant that will asssist with an
equestrian marketing campaign. Part of the funding ($20,000) would be set aside
to address advertising needs recommended by the selected consultant.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any
legally restricted revenue sources and anticipates activity in the given year. In FY 2022,
$8.6 million in anticipated revenues are attributable to the four Special Revenue Funds
with budgeted appropriations (excluding interfund transfers in and budgeted fund
balances).
Special Events Fund:
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of
tracking revenues, expenditures, and fund balances associated with running the City’s
year-long events program. The main funding source for this fund is operating transfers in
from the Hotel/Motel Tax Fund ($24,000, or 21%) and the General Fund ($80,824, or 71%).
Revenues are expected to increase by $92,324 or 440% from FY 2021’s amended
budget. This substantial increase is being driven by the return to regularly scheduled
events that were canceled over the past year or so due to the COVID-19 pandemic.
The $80,824 transfer in from the General Fund will balance the requests as the impact to
Milton’s one hotel continues to be recognized through the sustained decrease in
hotel/motel tax revenues.
Expenditure appropriations within the fund span over 12 scheduled event categories
and one “other events” category that allows for the City’s involvement in unplanned
18DRAFT
events that may come up. Some events that were budgeted in FY 2021 had to be
canceled, that coupled with some programming enhancements to the Crabapple
Fest, Artisan Farmer’s Market, and Pancake Breakfast with Santa events have
contributed to an increase of $24,531 or 27.6% to year-over-year expense requests.
Special Events Expenditures by Event/Category
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Special Events Expenditures by Event/Category
Professional Fees Rental Land & Buildings Rental Equipment & Vehicles
Advertising Printing Contract Labor
General Supplies Food & Meals Machinery & Equipment
Confiscated Assets Fund:
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by
the City’s Police Department. Both federal and state confiscated assets are maintained
within this fund, and guidelines issued by both jurisdictions must be adhered to at all
times. Confiscated assets are used for new endeavors and cannot supplant budgets
appropriated in other funds. In FY 2022 Milton’s Police Department plans on looking for
opportunities to obtain new equipment and search for new training opportunities with
the remaining fund balance.
E-911 Fund:
The Emergency 911 (E-911) Fund has been set up to account for monthly 911 charges
to help fund the cost of providing emergency 911 services to the community. Milton
currently has an active Intergovernmental Agreement (IGA) with the City of Alpharetta.
19DRAFT
Alpharetta runs the 911 center, including emergency communication services. In order
to compensate Alpharetta for these services, Milton turns over 100% of its E-911
collections to them. Revenues are anticipated to remain flat at $1,155,000 and a
corresponding consistency to expenditures for payments to Alpharetta has also been
budgeted at $1,155,000.
American Rescue Plan Act Fund:
In June 2021, the Georgia Department of Community Affairs set up a new fund to
account for all Local Fiscal Recovery Funds received by local governments through the
American Rescue Plan (ARP) Act of 2021. Milton will account for all incoming revenues
in this fund and will allocate these funds across eligible expenses once final guidance
from the Department of Treasury has been issued and the Mayor and City Council have
approved a spending plan. In FY 2021, Milton received the first half of its allotted
allocation in the amount of $7,391,612 and the second half, in the same amount, is
scheduled to be received in FY 2022.
Hotel/Motel Tax Fund:
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from
area hotels and motels and is distributed according to the relevant state statute. Milton
currently collects this tax at a rate of 3%. Since FY 2018, 100% of the collections have
been transferred to the City’s Special Events Fund to promote tourism to Milton and to
foster community engagement. The anticipated revenues and expenditures of this fund
are expected to increase by $4,000 or 20% year-over-year. There is currently one hotel
within Milton’s city limits, and the pandemic’s impact on travel, tourism, and in-person
conferences has reduced hotel/motel related tax revenues received. The FY 2022
projection anticipates a conservative increase in hotel occupancy as this industry
begins to recover modestly.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program and submits a
formal Capital Improvement Plan (CIP) as a part of its budget process. City Code
requires a five-year plan, but staff has chosen to add an additional two years in order to
allow added flexibility and adequate time for planning. In FY 2022, all six budgeted
capital projects funds have been incorporated into the seven-year Capital
Improvement Plan and account for $9.9 million in direct revenues (excluding interfund
transfers in and budgeted fund balances).
Capital Projects Fund (Primary):
The primary Capital Projects Fund is used to account for capital expenditures made by
the City on long-term projects that are not required to be accounted for in a separate
fund. Milton has historically funded the majority of its capital projects employing a pay-
as-you-go strategy; therefore, the main revenue source for this fund is an interfund
20DRAFT
transfer in from the General Fund. FY 2022’s budget continues the strategy of utilizing
pay-as-you-go funding to implement the adopted Parks & Recreation master plan, the
City’s trail plan, vehicle/apparatus replacements, pavement management, and other
public works infrastructure maintenance projects. In addition to the interfund transfer in
from the General Fund, the Capital Projects Fund has other smaller revenue sources
that make up about 1.4% of its anticipated revenues in FY 2022. Infrastructure
maintenance fees charged to solid waste haulers at a rate of 5% of the company’s
gross receipts are anticipated to bring in approximately $110,000 that will go towards
the City’s pavement management program.
Greenspace Bond Fund:
The Greenspace Bond Fund is used to account for the proceeds of the General
Obligation Bonds, Series 2017, issued by the City, related capital projects, and the debt
service due on the bonds. In November 2016, voters resoundingly approved a
referendum to issue $25 million in bonds to fund the acquisition of greenspace. The
repayment of the debt incurred is funded through a separate millage rate outside the
M & O millage rate explained earlier. FY 2022 includes debt service for both principal
and interest in the amount of $1,711,375. The millage rate to collect tax revenues to
make these payments is 0.487 mills. Expenditures related to land acquisition occur once
the Mayor and Council members approve a purchase, a move that follows research
and recommendations made by the Milton Greenspace Advisory Committee.
Capital Grant Fund:
The Capital Grant Fund was set up to account for capital grant revenue and
expenditures made by the City. Projects in Parks & Recreation related to site
improvements at Providence Park including a new trail, lake pier, and bathrooms are
continuing through FY 2022 utilizing project-length budgets as approved by the Mayor
& Council. The only new budget request in FY 2022 is related to the Local Maintenance
and Improvement Grant (LMIG) at $440,000 which will go towards funding the FY 2022
pavement maintenance program.
TSPLOST Fund:
The TSPLOST Fund is used to account for the proceeds of the transportation local option
sales tax and the various improvement projects outlined in the program. As multiple
funding sources begin to be utilized across projects, this fund has been merged into the
larger CIP for ease of project tracking. The current TSPLOST initiative – which was
approved by voters in the November 2016 election – includes a dedicated project list.
The TSPLOST Fund is budgeted to bring in approximately $6.9 million in revenues in FY
2022. These funds will go towards infrastructure improvement projects, including the
Morris Road, Bethany Road at Providence Road, Freemanville Road at Redd Road, and
Crabapple Road at Green Road. Funding is also being allocated across pedestrian-
related improvements including sidewalk/trail construction throughout Milton.
21DRAFT
Impact Fees Fund:
In October 2015, Milton began collecting impact fees on new development projects in
order to offset the costs associated with providing City services to these new
developments and their residents and businesses. This fund accounts for impact fees
restricted for the acquisition or construction of specific capital projects outlined in the
City’s Capital Improvements Element (CIE). Revenues are estimated to remain flat as
the City updates the methodology for the program. Anticipation changes that come
out of the study will be addressed through the City’s budget amendment process in FY
2022. As the City has recently adopted several master plans, has completed related
infrastructure projects, and has procured land and active sports fields, a re-write is
warranted to update the impact fee related plan.
To date, impact fees have helped fund the following projects:
• Land acquisition including a leased baseball field, the Cox Road athletic park
complex, the active acres on Dinsmore Road, and more;
• Playground structure adjacent to Broadwell Pavilion;
• Live fire mobile training facility;
• Fire Department storage building located behind Fire Station #43;
• Intersection improvements at Hopewell Road and Birmingham Road, as well as
Freemanville Road and Providence Road;
• Public Safety Complex on Highway 9.
Please see the City’s Capital Improvements Element Annual Update for more detailed
information.
Revenue Bond Fund:
The Revenue Bond Fund has been set up to account for proceeds and expenditures
related to the issuance of revenue bonds. Its purpose is to fund projects faster than is
possible under the pay-as-you-go strategy utilized by the City and the related debt
service on the bonds. In years past, the revenues and expenditures budgeted in this
fund were tied to improvements made at Bell Memorial Park. As that project has
concluded, this fund will now account for the proceeds and expenditures related to
the newly constructed Public Safety Complex on Highway 9, the replacement of Fire
Station #42 on Thompson Road, and an alerting system for the Fire department.
Milton’s Mayor and Council members approved this funding strategy in FY 2018, and
the bonds were issued in October 2019. This bond issuance included the refunding
(refinancing) of the debt related to the Bell Memorial Park renovation/expansion
project. The debt service for this new issuance will be funded through an operating
transfer from the General Fund in the amount of $1,650,526 in FY 2022.
Conclusion
The Fiscal Year 2022 Budget illustrates the City’s dedication to providing the highest
level of services while maintaining sound fiscal policies. This budget is the product of
22DRAFT
much collaboration and commitment by “Team Milton.” The goal is to develop a plan
that addresses the City Council’s major policy goals and priorities, upholds our residents’
vision for their community, and protects the City’s financial health now and into the
future. If while reviewing this document you have questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
23DRAFT
City Location & Key Demographics
CITY HALL
2006 Heritage Walk,
Milton, Georgia 30004
678.242.2500
cityofmiltonga.us
Hours of Operation
8:30 a.m. to 5:00 p.m.
The City of Milton is a suburban
city located in the northern
most portion of Fulton County,
Georgia, just 31 miles from
downtown Atlanta. Following
a July 2006 referendum where
85 percent of Milton voters
overwhelmingly approved
cityhood, the City officially
incorporated on Dec. 1, 2006.
The City has been recognized
nationally for its high quality
of life, most recently being
identified as the "Best City to Live
in Georgia" by financial news
and opinion website 24/7 Wall St.
Milton has also consistently
ranked among the top five
safest cities in Georgia.
ATLANTA
24DRAFT
Elected Officials
MAYOR
Joe Lockwood
DISTRICT 1/POST 1
Peyton Jamison
DISTRICT 1/POST 2
Carol Cookerly
DISTRICT 2/POST 1
Laura Bentley
DISTRICT 2/POST 2
Paul Moore
DISTRICT 3/POST 1
Joe Longoria
DISTRICT 3/POST 2
Rick Mohrig
25DRAFT
FY 2022 Staffing Summary By Department
Department Name FY 2019 FY 2020 FY 2021 FY 2022
FY 2022
Requests Variance
City Clerk 221100
City Manager 334400
Finance 555500
Information Services 221100
Human Resources 222200
Communications 222200
Community Outreach & Engagement 111100
Municipal Court 221100
Police 44 46 46 46 3 3
Fire 62 64 64 64 0 0
Public Works 88881.25 1
Parks & Recreation (Active)233300
Community Development 11 12 17 17 0.75 1
Economic Development 110000
TOTAL FULL-TIME 147 153 155 155 5 5
Mayor & Council 777700
City Clerk 111100
Finance 111100
Community Outreach & Engagement 121100
Municipal Court 222211
Police 334400
Public Works 333300
Parks & Recreation (Active)100000
Community Development 110000
Economic Development 001100
TOTAL PART-TIME 20 20 20 20 1 1
Community Outreach & Engagement 022200
Parks & Recreation (Active)12 12 12 12 0 0
TOTAL SEASONAL 12 14 14 14 0 2
TOTAL CITY EMPLOYEES (ALL SCHEDULES)179 187 189 189 6 8
FULL-TIME
PART-TIME
SEASONAL
26DRAFT
Financial Policies
and Procedures
27DRAFT
Financial Policies and Procedures
The City has developed financial policies and procedures to ensure that financial resources are
managed in a prudent manner. In addition, Milton's budgeting and accounting practices conform
to Generally Accepted Accounting Principles (GAAP) as announced by the Government
Accounting Standards Board (GASB) and the Georgia Uniform Chart of Accounts.
Budgetary Policies
BALANCED BUDGET
The budget is balanced for each budgeted fund. Total anticipated revenues plus the portion
of the fund balance in excess of required reserves that is designated as a budgeted funding
source must equal the total estimated expenditures for each fund. The City is prohibited from
balancing current expenditures through the obligation of a future year’s resources.
BASIS OF BUDGETING
All governmental funds use the modified accrual basis of accounting for budgeting purposes
as well as financial reporting purposes in the audited financial statement.
LEVEL OF BUDGET ADOPTION AND CONTROL
All budgets are adopted at the legal level of budgetary control, which is the department
level within each individual fund.
BUDGET CONTROL REPORTS
The City maintains a system of budgetary control reports to ensure adherence to the budget.
Departments also have access to financial reports which, compare actual revenues and
outstanding encumbrances and expenditures with budgeted amounts.
BUDGET AMENDMENT PROCESS
The budget is a dynamic, rather than static, plan that requires adjustments and formal
budget amendments as circumstances change. The mayor and city council must approve
all increases in total departmental appropriations. Department heads may submit budget
amendment requests transferring appropriations from one line item to another within the
specific department appropriation and fund, and obtain approval from the City Manager.
Adjustments from appropriations that have been obligated, committed, or reserved for a
designated purpose cannot be transferred until a formal de-obligation occurs.
APPROPRIATION LAPSES AT YEAR-END
All operating budget appropriations, including encumbered appropriations, lapse at the end
of the fiscal year. Purchases encumbered in the current fiscal year, but not received until the
following year, must be charged against a department’s subsequent year appropriation.
UTILIZATION OF PRIOR YEAR’S FUND BALANCE
If necessary, the City may use the fund balance in excess of the required reserves as a funding
source for that fund’s budget in any given year. The utilization of fund balance is considered a
use of one-time revenues for budgeting purposes.
28DRAFT
Fund Balance Policy
This policy ensures that the City maintains adequate fund balances and reserves in order to:
1. Provide sufficient cash flow for daily financial needs;
2. Secure and maintain investment-grade bond ratings;
3. Offset significant economic downturns or revenue shortfalls; and
4. Provide funds for unforeseen expenditures related to emergencies.
FUND BALANCE CATEGORIES
1. NONSPENDABLE: Includes amounts that cannot be spent because they are either a.)
Not in spendable form or b.) Legally or contractually required to be maintained intact.
Nonspendable amounts are determined before all other classifications and consist of the
following steps (as applicable in any given fiscal year):
a. The City will maintain a fund balance equal to the balance of any long-term
outstanding balances due from others (including other funds of the City).
b. The City will maintain a fund balance equal to the value of inventory balances and
prepaid items (to the extent that such balances are not offset with liabilities and actually
result in fund balance).
c. The City will maintain a fund balance equal to the corpus (principal) of any permanent
funds that are legally or contractually required to be maintained intact.
d. The City will maintain a fund balance equal to the balance of any land or other
non-financial assets held for sale.
2. RESTRICTED: Includes amounts that can be spent only for the specific purposes stipulated
by the Georgia Constitution, external resource providers or through enabling legislation.
3. COMMITTED: Includes amounts that can be used only for specific purposes determined
by a formal action of the City Council. Commitments are only used for specific purposes
pursuant to a formal action of the city council. A majority vote is required to approve or
remove a commitment.
4. ASSIGNED: Includes amounts intended to be used by the City for specific purposes but
do not meet the criteria to be classified as restricted or committed.
5. UNASSIGNED: Includes the residual classification for the City’s general fund and includes
all spendable amounts not contained in the other classifications.
RESERVE FOR WORKING CAPITAL
The reserves required to cover the cost of expenditures caused by unforeseen emergencies,
to cover shortfalls due to revenue declines, and to eliminate any short-term borrowing for
cash-flow purposes. This reserve accumulates and is then maintained at an amount which
represents no less than 25% of the subsequent year’s budgeted revenues.
29DRAFT
Revenue Administration Policy
The City strives to maintain a diversified and stable revenue structure to shelter it from
short-term fluctuations in any primary revenue source. When possible, the revenue mix
combines elastic and inelastic revenue sources to minimize the effect of economic downturns.
The City works towards diversifying its revenue base in order to reduce its dependence on
property taxes. As part of the annual budget process, an objective analytical process
estimates revenues realistically and prudently. The City estimates revenues of a volatile
nature conservatively.
Debt Management Policy
A sound fiscal position is maintained by only utilizing long-term tax-exempt debt to provide
resources to finance needed capital improvements, while accumulating adequate resources
to repay the debt. In addition, a strong financial administration serves to maintain and
improve the City’s credit rating. Both short-term and long-term debt are permissible when
within the guidelines outlined in the City code of ordinances.
Cash And Investment Policy
The primary objectives of the City’s investment activities are: safety, liquidity, and yield.
SAFETY
Safety of principal is the foremost objective of the investment program. Investments are
undertaken in a manner that seeks to ensure the preservation of capital in the overall
portfolio. The objective is to mitigate credit risk and interest rate risk.
LIQUIDITY
The investment portfolio must remain sufficiently liquid to meet all those operating
requirements that may be reasonably anticipated.
YIELD
The investment portfolio is designed with the objective of attaining a market rate of return
throughout budgetary and economic cycles, taking into account the investment risk
constraints and liquidity needs. Return on investment is of secondary importance compared
to safety and liquidity.
Capital Asset Policy
Capital asset means any real or personal property acquired by the City which has an
estimated useful life of three or more years with an acquisition value of $10,000 or more.
The term capital asset includes: land, improvements to land, easements, buildings,
improvements to buildings, vehicles, machinery, equipment, works of art and historical
treasures, infrastructure, and all other tangible and intangible assets that are used in the
operations of the government.
The City records depreciation using the straight-line method over the following useful lives:
Buildings 20–40 years
Vehicles, Equipment and Other 5–12 years
Infrastructure 15–60 years
Land Improvements 10–40 years
30DRAFT
Fiscal Year 2022 Budget Calendar
MAY
SUN MON TUE WED THU FRI SAT
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
JUNE
SUN MON TUE WED THU FRI SAT
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30
JULY
SUN MON TUE WED THU FRI SAT
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
May 11-Jun 10
Goal setting and long-range
planning discussions among
departments and
management/departments
formulate budget requests
AUGUST
SUN MON TUE WED THU FRI SAT
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31
Aug 9
Budget Workshop
SEPTEMBER
SUN MON TUE WED THU FRI SAT
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30
Sep 8
Public Hearing #1 - First Reading of Budget Ordinance
Sep 13
Final Budget Workshop (if needed)
Sep 20
Public Hearing #2 - Approval of Budget
Jun 11
Budget requests due
(including M&O Initiatives
and Capital Improvement
requests)
Jun 14-Jun 25
Budget requests are
discussed with City Manager,
Deputy City Manager,
Assistant City Manager and
Directors/Department Heads
Jun 28– Jul 9
Budget requests are reviewed
by City Manager, Deputy City
Manager and Assistant City
Manager
Jul 12-16
Final budget decisions made
by City Manager
Jul 19-30
Assemble the budget book for
Mayor and Council and Milton
stakeholders
31DRAFT
Consolidated
Financial Summaries
32DRAFT
Special Revenue FundsCapital Projects Funds General Fund Special Events Fund E-911 Fund American Rescue Plan Act Fund Hotel/Motel Tax Fund Capital Projects Fund Greenspace Bond Fund TSPLOST Fund Capital Grant Fund Impact Fees Fund Revenue Bond Fund Total REVENUESTaxes Property Taxes17,935,529$ -$ -$ -$ -$ 110,000$ 1,559,751$ -$ -$ -$ -$ 19,605,280$ Sales & Use Taxes10,527,706 - - - 24,000 - - 6,900,000 - - - 17,451,706 Business & Other Taxes3,537,300 - - - - - 3,000 - - - - 3,540,300 Licenses & Permits1,470,300 - - - - - - - - - - 1,470,300 Intergovernmental Revenues5,000 - - 7,391,612 - - - - 440,000 - - 7,836,612 Charges for Services551,557 1,000 1,155,000 - - - - - - 875,500 - 2,583,057 Fines & Forfeitures438,832 - - - - - - - - - - 438,832 Investment Income20,200 - - 10,500 - - 500 8,200 - - - 39,400 Contributions & Donations- 7,500 - - - - - - - - - 7,500 Miscellaneous Revenue226,683 - - - - - - - - - - 226,683 subtotal34,713,107$ 8,500$ 1,155,000$ 7,402,112$ 24,000$ 110,000$ 1,563,251$ 6,908,200$ 440,000$ 875,500$ -$ 53,199,670$ Other Financing Sources Proceeds From Sale Of Assets115,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 115,000$ Interfund Transfers In- 104,824 - - - 7,779,649 - - - - 1,650,526 9,534,999 Budgeted Fund Balance1,052,886 - - - - 62,214 149,930 - - - - 1,265,031 subtotal1,167,886$ 104,824$ -$ -$ -$ 7,841,863$ 149,930$ -$ -$ -$ 1,650,526$ 10,915,030$ TOTAL REVENUES35,880,993$ 113,324$ 1,155,000$ 7,402,112$ 24,000$ 7,951,863$ 1,713,181$ 6,908,200$ 440,000$ 875,500$ 1,650,526$ 64,114,700$ EXPENDITURES (by Function)General Government4,935,300$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 4,935,300$ Judicial352,277 - - - - - - - - - - 352,277 Public Safety13,536,736 - 1,155,000 - - 624,492 - - - 72,500 - 15,388,728 Public Works2,983,500 - -- - 3,308,196 - 5,956,808 440,000 123,000 - 12,811,504 Culture & Recreation1,426,891 113,324 - - - 2,798,860 500 - - 650,000 - 4,989,575 Housing & Development2,024,146 - - - - 138,222 - - - 30,000 - 2,192,368 Debt Service- - - - - - 1,712,681 - - - 1,650,526 3,363,207 Contingency261,089 - - - - 228,404 - - - - - 489,493 Initiatives850,055 - - - - 853,690 - - - - - 1,703,745 subtotal26,369,994$ 113,324$ 1,155,000$ -$ -$ 7,951,863$ 1,713,181$ 5,956,808$ 440,000$ 875,500$ 1,650,526$ 46,226,196$ Other Financing Uses Interfund Transfers Out9,510,999$ -$ -$ 3,000,000$ 24,000$ -$ -$ -$ -$ -$ -$ 12,534,999$ Restricted Fund Balance- - - 4,402,112 - - - 951,392 - - 5,353,504 subtotal9,510,999$ -$ -$ 7,402,112$ 24,000$ -$ -$ 951,392$ -$ -$ -$ 17,888,504$ TOTAL EXPENDITURES35,880,993$ 113,324$ 1,155,000$ 7,402,112$ 24,000$ 7,951,863$ 1,713,181$ 6,908,200$ 440,000$ 875,500$ 1,650,526$ 64,114,700$ Consolidated Budget Summary (by Fund)FY 202233DRAFT
General
Fund
34DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
REVENUES
Taxes
Property Taxes 15,322,027$ 16,571,297$ 17,996,477$ 17,935,529$ (60,948)$ (0.3)
Sales & Use Taxes 10,041,169 9,221,154 10,184,181 10,527,706 343,525 3.4
Business & Other Taxes 3,396,192 3,573,448 3,484,600 3,537,300 52,700 1.5
Licenses & Permits 700,580 567,765 979,800 1,470,300 490,500 50.1
Intergovernmental Revenues 16,322 6,230 6,871 5,000 (1,871) (27.2)
Charges for Services 503,758 408,569 550,610 551,557 947 0.2
Fines & Forfeitures 432,196 284,382 460,000 438,832 (21,168) (4.6)
Investment Income 421,821 184,972 20,200 20,200 - -
Contributions & Donations 10,222 24,003 1,887 -(1,887) (100.0)
Miscellaneous Revenue 84,949 139,201 196,158 226,683 30,525 15.6
subtotal 30,929,235$ 30,981,022$ 33,880,784$ 34,713,107$ 832,323$ 2.5
Other Financing Sources
Proceeds From Sale Of Assets 164,600$ 22,692$ 28,223$ 115,000$ 86,777$ 307.5
Interfund Transfers In -689,484 1,716,077 -(1,716,077) (100.0)
subtotal 164,600$ 712,176$ 1,744,300$ 115,000$ (1,629,300)$ (93.4)
TOTAL REVENUES 31,093,834$ 31,693,198$ 35,625,084$ 34,828,107$ (796,977)$ (2.2)
EXPENDITURES (by Department)
Mayor & Council 131,726$ 125,360$ 161,081$ 162,714$ 1,633$ 1.0
City Clerk 167,519 198,402 296,633 340,800 44,167 14.9
City Manager 635,515 562,178 752,594 828,641 76,047 10.1
General Administration 51,103 35,698 53,243 48,148 (5,095) (9.6)
Finance 507,479 552,116 644,353 676,681 32,328 5.0
Legal 319,921 327,926 335,000 335,000 - -
Information Services 1,151,009 1,172,233 1,407,221 1,362,363 (44,858) (3.2)
Human Resources 291,611 293,019 398,465 380,677 (17,788) (4.5)
Risk Management 216,564 252,896 265,345 309,042 43,697 16.5
General Government Buildings 214,720 226,920 325,126 265,370 (59,756) (18.4)
Communications 191,221 221,054 265,918 302,479 36,561 13.7
Community Outreach & Engagement 118,326 163,983 193,749 188,755 (4,994) (2.6)
Municipal Court 428,571 458,499 366,955 352,277 (14,678) (4.0)
Police 4,659,334 5,148,145 5,164,311 5,551,163 386,852 7.5
Fire 7,042,898 7,384,990 7,439,449 7,985,573 546,124 7.3
Public Works 2,161,266 2,186,117 2,790,337 2,718,130 (72,207) (2.6)
Parks & Recreation (Active)1,374,142 1,373,177 1,228,786 1,174,979 (53,807) (4.4)
Passive Parks/Greenspace -120,122 288,603 251,912 (36,691) (12.7)
Community Development 1,215,834 1,588,044 1,735,320 1,922,480 187,160 10.8
Economic Development 250,749 154,576 139,747 101,666 (38,081) (27.2)
Debt Service 852,144 - - - - -
Contingency - - - 261,089 261,089 -
M&O Initiatives - - - 850,055 850,055 -
subtotal 21,981,651$ 22,545,454$ 24,252,236$ 26,369,994$ 2,117,758$ 8.7
Other Financing Uses
Interfund Transfers Out 8,888,252$ 6,528,899$ 15,305,059$ 9,510,999$ (5,794,060)$ (37.9)
subtotal 8,888,252$ 6,528,899$ 15,305,059$ 9,510,999$ (5,794,060)$ (37.9)
TOTAL EXPENDITURES 30,869,903$ 29,074,353$ 39,557,295$ 35,880,993$ (3,676,302)$ (9.3)
Total Revenues Over/(Under)
Expenditures 223,931$ 2,618,844$ (3,932,211)$ (1,052,886)$
Beginning Fund Balance 10,271,476 10,495,407 13,114,251 9,182,040
ENDING FUND BALANCE 10,495,407$ 13,114,251$ 9,182,040$ 8,129,154$
General Fund Budget Summary
35DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
TAXES
Property Taxes:
Real Property Tax - Current Year 11,746,964$ 12,022,135$ 12,475,113$ 13,111,743$ 636,630$ 5.1
Public Utility Tax 86,418 101,408 99,800 100,000 200 0.2
Real Property Tax - Prior Year (23,825) 126,831 50,000 50,000 - -
Personal Property Tax - Current Year 187,955 204,355 199,141 194,308 (4,833) (2.4)
Personal Property Tax - Prior Year 1,171 939 1,500 3,500 2,000 133.3
Motor Vehicle Tax 68,423 49,693 43,278 28,349 (14,929) (34.5)
Title Ad Valorem Tax (TAVT) 670,023 1,113,669 1,503,521 1,300,000 (203,521) (13.5)
Alternative Ad Valorem Tax (AAVT) 4,155 6,915 5,000 6,000 1,000 20.0
Intangible Tax 255,508 601,580 971,000 700,000 (271,000) (27.9)
Real Estate Transfer Tax 105,837 150,136 285,000 200,000 (85,000) (29.8)
Franchise Fees
Electric 1,246,006 1,253,568 1,228,000 1,240,280 12,280 1.0
Gas 348,793 358,503 382,921 409,725 26,804 7.0
Cable 546,453 507,995 520,000 515,000 (5,000) (1.0)
Telephone 24,041 20,526 22,500 22,500 - -
Cell/Fiber/Telecommunications 54,104 53,043 209,703 54,124 (155,579) (74.2)
subtotal 15,322,027 16,571,297 17,996,477 17,935,529 (60,948) (0.3)
Sales & Use Taxes:
Local Option Sales Tax 9,702,339$ 8,881,320$ 9,883,931$ 10,187,456$ 303,525$ 3.1
Alcohol Beverage Excise 338,599 339,557 300,000 340,000 40,000 13.3
Fireworks Excise Tax 231 277 250 250 - -
subtotal 10,041,169 9,221,154 10,184,181 10,527,706 343,525 3.4
Business Taxes:
Business & Occupation Tax 803,913$ 829,896$ 800,000$ 800,000$ -$ -
Insurance Premium Tax 2,499,885 2,637,188 2,600,000 2,650,000 50,000 1.9
Financial Institutions Tax 45,738 52,187 50,000 50,000 - -
subtotal 3,349,536 3,519,271 3,450,000 3,500,000 50,000 1.4
Other Taxes:
Penalties & Interest On Delinquent Taxes 34,072$ 50,130$ 26,300$ 27,500$ 1,200$ 4.6
Penalties & Interest On Alcoholic Beverage
Excise Tax 610 354 300 300 - -
Penalties & Interest On Business &
Occupation Tax 11,973 3,695 8,000 9,500 1,500 18.8
subtotal 46,656 54,178 34,600 37,300 2,700 7.8
TOTAL TAXES 28,759,387$ 29,365,899$ 31,665,258$ 32,000,535$ 335,277$ 1.1
LICENSES & PERMITS
Alcohol Beverage Licenses 165,436$ 157,096$ 195,000$ 185,000$ (10,000)$ (5.1)
Pouring Permit 8,540 6,480 13,200 12,000 (1,200) (9.1)
Public Facilities Alcohol Permit 1,000 400 300 600 300 100.0
Solicitation Permit 2,340 1,050 900 500 (400) (44.4)
Zoning & Land Use Permits 3,650 1,800 12,800 7,000 (5,800) (45.3)
Land Disturbance Permits 113,791 63,130 50,000 50,000 - -
Modification 350 1,050 1,000 1,000 - -
Variance 2,750 6,950 8,700 6,500 (2,200) (25.3)
Seasonal & Special Events 950 400 900 900 - -
Sign Permits 5,166 5,689 5,000 5,000 - -
Film & Media Permit Fee 900 700 1,000 1,000 - -
Tree Removal Permit 17,806 20,200 17,000 13,000 (4,000) (23.5)
Building Permits 372,493 298,985 670,000 1,183,000 513,000 76.6
NPDES Fees 2,736 1,390 1,700 500 (1,200) (70.6)
General Fund Revenue Detail
36DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
General Fund Revenue Detail
Right of Way Encroachment Fees - - - 2,000 2,000 -
Penalties & Interest On Delinquent Licenses &
Permits 2,673 2,446 2,300 2,300 - -
TOTAL LICENSES & PERMITS 700,580$ 567,765$ 979,800$ 1,470,300$ 490,500$ 50.1
INTERGOVERNMENTAL REVENUES
Federal Government Grants 4,772$ 6,170$ 1,871$ -$ (1,871)$ (100.0)
Local Government Grants 11,550 60 5,000 5,000 - -
TOTAL INTERGOVERNMENTAL GRANTS 16,322$ 6,230$ 6,871$ 5,000$ (1,871)$ (27.2)
CHARGES FOR SERVICES
Administrative Fees 167,899$ 136,445$ 160,000$ 168,000$ 8,000$ 5.0
Planning & Development Fees 101,165 66,785 135,400 117,307 (18,093) (13.4)
Open Records Fees 1,139 1,136 1,000 1,000 - -
Other Charges For Services 24,869 30,234 29,000 1,300 (27,700) (95.5)
Special Police Services Fees 13,750 7,125 19,300 9,000 (10,300) (53.4)
Special Fire Services Fees 9,068 6,966 9,500 9,500 - -
Fingerprinting Fee 22,635 14,920 17,800 15,000 (2,800) (15.7)
Other Public Safety Fees 640 440 600 600 - -
Background Check Fees 10,120 6,820 7,000 8,000 1,000 14.3
Activity Fees 152,203 137,339 170,800 221,700 50,900 29.8
Event Admission Fees 60 - - - - -
Other Charges For Services 210 360 210 150 (60) (28.6)
TOTAL CHARGES FOR SERVICES 503,758$ 408,569$ 550,610$ 551,557$ 947$ 0.2
FINES & FORFEITURES
Court Fines & Forfeitures 432,196$ 284,382$ 460,000$ 438,832$ (21,168)$ (4.6)
TOTAL FINES & FORFEITURES 432,196$ 284,382$ 460,000$ 438,832$ (21,168)$ (4.6)
INVESTMENT INCOME
Interest Revenues 1,062$ 502$ 200$ 200$ -$ -
Realized Gain Or Loss 420,759 184,470 20,000 20,000 - -
TOTAL INVESTMENT INCOME 421,821$ 184,972$ 20,200$ 20,200$ -$ -
CONTRIBUTIONS & DONATIONS
Donation Revenues 10,222$ 24,003$ 1,887$ -$ (1,887)$ (100.0)
TOTAL CONTRIBUTIONS & DONATIONS 10,222$ 24,003$ 1,887$ -$ (1,887)$ (100.0)
MISCELLANEOUS REVENUE
Rents & Royalties 8,500$ 78,650$ 91,328$ 157,033$ 65,705$ 71.9
Facility Rentals 33,911 37,755 93,800 67,650 (26,150) (27.9)
Reimbursement For Damaged Property 35,372 18,593 9,530 -(9,530) (100.0)
Other Miscellaneous Revenue 7,166 4,203 1,500 2,000 500 33.3
TOTAL MISCELLANEOUS REVENUE 84,949$ 139,201$ 196,158$ 226,683$ 30,525$ 15.6
OTHER FINANCING SOURCES
Proceeds From Sale Of Assets 164,600$ 22,692$ 28,223$ 115,000$ 86,777$ 307.5
Operating Transfers In
From Operating Grant Fund 1,716,077 -(1,716,077) (100.0)
From Capital Project Fund -83,093 - - - -
From Capital Grant Fund -85,523 - - - -
From Revenue Bond Fund -520,868 - - - -
TOTAL OTHER FINANCING SOURCES 164,600$ 712,176$ 1,744,300$ 115,000$ (1,629,300)$ (93.4)
TOTAL REVENUES 31,093,834$ 31,693,198$ 35,625,084$ 34,828,107$ (796,977)$ (2.2)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
37DRAFT
FY 2018
Total Activity
FY 2019
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 9,804,390$ 10,060,670$ 11,352,960$ 12,193,373$ 840,413$ 7.4
Employee Benefits 3,647,665 3,794,744 4,312,771 4,724,935 412,164 9.6
TOTAL PERSONAL SERVICES &
EMPLOYEE BENEFITS 13,452,055$ 13,855,414$ 15,665,731$ 16,918,308$ 1,252,577$ 8.0
MAINTENANCE & OPERATIONS
Professional Services 1,104,111$ 1,144,661$ 1,357,568$ 1,219,700$ (137,868)$ (10.2)
Property Services 738,582 1,191,747 1,505,939 1,480,303 (25,636) (1.7)
Other Purchased Services 2,968,130 2,996,277 3,665,043 3,651,616 (13,427) (0.4)
Supplies 341,109 323,191 470,160 519,223 49,063 10.4
Utilities 582,018 445,304 416,358 421,758 5,400 1.3
Fuel 173,503 337,167 454,221 451,461 (2,760) (0.6)
Capital Outlay 256,088 472,694 713,673 587,581 (126,092) (17.7)
Other Costs 2,285 2,151 3,543 8,900 5,357 151.2
M&O Initiatives - - - 850,055 850,055 -
TOTAL MAINTENANCE &
OPERATIONS 6,165,825$ 6,913,191$ 8,586,505$ 9,190,597$ 604,092$ 7.0
DEBT SERVICE
Revenue Bond(s) P&I 852,136$ 852,144$ -$ -$ -$ -
Capital Lease(s) P&I 361,613 360,903 - - - -
TOTAL DEBT SERVICE 1,213,749$ 1,213,047$ -$-$-$ -
OTHER COSTS
Contingency -$ -$ -$ 261,089$ 261,089$ -
TOTAL OTHER COSTS -$-$ -$261,089$ 261,089$ -
OTHER FINANCING USES
Interfund Transfers Out
To Capital Projects Fund 1,194,174$ 8,296,559$ 13,655,033$ 7,779,649$ (5,875,384)$ (43.0)
To Capital Grant Fund 28,750 591,693 - - - -
To Revenue Bond Fund - - 1,650,026 1,650,526 500 0.0
To Special Events Fund 17,450 - - 80,824 80,824 -
To Confiscated Assets Fund 1,700 - - - - -
TOTAL OTHER FINANCING USES 1,242,074$ 8,888,252$ 15,305,059$ 9,510,999$ (5,794,060)$ (37.9)
TOTAL EXPENDITURES 22,073,703$ 30,869,903$ 39,557,295$ 35,880,993$ (3,676,302)$ (9.3)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
General Fund Expenditures by Category
38DRAFT
GENERAL FUND
EXPENDITURES BY DEPARTMENT
39DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 99,639$ 101,777$ 101,001$ 101,001$ -$ -
Stipend 2,611 2,117 15,000 15,000 - -
Employee Benefits 5,602 5,661 5,850 5,843 (7) (0.1)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 107,851$ 109,555$ 121,851$ 121,844$ (7)$ (0.0)
PURCHASED/CONTRACTED SERVICES
Printing 297$ 414$ 243$ 350$ 107$ 44.0
Travel 7,085 1,738 9,330 15,320 5,990 64.2
Dues & Fees 10,847 11,185 11,407 11,700 293 2.6
Education & Training 5,450 2,253 9,100 11,200 2,100 23.1
TOTAL PURCHASED/CONTRACTED SERVICES 23,679$ 15,590$ 30,080$ 38,570$ 8,490$ 28.2
SUPPLIES
General Supplies 8$ 133$ 407$ 700$ 293$ 72.0
Food & Meals 131 82 1,000 1,600 600 60.0
TOTAL SUPPLIES 139$ 215$ 1,407$ 2,300$ 893$ 63.5
CAPITAL OUTLAYS
Machinery & Equipment -$ -$ 7,500$ -$ (7,500)$ (100.0)
TOTAL CAPITAL OUTLAYS -$ -$7,500$ -$ (7,500)$ (100.0)
OTHER COSTS
Payment To Others 58$ -$ 243$ -$ (243)$ (100.0)
TOTAL OTHER COSTS 58$ -$ 243$ -$ (243)$ (100.0)
TOTAL MAYOR & COUNCIL 131,726$ 125,360$ 161,081$ 162,714$ 1,633$ 1.0
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Mayor & Council General Fund Expenditures
Notable Variances Explained
• The reduction of $7,500 in Machinery & Equipment is related to the replacement of tablets for Mayor & Council in FY 2021 that will not recur in
FY 2022.
40DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 117,608$ 107,280$ 129,843$ 108,869$ (20,974)$ (16.2)
Employee Benefits 33,164 29,490 47,552 34,531 (13,021) (27.4)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 150,772$ 136,769$ 177,395$ 143,400$ (33,995)$ (19.2)
PURCHASED/CONTRACTED SERVICES
Professional Fees 871$ 49,649$ 74,993$ 157,071$ 82,078$ 109.4
Communications 720 531 468 468 - -
Postage 109 -100 100 - -
Advertising 2,908 619 700 700 - -
Printing 56 -600 100 (500) (83.3)
Travel 1,306 857 1,900 1,300 (600) (31.6)
Dues & Fees 100 110 330 110 (220) (66.7)
Education & Training 490 490 1,200 1,000 (200) (16.7)
Maintenance Contracts 8,698 8,747 38,247 36,051 (2,196) (5.7)
TOTAL PURCHASED/CONTRACTED SERVICES 15,258$ 61,003$ 118,538$ 196,900$ 78,362$ 66.1
SUPPLIES
General Supplies 462$ 579$ 700$ 500$ (200)$ (28.6)
Food & Meals -51 - - - -
TOTAL SUPPLIES 462$ 629$ 700$ 500$ (200)$ (28.6)
CAPITAL OUTLAYS
Machinery & Equipment 1,027$ -$ -$ -$ -$ -
TOTAL SUPPLIES 1,027$ -$ -$-$-$ -
TOTAL CITY CLERK 167,519$ 198,402$ 296,633$ 340,800$ 44,167$ 14.9
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
City Clerk General Fund Expenditures
Notable Variances Explained
•The decrease in Salaries & Wages and Employee Benefits is a result of a full year's recognition of the removal of one full-time position.
•The increase in Professional Fees is a result of the budget requirements for funding elections according to the City's IGA with Fulton County as
well as the final phase of the document archiving project anticipated to be completed in FY 2022.
41DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 461,305$ 405,843$ 475,989$ 581,384$ 105,395$ 22.1
Employee Benefits 133,920 120,685 127,825 174,997 47,172 36.9
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 595,225$ 526,528$ 603,814$ 756,381$ 152,567$ 25.3
PURCHASED/CONTRACTED SERVICES
Professional Fees 24,085$ 23,182$ 134,000$ 44,500$ (89,500)$ (66.8)
Communications 2,386 1,364 1,380 2,070 690 50.0
Postage - - 50 50 - -
Advertising - - 240 240 - -
Printing 36 - 200 200 - -
Travel 1,625 2,754 2,228 4,782 2,554 114.6
Dues & Fees 3,862 3,643 3,114 3,503 389 12.5
Education & Training 2,195 2,635 3,384 12,715 9,331 275.7
Maintenance Contracts 4,897 2,040 - - - -
TOTAL PURCHASED/CONTRACTED SERVICES 39,086$ 35,617$ 144,596$ 68,060$ (76,536)$ (52.9)
SUPPLIES
General Supplies 22$ 34$ 200$ 200$ -$ -
Food & Meals 756 - 1,484 1,500 16 1.1
Books & Periodicals - - 1,000 1,000 - -
TOTAL SUPPLIES 778$ 34$ 2,684$ 2,700$ 16$ 0.6
CAPITAL OUTLAYS
Machinery & Equipment 426$ -$ -$ -$ -$ -
TOTAL CAPITAL OUTLAYS 426$ -$ -$ -$ -$ -
OTHER COSTS
Payment To Others -$ -$ 1,500$ 1,500$ -$ -
TOTAL OTHER COSTS -$ -$ 1,500$ 1,500$ -$ -
TOTAL CITY MANAGER 635,515$ 562,178$ 752,594$ 828,641$ 76,047$ 10.1
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
City Manager General Fund Expenditures
Notable Variances Explained
• The decrease in Professional Fees is a result of the allocation of funding to implement objectives of Strategic Plan 2021-2025 across
appropriate departments (in FY 2021, funds were booked to the City Manager Department as a placeholder and until the plan was
completed).
• The variances in Salaries & Wages and Employee Benefits are a result of the addition of a full time position to the City Manager Department in
May 2021 as well as the requested market adjustment to salaries and the 3.4% increase to anticipated average medical costs per employee
being recognized in FY 2022.
42DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Professional Fees -$ -$ -$ -$ -$ -
Rental Land & Buildings 2,016 840 - - - -
Postage 8,097 5,548 8,500 8,500 - -
Advertising 73 - - - - -
Printing - 150 - - - -
Dues & Fees 276 2,590 5,165 5,060 (105) (2.0)
Maintenance Contracts 6,038 4,041 4,452 2,588 (1,864) (41.9)
TOTAL PURCHASED/CONTRACTED SERVICES 16,500$ 13,169$ 18,117$ 16,148$ (1,969)$ (10.9)
SUPPLIES
General Supplies 33,099$ 22,529$ 31,640$ 32,000$ 360$ 1.1
Gasoline/Diesel - - - - - -
Food & Meals - - - - - -
TOTAL SUPPLIES 33,099$ 22,529$ 31,640$ 32,000$ 360$ 1.1
CAPITAL OUTLAYS
Furniture & Fixtures 1,504$ -$ -$ -$ -$ -
Machinery & Equipment - - 3,486 - (3,486) (100.0)
TOTAL CAPITAL OUTLAYS 1,504$ -$ 3,486$ -$ (3,486)$ (100.0)
TOTAL GENERAL ADMINISTRATION 51,103$ 35,698$ 53,243$ 48,148$ (5,095)$ (9.6)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
General Administration General Fund Expenditures
Notable Variances Explained
• The decrease in Machinery & Equipment is related to the one-time purchase of an envelope folder/sorter in FY 2021.
43DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 299,574$ 343,081$ 355,215$ 373,078$ 17,863$ 5.0
Employee Benefits 86,819 86,717 129,309 145,224 15,915 12.3
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 386,393$ 429,798$ 484,524$ 518,302$ 33,778$ 7.0
PURCHASED/CONTRACTED SERVICES
Administrative Fees 19,900$ 25,178$ 26,004$ 2,300$ (23,704)$ (91.2)
Professional Fees 34,500 41,463 51,300 50,500 (800) (1.6)
Communications 485 1,045 1,200 600 (600) (50.0)
Postage 5,727 -6,500 6,695 195 3.0
Advertising 5,679 4,360 1,040 250 (790) (76.0)
Printing 4,703 1,282 6,544 9,861 3,317 50.7
Travel 1,730 1,236 3,055 3,152 97 3.2
Dues & Fees 1,557 1,592 2,110 2,170 60 2.8
Education & Training 2,731 3,549 6,077 5,880 (197) (3.2)
Maintenance Contracts 35,889 40,121 54,201 72,611 18,410 34.0
TOTAL PURCHASED/CONTRACTED SERVICES 112,901$ 119,826$ 158,031$ 154,019$ (4,012)$ (2.5)
SUPPLIES
General Supplies 387$ 1,117$ 1,100$ 500$ (600)$ (54.5)
Books & Periodicals 89 - - - - -
TOTAL SUPPLIES 476$ 1,117$ 1,100$ 500$ (600)$ (54.5)
CAPITAL OUTLAYS
Machinery & Equipment 7,697$ 1,375$ 698$ 3,860$ 3,162$ 453.0
TOTAL CAPITAL OUTLAYS 7,697$ 1,375$ 698$ 3,860$ 3,162$ 453.0
OTHER COSTS
Payments to Others 13$ -$ -$ -$ -$ -
TOTAL OTHER COSTS 13$ -$ -$-$-$ -
TOTAL FINANCE 507,479$ 552,116$ 644,353$ 676,681$ 32,328$ 5.0
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
• The increase in the Maintenance Contracts category corresponds to fees related to the annual maintenance of an accounts payable
Finance General Fund Expenditures
Notable Variances Explained
• The increase in Salaries & Wages and Employee Benefits represents a fully staffed department for FY 2022 with the reclassification of the
Finance Director to a Financial Services Manager as well as the requested market adjustment to salaries and a 3.4% increase to anticiapted
average medical costs.
• The decrease in Administrative Fees represents the completion of the transition to a new merchant services/credit card processing provider
that will collect all convenience fees directly, eliminating the need for the City to collect/pay monthly dues.
44DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Professional Fees 319,921$ 327,926$ 335,000$ 335,000$ -$ -
TOTAL PURCHASED/CONTRACTED SERVICES 319,921$ 327,926$ 335,000$ 335,000$ -$ -
TOTAL LEGAL 319,921$ 327,926$ 335,000$ 335,000$ -$ -
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Legal General Fund Expenditures
45DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 144,442$ 109,695$ 98,948$ 101,876$ 2,928$ 3.0
Employee Benefits 57,813 49,476 36,893 37,477 584 1.6
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 202,255$ 159,171$ 135,841$ 139,353$ 3,512$ 2.6
PURCHASED/CONTRACTED SERVICES
Professional Fees -$ 6,939$ 37,964$ 117,000$ 79,036$ 208.2
Communications 185,749 63,412 53,738 46,900 (6,838) (12.7)
Postage - 13 250 250 - -
Advertising - - 480 480 - -
Printing - - 50 50 - -
Travel 4,244 - - 2,130 2,130 -
Dues & Fees 30 - - - - -
Education & Training 5,150 1,445 3,600 2,800 (800) (22.2)
Maintenance Contracts 626,869 771,840 837,981 798,750 (39,231) (4.7)
TOTAL PURCHASED/CONTRACTED SERVICES 822,042$ 843,648$ 934,063$ 968,360$ 34,297$ 3.7
SUPPLIES
Food & Meals 578$ 419$ 1,000$ 1,000$ -$ -
TOTAL SUPPLIES 578$ 419$ 1,000$ 1,000$ -$ 73.0
CAPITAL OUTLAYS
Machinery & Equipment 126,134$ 168,994$ 336,317$ 253,650$ (82,667)$ (24.6)
TOTAL CAPITAL OUTLAYS 126,134$ 168,994$ 336,317$ 253,650$ (82,667)$ (24.6)
TOTAL INFORMATION SERVICES 1,151,009$ 1,172,233$ 1,407,221$ 1,362,363$ (44,858)$ (3.2)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
• The overall decrease in Machinery & Equipment is primarily being driven by a reduction in the software requests for FY 2022 as well as fewer
equipment needs related to replacement phones, printers, copiers, etc.
• The Maintenance Contracts category decrease is the result of the cancellation of the Granicus contract as well as a reduction in the
managed services line item as certain costs were more appropriately accounted for under capital outlays and professional fees.
Information Services General Fund Expenditures
Notable Variances Explained
• The increase in Professional Fees is related to the change in implementation timing of the Office 365 migration from FY 2021 to FY 2022, the
request to move the Laserfiche platform to a subscriber model, implementation of SharePoint, and a full year of audio-visual consultant hours.
46DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 153,232$ 166,393$ 183,681$ 188,555$ 4,874$ 2.7
Employee Benefits 50,149 61,391 74,387 69,152 (5,235) (7.0)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 203,381$ 227,785$ 258,068$ 257,707$ (361)$ (0.1)
PURCHASED/CONTRACTED SERVICES
Administrative Fees 42,667$ 47,737$ 44,850$ 46,150$ 1,300$ 2.9
Professional Fees 28,857 5,856 44,071 35,352 (8,719) (19.8)
Rental Equipment & Vehicles - - - - - -
Communications 690 741 1,176 1,140 (36) (3.1)
Postage - - 100 90 (10) (10.0)
Advertising 1,638 1,077 1,840 1,500 (340) (18.5)
Printing 18 201 100 100 - -
Travel 5,853 490 18,940 13,200 (5,740) (30.3)
Dues & Fees 644 319 1,963 1,670 (293) (14.9)
Education & Training 1,082 4,285 16,697 17,014 317 1.9
Maintenance Contracts - - 1,500 - (1,500) (100.0)
TOTAL PURCHASED/CONTRACTED SERVICES 81,450$ 60,706$ 131,237$ 116,216$ (15,021)$ (11.4)
SUPPLIES
General Supplies 2,374$ 510$ 2,754$ 2,754$ -$ -
Food & Meals 4,180 898 6,000 4,000 (2,000) (33.3)
TOTAL SUPPLIES 6,554$ 1,408$ 8,754$ 6,754$ (2,000)$ (22.8)
CAPITAL OUTLAYS
Furniture & Fixtures -$ -$ -$ -$ -$ -
Machinery & Equipment 227$ 3,121$ 406$ -$ (406)$ (100.0)
TOTAL CAPITAL OUTLAYS 227$ 3,121$ 406$ -$ (406)$ (100.0)
TOTAL HUMAN RESOURCES 291,611$ 293,019$ 398,465$ 380,677$ (17,788)$ (4.5)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Human Resources General Fund Expenditures
Notable Variances Explained
• The City budgets for benefits by allocating an average cost per employee which is adjusted across departments at year-end to account for
actual expenses. The decrease seen in Employee Benefits represents the return to the per employee average allocation for FY 2022 versus
actual anticipated expenses from FY 2021.
• The decrease in Professional Fees is related to the actuarial review of the City's pension plan conducted in FY 2021 that will not recur in FY
2022.
47DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Insurance 216,409$ 252,896$ 265,345$ 309,042$ 43,697$ 16.5
TOTAL PURCHASED/CONTRACTED SERVICES 216,409$ 252,896$ 265,345$ 309,042$ 43,697$ 16.5
OTHER COSTS
Payment To Others 156$ -$ -$ -$ -$ -
TOTAL OTHER COSTS 156$ -$ -$ -$ -$ -
TOTAL RISK MANAGEMENT 216,564$ 252,896$ 265,345$ 309,042$ 43,697$ 16.5
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Risk Management General Fund Expenditures
Notable Variances Explained
• After accounting for the anticipated annual increase in premiums, as well as added coverage anticipated in FY 2022, the City
projects a 16.5% increase overall in Risk Management from FY 2021 to FY 2022.
48DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Professional Fees 587$ -$ -$ 1,000$ 1,000$ -
Cleaning Services 31,802 41,786 43,930 53,521 9,591 21.8
Facility Repair & Maintenance 49,829 45,884 37,866 31,551 (6,315) (16.7)
Grounds Repair & Maintenance 46,350 31,146 49,500 41,303 (8,197) (16.6)
Rental Land & Buildings - - - - - -
Communications 155 24,020 25,600 28,907 3,307 12.9
Maintenance Contracts 2,358 1,790 1,948 1,813 (135) (6.9)
TOTAL PURCHASED/CONTRACTED SERVICES 131,081$ 144,626$ 158,844$ 158,095$ (749)$ (0.5)
SUPPLIES
General Supplies 11,692$ 9,551$ 8,621$ 10,700$ 2,079$ 24.1
Utilities 71,947 64,629 72,861 68,975 (3,886) (5.3)
TOTAL SUPPLIES 83,639$ 74,180$ 81,482$ 79,675$ (1,807)$ (2.2)
CAPITAL OUTLAYS
Furniture & Fixtures -$ 8,114$ 80,000$ 23,000$ (57,000)$ (71.3)
Machinery & Equipment - - 4,800 4,600 (200) (4.2)
TOTAL CAPITAL OUTLAYS -$ 8,114$ 84,800$ 27,600$ (57,200)$ (67.5)
TOTAL GENERAL GOVERNMENT BUILDINGS 214,720$ 226,920$ 325,126$ 265,370$ (59,756)$ (18.4)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
General Government Buildings General Fund Expenditures
Notable Variances Explained
•The variance in the Facility Repair & Maintenance and Grounds Repair & Maintenance categories are related to a reduction in
anticipated expenses at City Hall including the parking lot pavement application that was applied in FY 2021 that will not recur in FY 2022.
•The variance in Furniture & Fixtures is due to the completion of the build out of new work stations on the second floor of City Hall in FY 2021.
49DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 120,045$ 132,015$ 153,769$ 172,719$ 18,950$ 12.3
Employee Benefits 19,748 42,072 58,742 64,886 6,144 10.5
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 139,793$ 174,087$ 212,511$ 237,605$ 25,094$ 11.8
PURCHASED/CONTRACTED SERVICES
Professional Fees 32,763$ 24,590$ 20,580$ 27,280$ 6,700$ 32.6
Communications 488 957 1,050 600 (450) (42.9)
Postage - - 302 150 (152) (50.3)
Advertising 2,269 210 2,500 3,500 1,000 40.0
Printing 1,391 153 3,000 2,000 (1,000) (33.3)
Travel 6 -1,080 1,330 250 23.1
Dues & Fees 400 134 611 710 99 16.2
Education & Training 2,807 695 1,760 1,400 (360) (20.5)
Maintenance Contracts 10,152 20,214 21,324 25,504 4,180 19.6
TOTAL PURCHASED/CONTRACTED SERVICES 50,275$ 46,954$ 52,207$ 62,474$ 10,267$ 19.7
SUPPLIES
General Supplies 265$ 13$ 400$ 1,400$ 1,000$ 250.0
Food & Meals 18 - - 100 100 -
Uniforms - - 100 100 - -
TOTAL SUPPLIES 282$ 13$ 500$ 1,600$ 1,100$ 220.0
CAPITAL OUTLAYS
Machinery & Equipment 871$ -$ 700$ 800$ 100$ 14.3
TOTAL CAPITAL OUTLAYS 871$ -$ 700$ 800$ 100$ 14.3
TOTAL COMMUNICATIONS 191,221$ 221,054$ 265,918$ 302,479$ 36,561$ 13.7
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Communications General Fund Expenditures
Notable Variances Explained
• The increase in Salaries & Wages and Employee Benefits is a result of the market adjustment to salaries in the department and related
benefits including a 3.4% anticipated increase in average medical costs per employee.
50DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 68,547$ 111,084$ 122,499$ 102,902$ (19,597)$ (16.0)
Employee Benefits 30,470 34,421 35,167 34,524 (643) (1.8)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 99,016$ 145,505$ 157,666$ 137,426$ (20,240)$ (12.8)
PURCHASED/CONTRACTED SERVICES
Professional Fees 800$ 1,258$ 3,960$ 4,780$ 820$ 20.7
Rental Equipment & Vehicles 1,612 2,464 1,000 8,433 7,433 743.3
Communications 1,325 1,996 2,000 1,200 (800) (40.0)
Postage - - 500 -(500) (100.0)
Advertising 113 1,081 2,663 5,400 2,737 102.8
Printing 651 341 2,209 2,820 611 27.7
Travel 1,389 -300 2,000 1,700 566.7
Dues & Fees 1,912 2,049 3,634 3,656 22 0.6
Education & Training 3,943 1,695 2,152 -(2,152) (100.0)
Maintenance Contracts - - 1,005 960 (45) (4.5)
TOTAL PURCHASED/CONTRACTED SERVICES 11,745$ 10,882$ 19,423$ 29,249$ 9,826$ 50.6
SUPPLIES
General Supplies 1,161$ 879$ 6,110$ 6,500$ 390$ 6.4
Food & Meals 1,901 1,838 5,173 9,000 3,827 74.0
Promotional Items 3,479 368 4,000 5,000 1,000 25.0
TOTAL SUPPLIES 6,541$ 3,084$ 15,283$ 20,500$ 5,217$ 34.1
CAPITAL OUTLAYS
Machinery & Equipment 563$ 4,412$ 1,377$ 1,580$ 203$ 14.7
TOTAL CAPITAL OUTLAYS 563$ 4,412$ 1,377$ 1,580$ 203$ 14.7
OTHER COSTS
Payments To Others 461$ 100$ -$ -$ -$ -
TOTAL OTHER COSTS 461$ 100$ -$ -$-$ -
TOTAL COMMUNITY OUTREACH & ENGAGEMENT 118,326$ 163,983$ 193,749$ 188,755$ (4,994)$ (2.6)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Community Outreach & Engagement General Fund Expenditures
Notable Variances Explained
• Increases in the Rental Equipment & Vehicles, Advertising, and Food & Meals categories are primarily being driven by funding requests
related to hosting an anniversary celebration event as Milton enters its 15th year as a City.
• The decrease in Salaries & Wages and Employee Benefits is the result of the removal of one part time position in the department offset by the
market adjustment to salaries and an increase in anticipated average medical costs of 3.4% from FY 2021 to FY 2022.
51DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 220,955$ 220,709$ 160,527$ 147,628$ (12,899)$ (8.0)
Employee Benefits 60,718 66,986 53,228 30,331 (22,897) (43.0)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 281,673$ 287,694$ 213,755$ 177,959$ (35,796)$ (16.7)
PURCHASED/CONTRACTED SERVICES
Professional Fees 21,829$ 12,873$ 78,600$ 95,700$ 17,100$ 21.8
Cleaning Services -381 14,701 13,720 (981) (6.7)
Lawn Care - - - 6,276 6,276 -
Facility Repair & Maintenance - - 11,790 1,500 (10,290) (87.3)
Grounds Repair & Maintenance -1,326 6,276 500 (5,776) (92.0)
Rental Land & Buildings 110,679 125,206 - - - -
Communications 720 1,348 2,817 3,780 963 34.2
Postage 498 2,028 1,800 1,500 (300) (16.7)
Printing 1,025 705 2,250 1,000 (1,250) (55.6)
Travel 4,806 881 -3,200 3,200 -
Dues & Fees 480 155 100 200 100 100.0
Education & Training 2,284 550 -1,050 1,050 -
Maintenance Contracts 850 1,437 4,071 22,410 18,339 450.5
TOTAL PURCHASED/CONTRACTED SERVICES 143,170$ 146,890$ 122,405$ 150,836$ 28,431$ 23.2
SUPPLIES
General Supplies 1,210$ 2,558$ 7,000$ 9,000$ 2,000$ 28.6
Utilities -1,894 11,760 11,832 72 0.6
Books & Periodicals - - 135 150 15 11.1
Uniforms - - - - - -
TOTAL SUPPLIES 1,210$ 4,451$ 18,895$ 20,982$ 2,087$ 11.0
CAPITAL OUTLAYS
Furniture & Fixtures -$ 11,351$ 9,292$ 1,000$ (8,292)$ (89.2)
Machinery & Equipment 2,519 8,113 2,608 1,500 (1,108) (42.5)
TOTAL CAPITAL OUTLAYS 2,519$ 19,464$ 11,900$ 2,500$ (9,400)$ (79.0)
TOTAL MUNICIPAL COURT 428,571$ 458,499$ 366,955$ 352,277$ (14,678)$ (4.0)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
• The decrease in Facility Repair & Maintenance and Furniture & Fixtures is related to Milton's share of the one-time server room upgrades and
furniture purchases in FY 2021 required to co-locate Milton and Alpharetta's court services at the Public Safety Complex on Highway 9 (this
costs will not recur on FY 2022).
• The City budgets for benefits by allocating an average cost per employee which is adjusted across departments at year-end to account for
actual expenses. The decrease seen in Employee Benefits is a result of the removal of one full time employee as well as the return to the per
employee average allocation for FY 2022.
Municipal Court General Fund Expenditures
Notable Variances Explained
• The decrease seen in Salaries & Wages is related to the removal of one full time employee as Milton entered into an IGA to share a Court
Clerk with the City of Alpharetta. Expenses related to this change have been recognized in the Professional Fees category and account for
the increase seen there.
52DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 2,574,254$ 2,796,513$ 2,952,731$ 3,094,423$ 141,692$ 4.8
Employee Benefits 1,013,776 1,089,530 1,174,076 1,330,449 156,373 13.3
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 3,588,030$ 3,886,044$ 4,126,807$ 4,424,872$ 298,065$ 7.2
PURCHASED/CONTRACTED SERVICES
Professional Fees 36,409$ 24,546$ 44,844$ 47,058$ 2,214$ 4.9
Cleaning Services -539 18,280 15,810 (2,470) (13.5)
Lawn Care - - - 2,400 2,400 -
Equipment Repair & Maintenance 4,516 1,306 3,660 1,480 (2,180) (59.6)
Facility Repair & Maintenance 118 710 7,500 17,700 10,200 136.0
Vehicle Repair & Maintenance 76,189 95,432 80,022 88,462 8,440 10.5
Grounds Repair & Maintenance -1,683 6,276 10,000 3,724 59.3
Rental Land & Buildings 110,679 125,206 - - - -
Communications 31,772 128,124 82,844 80,406 (2,438) (2.9)
Postage 1,723 1,428 1,596 1,385 (211) (13.2)
Advertising - - 500 1,000 500 100.0
Printing 3,493 8,728 3,525 3,240 (285) (8.1)
Travel 17,373 8,332 16,313 38,034 21,721 133.2
Dues & Fees 20,230 18,280 18,720 28,563 9,843 52.6
Education & Training 22,394 9,361 28,080 39,816 11,736 41.8
Contract Labor - - - - - -
Maintenance Contracts 366,974 447,977 435,837 404,222 (31,615) (7.3)
TOTAL PURCHASED/CONTRACTED SERVICES 691,871$ 871,654$ 747,997$ 779,576$ 31,579$ 4.2
SUPPLIES
General Supplies 28,729$ 34,953$ 37,261$ 38,313$ 1,052$ 2.8
Utilities -1,894 14,608 10,000 (4,608) (31.5)
Gasoline/Diesel 108,220 82,995 95,000 102,650 7,650 8.1
Food & Meals 2,203 1,932 1,950 2,500 550 28.2
Books & Periodicals 1,326 880 1,820 1,820 - -
Uniforms 36,796 54,569 47,206 43,825 (3,381) (7.2)
TOTAL SUPPLIES 177,274$ 177,222$ 197,845$ 199,108$ 1,263$ 0.6
CAPITAL OUTLAYS
Furniture & Fixtures 516$ 29,388$ 6,500$ 2,500$ (4,000)$ (61.5)
Machinery & Equipment 201,278 183,838 85,162 145,107 59,945 70.4
TOTAL CAPITAL OUTLAYS 201,794$ 213,226$ 91,662$ 147,607$ 55,945$ 61.0
OTHER COSTS
Payments To Others 364$ -$-$ -$ -$ -
TOTAL OTHER COSTS 364$ -$ -$ -$ -$ -
TOTAL POLICE 4,659,334$ 5,148,145$ 5,164,311$ 5,551,163$ 386,852$ 7.5
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
• The increase in Machinery & Equipment is related to the request for an additional stationary license plate reader (LPR) and funding to
replace officer radios if damaged in the line of duty.
Police General Fund Expenditures
Notable Variances Explained
•The increase to Salaries & Wages is the result of the requested market adjustment to salaries offset by a decrease in the calculation of
anticipated costs associated with the City's PTO buyback program and overtime expenses.
• The City budgets for benefits by allocating an average cost per employee which is adjusted across departments at year-end to
account for actual expenses. The increase seen in Employee Benefits represents the return to the per employee average allocation for FY
2022 versus actual anticipated expenses for FY 2021 as well as the anticipated 3.4% increase to average medical related costs.
• The primary driver of the decrease in Maintenance Contracts is the end of the property and evidence IGA with the City of Alpharetta as
Milton brought this in-house with the move to the Public Safety Complex last year.
• The increase in Travel and Education & Training is related to a return to more off-site training as programs return to pre-pandemic
schedules as well as a request related to requiring all supervisory staff to attend a three-part training program through FBI-LEEDA.
53DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 4,183,593$ 4,403,943$ 4,561,573$ 4,888,946$ 327,373$ 7.2
Employee Benefits 1,696,095 1,724,390 1,837,090 1,919,984 82,894 4.5
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 5,879,688$ 6,128,333$ 6,398,663$ 6,808,930$ 410,267$ 6.4
PURCHASED/CONTRACTED SERVICES
Professional Fees 49,278$ 55,009$ 68,364$ 87,219$ 18,855$ 27.6
Cleaning Services 14,124 17,715 17,320 22,380 5,060 29.2
Equipment Repair & Maintenance 207,451 161,279 200,317 226,180 25,863 12.9
Facility Repair & Maintenance - - 14,338 800 (13,538) (94.4)
Grounds Repair & Maintenance 18,291 18,716 32,000 27,620 (4,380) (13.7)
Rental Land & Buildings 2,105 1,228 1,788 2,000 212 11.9
Rental Equipment & Vehicles - - 212 1,000 788 371.7
Communications 16,897 100,269 86,903 89,588 2,685 3.1
Postage 739 485 500 750 250 50.0
Advertising - - 720 720 - -
Printing 429 876 900 900 - -
Travel 1,949 5,315 5,600 19,192 13,592 242.7
Dues & Fees 10,053 8,756 14,392 16,190 1,798 12.5
Education & Training 5,853 1,937 3,032 8,520 5,488 181.0
Contract Labor - - - - - -
Maintenance Contracts 140,442 165,459 233,807 256,081 22,274 9.5
TOTAL PURCHASED/CONTRACTED SERVICES 467,611$ 537,044$ 680,193$ 759,140$ 78,947$ 11.6
SUPPLIES
General Supplies 50,279$ 92,002$ 85,097$ 63,928$ (21,169)$ (24.9)
Utilities 52,879 51,795 68,766 68,766 - -
Gasoline/Diesel 47,392 35,643 46,300 52,800 6,500 14.0
Food & Meals 282 226 996 4,210 3,214 322.7
Books & Periodicals 1,372 1,647 3,070 4,860 1,790 58.3
Uniforms 96,267 105,785 93,639 155,895 62,256 66.5
TOTAL SUPPLIES 248,471$ 287,099$ 297,868$ 350,459$ 52,591$ 17.7
CAPITAL OUTLAYS
Property -$ 5,744$ 886$ -$ (886)$ (100.0)
Machinery & Equipment 81,010 50,484 55,439 47,545 (7,894) (14.2)
Furniture & Fixtures 5,215 15,891 6,400 19,499 13,099 204.7
TOTAL CAPITAL OUTLAYS 86,225$ 72,120$ 62,725$ 67,044$ 4,319$ 6.9
DEBT SERVICE
Station 43 Capital Lease Principal 335,394$ 351,760$ -$ -$ -$ -
Station 43 Capital Lease Interest 25,509 8,636 - - - -
TOTAL DEBT SERVICE 360,903$ 360,395$ -$ -$-$ -
TOTAL FIRE 7,042,898$ 7,384,990$ 7,439,449$ 7,985,573$ 546,124$ 7.3
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
•The increase in Uniforms represents anticipated purchases of NFPA approved standard uniforms, turnout gear needed, and class A
uniforms that will be extended to the rank of Fire Apparatus Operator.
Fire General Fund Expenditures
Notable Variances Explained
•In FY 2021 Fire had Salaries & Wages savings from vacancies which were utilized to offset an operating transfer out to the Capital
Projects Fund. The variance seen above represents an anticipated return to a fully staffed department along with the requested market
adjustment to salaries in the department, and a new request to address overtime resulting from a change in the way the Fire
Department staffs the 12-hour blocks of time at the end of every third payroll cycle known as "fair labor days".
54DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 573,526$ 696,397$ 745,013$ 749,945$ 4,932$ 0.7
Employee Benefits 246,393 265,565 262,582 278,001 15,419 5.9
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 819,919$ 961,962$ 1,007,595$ 1,027,946$ 20,351$ 2.0
PURCHASED/CONTRACTED SERVICES
Professional Fees 223,705$ 29,893$ 115,813$ 72,240$ (43,573)$ (37.6)
Cleaning Services 5,739 11,862 22,225 22,225 - -
Lawn Care 149,864 208,533 314,050 272,000 (42,050) (13.4)
Equipment Repair & Maintenance 1,971 -13,406 45,350 31,944 238.3
Facility Repair & Maintenance 900 - - - - -
Vehicle Repair & Maintenance 8,786 1,584 19,420 19,420 - -
Rental Equipment & Vehicles 928 -1,800 1,800 - -
Communications 7,740 9,634 6,385 5,904 (481) (7.5)
Postage 33 -50 50 - -
Advertising - - 1,908 2,210 302 15.8
Printing 142 102 430 100 (330) (76.7)
Travel 2,882 808 6,010 6,010 - -
Dues & Fees 1,287 910 2,821 2,821 - -
Education & Training 1,480 1,167 5,920 5,920 - -
Contract Labor 408,040 445,156 633,795 611,650 (22,145) (3.5)
Maintenance Contracts 32,428 28,986 18,182 18,388 206 1.1
Other Purchased Services 1,382 1,203 27,897 32,500 4,603 16.5
TOTAL PURCHASED/CONTRACTED SERVICES 847,306$ 739,838$ 1,190,112$ 1,118,588$ (71,524)$ (6.0)
SUPPLIES
General Supplies 25,255$ 28,650$ 70,600$ 70,600$ -$ -
Utilities 419,568 415,172 441,800 441,800 - -
Gasoline/Diesel 10,688 7,599 12,116 12,116 - -
Food & Meals 369 651 400 400 - -
Uniforms 310 835 2,400 2,400 - -
TOTAL SUPPLIES 456,189$ 452,907$ 527,316$ 527,316$ -$ -
CAPITAL OUTLAYS
Properties/Sites -$ 551$ 1,587$ -$ (1,587)$ (100.0)
Machinery & Equipment 37,851 30,860 63,727 44,280 (19,447) (30.5)
TOTAL CAPITAL OUTLAYS 37,851$ 31,411$ 65,314$ 44,280$ (21,034)$ (32.2)
TOTAL PUBLIC WORKS 2,161,266$ 2,186,117$ 2,790,337$ 2,718,130$ (72,207)$ (2.6)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
•The reduction seen in the Machinery & Equipment category is related to the decrease to the hardware line item related to one-time
purchases made in FY 2021 that will not recur in FY 2022.
Public Works General Fund Expenditures
Notable Variances Explained
• The decrease in Professional Fees is being driven by the removal of funding related to construction inspection services and facility
technician services.
• The decreases seen in Lawn Care and Contract Labor are related to pricing reductions recognized for right of way mowing and
maintenance.
55DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 213,150$ 203,110$ 196,979$ 286,371$ 89,392$ 45.4
Employee Benefits 63,728 94,745 87,442 89,775 2,333 2.7
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 276,878$ 297,855$ 284,421$ 376,146$ 91,725$ 32.2
PURCHASED/CONTRACTED SERVICES
Professional Fees 4,175$ 10,372$ 26,000$ 3,000$ (23,000)$ (88.5)
Cleaning Services 2,911 22,492 31,760 41,928 10,168 32.0
Lawn Care -291,005 373,450 284,700 (88,750) (23.8)
Facility Repair & Maintenance 74,967 113,247 43,396 39,750 (3,646) (8.4)
Vehicle Repair & Maintenance 1,175 1,089 1,755 2,220 465 26.5
Grounds Repair & Maintenance 92,615 39,814 71,632 86,800 15,168 21.2
Rental Land & Buildings 46,731 67,188 92,800 104,700 11,900 12.8
Rental Equipment & Vehicles 10,297 56 10,400 9,450 (950) (9.1)
Communications 2,451 6,878 12,922 11,390 (1,532) (11.9)
Postage 66 -50 50 - -
Advertising 477 -1,230 1,180 (50) (4.1)
Printing 768 1,427 1,000 650 (350) (35.0)
Travel 2,030 408 2,265 1,800 (465) (20.5)
Dues & Fees 4,589 695 9,240 7,750 (1,490) (16.1)
Education & Training 400 885 2,400 1,300 (1,100) (45.8)
Contract Labor 303,065 35,125 41,100 40,230 (870) (2.1)
Maintenance Contracts 454,392 328,977 21,145 11,750 (9,395) (44.4)
Other Purchased Services 9,256 32,691 47,780 2,750 (45,030) (94.2)
TOTAL PURCHASED/CONTRACTED SERVICES 1,010,366$ 952,349$ 790,325$ 651,398$ (138,927)$ (17.6)
SUPPLIES
General Supplies 8,875$ 15,854$ 32,888$ 27,400$ (5,488)$ (16.7)
Utilities 68,792 54,625 93,062 86,610 (6,452) (6.9)
Gasoline/Diesel 655 624 800 750 (50) (6.3)
Food & Meals 3,786 70 1,180 1,100 (80) (6.8)
Uniforms 10 521 360 375 15 4.2
TOTAL SUPPLIES 82,118$ 71,694$ 128,290$ 116,235$ (12,055)$ (9.4)
CAPITAL OUTLAYS
Furniture & Fixtures -$ 18,401$ 4,000$ 7,300$ 3,300$ 82.5
Machinery & Equipment 4,780 32,878 21,750 18,900 (2,850) (13.1)
TOTAL CAPITAL OUTLAYS 4,780$ 51,279$ 25,750$ 26,200$ 450$ 1.7
OTHER COSTS
Payments to Others -$ -$ -$ 5,000$ 5,000$ -
TOTAL OTHER COSTS -$ -$ -$5,000$ 5,000$ -
TOTAL PARKS & RECREATION (ACTIVE)1,374,142$ 1,373,177$ 1,228,786$ 1,174,979$ (53,807)$ (4.4)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
• The decrease in Other Purchased Services anticipates the opening of the community center located at the Former Milton Country Club
property on Dinsmore Road which will end the requirement for portable restrooms at the facility.
• Please see the seven-year Capital Improvement Plan for large-scale improvements planned for active park sites.
Parks & Recreation (Active) General Fund Expenditures
Notable Variances Explained
• The increase in Salaries & Wages is related to the market adjustment to salaries for Parks & Recreation staff including seasonal employees
who run Camp Joyful Soles.
• The decrease in Lawn Care is a result of lower anticipated costs at Bell Memorial Park and the plan to turf the rectangular fields at the
Cox Road complex.
56DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Professional Fees -$ 12,377 --$ -$ -
Lawn Care -54,313 76,720 88,200 11,480 15.0
Facility Repair & Maintenance -3,027 1,000 1,000 - -
Grounds Repair & Maintenance -44,312 195,999 155,124 (40,875) (20.9)
Rental Equipment & Vehicles -92 - - - -
Maintenance Contracts -118 668 668 - -
TOTAL PURCHASED/CONTRACTED SERVICES -$ 114,238$ 274,387$ 244,992$ (29,395)$ (10.7)
SUPPLIES
General Supplies -$ 713$ 389$ 1,000$ 611$ 157.1
Utilities -2,027 4,798 4,920 122 2.5
TOTAL SUPPLIES -$ 2,741$ 5,187$ 5,920$ 733$ 14.1
CAPITAL OUTLAYS
Property/Sites -$ 3,143$ 9,029$ -$ (9,029)$ (100.0)
Machinery & Equipment - - - 1,000 1,000 -
TOTAL CAPITAL OUTLAYS -$ 3,143$ 9,029$ 1,000$ (8,029)$ (88.9)
TOTAL PASSIVE PARKS/GREENSPACE -$ 120,122$ 288,603$ 251,912$ (36,691)$ (12.7)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Passive Parks/Greenspace General Fund Expenditures
Notable Variances Explained
• The decrease in Grounds Repair & Maintenance is a result of trail maintenance, gravel lot upgrades, and watering stations for horses at
Birmingham Park to be completed in FY 2021 (larger scale improvements at the park will be funded through the Capital Projects Fund).
• Please see the seven-year Capital Improvement Plan for large-scale improvements planned for passive park sites.
57DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 753,634$ 867,621$ 1,028,645$ 1,230,095$ 201,450$ 19.6
Employee Benefits 266,552 310,838 358,923 506,256 147,333 41.0
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 1,020,185$ 1,178,459$ 1,387,568$ 1,736,351$ 348,783$ 25.1
PURCHASED/CONTRACTED SERVICES
Professional Fees 169,528$ 355,249$ 235,150$ 71,600$ (163,550)$ (69.6)
Vehicle Repair & Maintenance 3,271 3,510 3,400 5,000 1,600 47.1
Communications 3,130 5,338 5,440 8,160 2,720 50.0
Postage 4 - 600 - (600) (100.0)
Advertising 3,070 4,188 7,440 6,000 (1,440) (19.4)
Printing 860 5,012 3,600 4,500 900 25.0
Travel 3,156 2,218 6,202 5,200 (1,002) (16.2)
Dues & Fees 2,210 1,760 3,254 4,519 1,265 38.9
Education & Training 1,749 1,712 14,443 12,157 (2,286) (15.8)
Maintenance Contracts - 21,657 35,426 33,500 (1,926) (5.4)
TOTAL PURCHASED/CONTRACTED SERVICES 186,977$ 400,642$ 314,955$ 150,636$ (164,319)$ (52.2)
SUPPLIES
General Supplies 3,818$ 3,097$ 6,030$ 5,550$ (480)$ (8.0)
Gasoline/Diesel 2,330 1,714 8,708 12,000 3,292 37.8
Food & Meals 72 1,075 800 1,000 200 25.0
Books & Periodicals - - 1,100 1,100 - -
Uniforms 277 496 2,350 3,443 1,093 46.5
TOTAL SUPPLIES 6,496$ 6,382$ 18,988$ 23,093$ 4,105$ 21.6
CAPITAL OUTLAYS
Machinery & Equipment 1,075$ 761$ 12,009$ 10,000$ (2,009)$ (16.7)
TOTAL CAPITAL OUTLAYS 1,075$ 761$ 12,009$ 10,000$ (2,009)$ (16.7)
OTHER COSTS
Payments To Others 1,100$ 1,800$ 1,800$ 2,400$ 600$ 33.3
TOTAL OTHER COSTS 1,100$ 1,800$ 1,800$ 2,400$ 600$ 33.3
TOTAL COMMUNITY DEVELOPMENT 1,215,834$ 1,588,044$ 1,735,320$ 1,922,480$ 187,160$ 10.8
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Community Development General Fund Expenditures
Notable Variances Explained
• The increase in Salaries & Wages and Employee Benefits represents a fully staffed department for FY 2022 including the newly approved
building division and market adjustment to salaries, and anticipated medical cost increases partially offset by position reclassifications
including: Development Review Coordinator to Planner I and Principal Planner to Planner II.
• The decrease in Professional Fees is related to a new request for FY 2022 to bring the Development Engineer in-house. Please see the
initiative and related cost benefit analysis in the M&O Initiatives Summary.
58DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 74,557$ 77,106$ 71,547$ 50,581$ (20,966)$ (29.3)
Employee Benefits 29,798 30,792 23,705 3,505 (20,200) (85.2)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 104,355$ 107,898$ 95,252$ 54,086$ (41,166)$ (43.2)
PURCHASED/CONTRACTED SERVICES
Professional Fees 134,787$ 37,774$ 16,075$ 21,950$ 5,875$ 36.5
Rental Equipment & Vehicles -2,111 - - - -
Communications 720 531 600 -(600) (100.0)
Advertising 73 - - ---
Printing 396 435 2,750 2,750 - -
Travel 3,082 71 12,500 9,500 (3,000) (24.0)
Dues & Fees 5,855 5,065 7,420 7,420 - -
Education & Training 125 -3,350 2,700 (650) (19.4)
TOTAL PURCHASED/CONTRACTED SERVICES 145,038$ 45,987$ 42,695$ 44,320$ 1,625$ 3.8
SUPPLIES
General Supplies 246$ -$ 100$ 100$ -$ -
Food & Meals 1,109 691 1,700 1,700 - -
TOTAL SUPPLIES 1,355$ 691$ 1,800$ 1,800$ -$ -
CAPITAL OUTLAYS
Machinery & Equipment -$ -$ -$ 1,460$ 1,460$ -
TOTAL CAPITAL OUTLAYS -$ -$ -$1,460$ 1,460$ -
TOTAL ECONOMIC DEVELOPMENT 250,749$ 154,576$ 139,747$ 101,666$ (38,081)$ (27.2)
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Economic Development General Fund Expenditures
Notable Variances Explained
•The decrease in Salaries & Wages and Employee Benefits is a result of the reclassification of the Economic Development Manager from full
time to part time.
59DRAFT
FY 2019
Total
Activity
FY 2020
Total
Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
PRINCIPAL
Bond Principal 626,000$ -$ -$ -$ -$ -
TOTAL PRINCIPAL 626,000$ -$ -$ -$ -$ -
INTEREST
Bond Interest 226,144$ -$ -$ -$ -$ -
TOTAL INTEREST 226,144$ -$ -$ -$ -$ -
TOTAL DEBT SERVICE 852,144$ -$ -$ -$ -$ -
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Debt Service General Fund Expenditures
60DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
OTHER COSTS
Contingencies / Unallocated -$ -$ -$ 261,089$ 261,089$ -
TOTAL OTHER COSTS -$ -$ -$ 261,089$ 261,089$ -
OTHER FINANCING USES
Interfund Transfers Out
To Capital Projects Fund 8,296,559$ 5,370,390$ 13,655,033$ 7,779,649$ (5,875,384)$ (43.0)
To Capital Grant Fund 591,693 - - - - -
To Revenue Bond Fund - 1,158,509 1,650,026 1,650,526 500 0.0
To Special Events Fund - - - 80,824 80,824 -
To Confiscated Assets Fd - - - - - -
TOTAL OTHER FINANCING USES 8,888,252$ 6,528,899$ 15,305,059$ 9,510,999$ (5,794,060)$ (37.9)
TOTAL OTHER COSTS/FINANCING USES 8,888,252$ 6,528,899$ 15,305,059$ 9,772,088$ (5,532,971)$ (36.2)
Other Costs/Financing Uses General Fund Expenditures
Notable Variances Explained
• The decrease in the transfer out to the Capital Projects Fund is being driven by reduced requests for operating funding in FY
2022.
61DRAFT
Initiative FY 2022
Proposed
HUMAN RESOURCES
Referral Fee (Certified Police Officer and FF Paramedic)3,186
Sign-on Incentive (Certified Police Officer and FF Paramedic)25,488
TOTAL HUMAN RESOURCES 28,674
COMMUNICATIONS
Marketing and Branding Consultant / Equestrian Marketing
Campaign 80,000
TOTAL COMMUNICATIONS 80,000
COURT
Court Bailiff 7,800
TOTAL COURT 7,800
POLICE
Asset Control System 36,827
Reclassify Accreditation Manager/Sergeant to Lieutenant 5,741
Traffic Enforcement Personnel (3 FTEs)226,581
Field Training Officer-Training Software 4,000
TOTAL POLICE 273,149
FIRE
Public Safety Greenspace Access #VALUE!
Resilient Community Executive Training Initiative 29,497
Blue Card Incident Command Certification 28,960
Accreditation from the Commission on Fire Accrediatation
International (CFAI)14,000
Glidescope Go Video Endotracheal Intubation Laryngoscope 28,955
Milton CARES Paramedic Program Staffing 31,700
TOTAL FIRE #VALUE!
PUBLIC WORKS
Infrastructure Inspector 90,000
TOTAL PUBLIC WORKS 90,000
PARKS & RECREATION (ACTIVE)
Parking Lot Preservation (FMCC/BMP)90,000
TOTAL PARKS & RECREATION (ACTIVE)90,000
MULTIPLE DEPARTMENTS
Development Engineer 140,080
TOTAL MULTIPLE DEPARTMENTS 140,080
M & O INITIATIVES TOTAL #VALUE!
Maintenance & Operating (M & O) Initiatives Summary
62DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 3,000
Benefits 186
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 3,186
Salary/Benefits 3,186
Maintenance & Operating -
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 3,186 3,186 3,186
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 3,186 3,186 3,186
Marietta - $250 x 2 - Police Only
Roswell $250x2 for all positions
Johns Creek - $500 paid once - Police only
Sandy Springs - Nothing
Alpharetta - $1000*2 for all positions
Dunwoody - $1000 for police only
Costs calculated based on an average of 4 new
policemen per year and 2 paramedics.
In order to remain competitive in the marketplace, many of our competitor cities have
implemented a referral bonus for hiring employees. This recommends establishing a $500 total
referral fee for recommending a certified police hire or a paramedic. To be broken out as $250
at 90 days of employment and $250 at one year of service.
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Human Resources
Referral Fee (Certified Police Officer and FF Paramedic)
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Diverse, Engaged, Healthy Workforce
Brief Description of New Program/Service or Improvement of Existing Service Level:
-
-
3,186
Notes:
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).
Length of time to fill vacant positions, rapid turnover rates
Explain any fiscal impact this initiative will have on future budgets and provide actual future year
costs below. (example: utilities, maintenance contract costs).
Annual impact listed below may be affected by retention and turnover rates.
3,186
-
63DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 24,000
Benefits 1,488
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 25,488
Salary/Benefits 25,488
Maintenance & Operating -
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 25,488 25,488 25,488
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 25,488 25,488 25,488
Cobb County - $5000 signing bonus and 2% per year
added to base pay not to exceed 10% of entry pay.
Roswell $4000 Certified
Smyrna - $3000 to $6000 with a $5000 bonus on 5th year
anniversary
Alpharetta - $4000 total - 2 payments (end of FTO and
probationary period
Dunwoody -$2000
Duluth - $3000
Costs calculated based on an average of 4 new
policemen per year and 2 paramedics.
The SOI is designed to enhance the recruitment and retention of qualified individuals for hard to recruit
positions. This incentive would be in-place for all entry level and lateral hire employees for the positions
of Certified Police Officer and Firefighter Paramedic. Half of the increase would be paid at the end of
FTO in Police and again at one year of service. In Fire, half would be paid at the end of 3 months of
service and again at one year. Additional rules would apply. $4000 budgeted per employee ($2000*2).
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Human Resources
Sign-on Incentive (SOI)
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Diverse, Engaged, Healthy Workforce
Brief Description of New Program/Service or Improvement of Existing Service Level:
-
-
25,488
Notes:
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).
Length of time to fill vacant positions, rapid turnover rates, retention of employees
Explain any fiscal impact this initiative will have on future budgets and provide actual future year costs
below. (example: utilities, maintenance contract costs).
Cost should remain reasonably constant year to year.
25,488
-
64DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary -
Benefits -
Professional Fees 60,000
Repairs & Maintenance -
Communications -
Advertising 20,000
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 80,000
Salary/Benefits -
Maintenance & Operating 80,000
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs - - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact - - -
-
-
-
-
-
Notes:
While Milton's marketing efforts should be ongoing, this equestrian marketing campaign
need not carry over into future Fiscal Years per se (unless the City decides that would be
worthwhile to make the campaign more effective). Note that an additional $5,000
already has been added to the Communications' advertising budget for this purpose.
Smart Land Planning
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Enhance Commercial Nodes
Brief Description of New Program/Service or Improvement of Existing Service Level:
This initiative would be to contract with a marketing firm to review and help direct
Milton's marketing efforts. They can look at things like signage, marketing materials, the
naming of City properties like greenspaces, the incorporation of public art and more. It
involves Priority #2, Goal #2 of the Strategic Plan as well as the section of the
Comprehensive Plan work programs dedicated to branding and marketing. The
Strategic Plan outlines the goal of establishing "Milton (as) a location of choice for
equestrian hobbyists." Its accompanying objectives include to "identify and encourage
equestrian lifestyle, heritage and visitor experiences" as well as to "establish a national
marketing campaign to promote Milton's equestrian lifestyle." While most of the first part
of this request can be done in-house (at the expense of mostly man-hours) and in
conjunction with a new virtual Milton Visitors Center, this initiative relates to the second
stated objective. After ads are created using City Communications photographic
resources and our graphic design contractor, additional funding is needed to pay for
advertisements in international publications that cater to equestrian enthusiasts,
programs for events that draw those active in the horse community, and real estate
industry ads for horse enthusiasts who could move into Milton.
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 metrics used include the percentage of large-lot (vs. small-lot) subdivisions, success
(in terms of revenues and vacancies) of the city's commercial nodes, and others. This all
speaks to the Strategic Plan goal of enhancing "the city's commercial nodes and
character areas while maintaining the rural charm that makes Milton special." It also
aligns with the 2040 Comprehensive Plan's branding/marketing programs. Beyond
execution, this campaign will be considered successful if it helps to preserve even one
acre of horse terrain that might otherwise have been redeveloped. Still, its quality is
difficult to measure in concrete terms.
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
Communications
Marketing and Branding Consultant / Equestrian Marketing Campaign
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
65DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 7,000
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms 800
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 7,800
Salary/Benefits 7,000
Maintenance & Operating 800
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 7,000 7,000 7,000
Decreases Operating Costs (2,025) (2,025) (2,025)
Additional Revenues - - -
Other - - -
Total Operating Impact 4,975 4,975 4,975
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Municipal Court
Court Bailiff
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
(2,025)
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Safe and Secure Community
Brief Description of New Program/Service or Improvement of Existing Service Level:
The Municipal Court currently staffs 4 officers per session as court security. The 4th
officer was previously used for transporting defendants from the Alpharetta jail. With
the closure of the Alpharetta Jail, Defendants charged with certain offenses will require
fingerprinting during their arraignment.
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 will ensure the court is able to fingerprint any defendants during any court session.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
A post certified officer is paid 50.00/hour when working security for the court. A non
post certified Bailiff will be paid 25.00/hour
7,000
-
-
4,975
Notes:
66DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery 36,827
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 36,827
Salary/Benefits -
Maintenance & Operating 36,827
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 4,000 4,000 4,000
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 4,000 4,000 4,000
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police
Asset Control System
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Safe and Secure Community
Brief Description of New Program/Service or Improvement of Existing Service Level:
This initiative is for the purchase and installation of an Asset Control System. This Asset
Control system would allow the department to keep a digital record of items that are
signed out for use. This system would be utilized for high value spare equipment such
as laptops, radios, tasers etc. Currently we are using a paper record for each officer to
sign out these items. This system would provide a digital record of who signs out each
piece of equipment. The system requires that officers sign in and provide their
fingerprint to gain access to and return equipment. This system will provide a more
efficient and secure way to deploy, track and retrieve valuable assets.
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).
Improved efficiency and capabilities regarding asset inventory and control
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Annual maintenance contract costing $4,000 per year.
4,000
-
-
4,000
Notes:
67DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 4,101
Benefits 1,640
Professional Fees
Repairs & Maintenance -
Communications
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract
General Supplies
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms
Machinery -
Vehicles
Furniture/Fixtures -
Computer Software -
Computer Hardware
Other Equipment -
-
-
-
-
TOTAL 5,741
Salary/Benefits 5,741
Maintenance & Operating -
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 5,741 6,090 6,273
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 5,741 6,090 6,273
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police
Reclassify Accreditation Manager (Sergeant) to Lieutenant
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Safe and Secure Community
Brief Description of New Program/Service or Improvement of Existing Service Level:
Analysis has discussed an opportunity to view the Milton Police Department’s
Accreditation Manager position in a new light. Moving this role to the Lieutenant level
would provide an exceptional opportunity to develop lieutenants to complete highly
administrative tasks in preparation for higher ranks. Such a move would also provide
much greater value to the position than the rather minimal fiscal impact. To be clear,
this would not involve backfilling a sergeant position, rather just reclassifying the existing
position to a lieutenant role with much expanded responsibilities.
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).
Improved career development of command personnel.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Salary and benefits
5,913
-
-
5,913
Notes:
68DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 135,015
Benefits 52,278
Professional Fees 2,325
Repairs & Maintenance -
Communications 13,968
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract
General Supplies 6,345
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms 6,750
Machinery -
Vehicles See Capital Initiatives
Furniture/Fixtures -
Computer Software -
Computer Hardware 9,900
Other Equipment -
-
-
-
-
TOTAL 226,581
Salary/Benefits 187,293
Maintenance & Operating 39,288
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 192,120 203,820 209,934
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 192,120 203,820 209,934
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police
Traffic Enforcement Personnel
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Calm, Efficient Transportation Infrastructure
Brief Description of New Program/Service or Improvement of Existing Service Level:
Addition of a Sergeant and two officers to add to the department's traffic
enforcement efforts. This would increase the departments Traffic Unit to one sergeant
and five officers and serve the objectives of the local road safety plan (LRSP) and
address widespread community concerns.
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).
Improved efficiencies in in traffic enforcement, accident reductions and handling of
special events
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Salary and benefits
197,883
-
-
197,883
Notes:
69DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract 4,000
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 4,000
Salary/Benefits -
Maintenance & Operating 4,000
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 4,000 4,000 4,000
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 4,000 4,000 4,000
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police
Field Training Officer/Training Software
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Safe and Secure Community
Brief Description of New Program/Service or Improvement of Existing Service Level:
This is a request for the purchase of FTO/Training software, which is a web-based
training, tracking and management software. The department currently has no formal
training software and relies on excel spreadsheets, handwritten documents, and
physical filing systems. This software will make all training documents and processes
virtual, immediately accessible, and formally recorded.
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).
Improved efficiency in the tracking and management of all training within the police
department.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Annual maintenance contract costing $4,000 per year.
4,000
-
-
4,000
Notes:
70DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies 1,500
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery 5,740
Vehicles See Capital Initiatives
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 7,240
Salary/Benefits -
Maintenance & Operating 7,240
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 1,000 1,061 1,093
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 1,000 1,061 1,093
-
-
1,030
Notes:
-
Public Land and Resources
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Passive Parks
Brief Description of New Program/Service or Improvement of Existing Service Level:
The City currently owns several tracts of land that have trails and other publicly
available - or soon to be publicly available - facilities on them. Fire, police, and parks
personnel will have a challenge accessing these properties in emergency situations
due to their remoteness and topography. The fire department currently has a gas-
powered ATV and other items to support emergency response. It is staged at
Birmingham park and has been used to perform rescues and other city-related
activities in that park. However, there are other areas that require the same
accessibility. This initiative will support vehicular access and mapping of those parks.
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).
Deployment of the resources and active engagement of the Lackey Road, Milton
Country Club, and Providence Park by Milton Police, Firefighters, and Public Safety
Ambassadors. This will have both a safety benefit as well as a public relations benefit
for community engagement by making patrolling these facilities a part of the various
department's regular activities.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
These items will require periodic maintenance like any vehicle and will eventually need
to be replaced. Expected usable life is 10+ years (barring an accident). The items
include two Kawasaki Mules with EMS conversion and lights/graphics to stage at MCC
and Lackey Road facilities as well as a wheeled stokes basket (stretcher) for hard-to
reach areas on our trail systems, staged a MCC, Lackey, and Providence Park. Each
item was priced on the 2018 purchase of the same vehicles for Birmingham Park as
well as money for marking trails at Lackey.
1,030
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Fire
Public Safety & Greenspace Access Initiative
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
71DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel 622
Dues & Fees -
Education & Training 27,100
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals 1,775
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 29,497
Salary/Benefits -
Maintenance & Operating 29,497
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 29,497 29,497 29,497
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 29,497 29,497 29,497
-
-
29,497
Notes:
2020 Boston Per Diem Meals $71; Round trip ticket to Boston 311 pp. Three week Senior Executives in State and Local Govt. program $16,800.
Two week National Preparedness Leadership Initiative @ $10,300. Current offerings are less, but are online due to COVID and may not be
available next year so the budget reflects the in person training. This initiative supports MFRD Strategic Plan Initiative #8 goals and outcomes.
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Critical Event Preparedness
Brief Description of New Program/Service or Improvement of Existing Service Level:
This initiative is designed to support community resiliency overall, specifically supporting
preparedness and "safe community" goals. To ensure that Milton remains on the
leading edge of these goals, this initiative proposes the following training programs
through the Harvard Kennedy School of Government: 1) Senior Executives in State
and Local Government: Leading Resilient Communities, and 2) Harvard KSG and TH
Chan National Preparedness Leadership Initiative: Executive Meta-Leadership (EML)
Program. These programs will serve as the foundation for two of the goals of the
current strategic plan while spreading out into the broader conversation on resiliency
(economics, transportation, environmental, etc.).
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 primary measurement of this executive education program will be not only
successful completion of the relevant portions of the Strategic Plan, but also the
infusion of new ideas into the ways to achieve these goals and take the City to the
next level. Harvard Kennedy School of Government is known to be the premier
research and educational program for federal, state and local governments and is a
melting pot of the best ideas and innovations. The knowledge gained will be brought
back into the City and be used to guide it through the next stage of its evolution.
This initiative will send to two people to the training classes (one each) in 2022. Pricing
is based on in-person rates.
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 future budget impacts if the City opts to fund these programs in future
years to send additional people to training (or to other related training classes that fit
this framework). As currently comprise, it only has an FY 22 impact.
29,497
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Fire
Resilient Community Executive Training Initiative
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
72DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary -
Benefits -
Professional Fees 25,960
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel 3,000
Dues & Fees -
Education & Training
Contract Labor -
Maintenance Contract -
General Supplies
Utilities -
Gasoline/Diesel -
Food/Meals
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment
-
-
-
-
TOTAL 28,960
Salary/Benefits -
Maintenance & Operating 28,960
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 9,000 9,548 9,835
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact
-
-
Notes:
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Safe and Secure Community
Brief Description of New Program/Service or Improvement of Existing Service Level:
A command training and certification system that trains company and command
officers how to standardize local incident operations for Type 4 and 5 incident. The
training certification is necessary for enhancing firefighter safety, incident command
effectiveness and communication. The programs consists of a train the trainer
certification and subsequently certification for all members. The Blue Card Incident
Command standard was adopted by International Fire Service Accreditation Congress
and is NIMS certified. Standardization of Incident Command training and procedures is
a component of CFAI accreditation process. The National Institute for Occupational
Safety and Health (NIOSH) endorsed Blue Card in the Line of Duty Death report#F2013-
16 as 100% based on Command Safety. Blue Card is endorsed by the IAFC-
Safety/Health and Survival Section. Center for Public Safety Excellence, Fire
Department Safety officers Associations and the International Society of Fire Service
Instructors.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Initial certification fiscal impact includes:
2 x Train the Trainer Instructor certification fee-$9000
2x Travel and Lodging- $3000
40 x Officer and Acting -Officers certification level fee $15,400
26 x 1st Responder Incident Command certification fee $1,560
Future Impact includes
Recertification and continuing education officers x 40 = $5,000
Recertification and continuing education Instructors x 2 = $4,000
9,270
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Blue Card Incident Command Certification
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
73DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary -
Benefits -
Professional Fees 7,500
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel 3,500
Dues & Fees 3,000
Education & Training
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 14,000
Salary/Benefits -
Maintenance & Operating 14,000
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 1,500 1,500 1,500
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 1,500 1,500 1,500
-
-
1,500
Notes:
The accreditation process will start in 2022 with a goal of achieving full accreditation by mid to late 2023. Supports Strategic Plan initiative
#4 goals and outcomes.
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Safe and Secure Community
Brief Description of New Program/Service or Improvement of Existing Service Level:
Achieving and maintaining accreditation provides for a greater community alignment,
encourages quality improvement and provides data supported decision-making. The
CFAI model is holistic outcome-focused and strategic minded approach to
governance and administration, assessment and planning, community risk reduction
programs and operational efficiencies. The accreditation process
continually looks for improvement opportunities and is transparent, accountable
through third party verification and validation.
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).
Complete Standard of Covers document.Resource
Deployment analysis for future planning.
Improve ISO Rating.Continuous
performance improvement for maintaining accreditation.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
1,500
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Accreditation from the Commission on Fire Accreditation International (CFAI)
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
74DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel
Dues & Fees -
Education & Training
Contract Labor -
Maintenance Contract -
General Supplies 2,700
Utilities -
Gasoline/Diesel -
Food/Meals
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment 26,255
-
-
-
-
TOTAL 28,955
Salary/Benefits -
Maintenance & Operating 28,955
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 2,700 2,800 2,800
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 2,700 2,800 2,800
-
-
2,700
Notes:
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Safe and Secure Community
Brief Description of New Program/Service or Improvement of Existing Service Level:
Glidescope Go Video Endotracheal Intubation is a portable, high resolution medical
device for rapid first pass success routine and difficult airway intubation. Glidescope
Go provides real time anatomical visualization for an accurate endotracheal
intubation procedure. The video recording feature allows for quality control and
assurance.GlideScope
Go $2,850 x 7 units = $19,950 Carrying Case
$140 x 7 = $985 Blades S3/S4
Supplies $5,320
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).
Increase intubation success rate.
Enhance patient care and improve outcomes.
Leverage technology for effective Emergency Medical Services delivery.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Future budget impact will include annual disposable intubation blade supply in the
amount of $2,700.
2,700
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Glidescope Go Video Endotracheal Intubation Laryngoscope
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
75DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 31,200
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms 500
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 31,700
Salary/Benefits 31,200
Maintenance & Operating 500
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 31,700 31,700 31,700
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 31,700 31,700 31,700
Sustainability and Resiliency
Safe and Secure Community
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Notes:
31,700
31,700
-
-
-
Brief Description of New Program/Service or Improvement of Existing Service Level:
One of the major initiatives for the Fire Department strategic plan and the City plan is the
creation of a Mobile Integrated Health program (Milton CARES). The purpose is to improve
healthcare outcomes in the city by fostering a relationship with hospitals, senior care facilities,
the special needs community, and other vulnerable populations for not only medical
purposes, but also quality of life support wherever possible. This program will be grown out of
the existing Community Paramedic program, overseen by the Medical Services Officer (the
currently funded EMS Captain). This PTE funding request would be modeled on the PT
Inspector program, allowing the City to offer CARES services three days a week from existing
paramedics who are specially trained.
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 will be measured first according to the timelines established in the Strategic Plan. A
city-wide analysis would be conducted to support the following expected outputs:
1. Rebrand/policy/reorganization into mobile integrated healthcare unit by
December of 2021.
2. Advanced training/certification by April of 2022.
3. Formal evaluation of community needs by June of 2022.
4. Assess the need for state-level action for enhanced level medical provider by
September 2022.
5. Evaluate implementation of fulltime program by 2023, including grant funding
opportunities.
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 have an annual personnel cost of 24 hours per week for 1248 hours per year,
totaling 31,200. Any increase will be based on assessment of part-time salaries for
surrounding communities so we can keep the position staffed (likely concurrent with
the PT inspector salaries).
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Fire
Milton CARES Paramedic Program Staffing
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
76DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 60,000
Benefits 30,000
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 90,000
Salary/Benefits 90,000
Maintenance & Operating -
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 92,700 98,345 101,296
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 92,700 98,345 101,296
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Public Works
Infrastructure Inspector
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUESTCalm, Efficient Transportation
Infrastructure
Brief Description of New Program/Service or Improvement of Existing Service Level:
Public works has been contracting inspector services as part of a City program
management contract. These services have supporting having multiple projects under
construction at the same time and ensures there is control of work. A City inspector
position would reduce the consultant expenses. The inspector would be responsible for
programs and projects including task orders, capital projects, development
infrastructure, and right of way permits. An inspector will ensure control of work on the
programs and projects and shall provide for continuous project inspection, oversight,
and administration of construction. This position should be contingent on the passage
of TSPLOST II.
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).
Quality control of contractor work within the city by daily inspections and advancing
project delivery
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Annual salary costs. However, this should represent long-term cost savings vs. the
current contracts.
95,481
-
-
95,481
Notes:
77DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 90,000
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 90,000
Salary/Benefits 90,000
Maintenance & Operating -
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact - - -
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Parks & Recreation (Active)
Parking Lot Preservation for FMCC and Bell Memorial Park
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Public Land and Resources
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Active Parks and Recreation
Brief Description of New Program/Service or Improvement of Existing Service Level:
The parking lots at Bell Memorial Park and the Former Milton Country Club would
benefit tremendously from a preservation treatment. This treatment strips the old
parking lot stripes, sprays a layer of sealant, then the contractor will come in and re-
stripe the lot with fresh lines. Not only does this increase the appearance of the parking
lot and park, but it will extend the life of the parking lot. The pavement preservation
treatment protects the pavement from the elements. Bell Memorial Park is estimated at
$65,000 while the FMCC is estimated at $25,000.
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).
Track the conditions as it ages compared to untreated asphalt. Some manufacturers
state this process can add 10-15 years of life to the surface.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
It is recommended this process be done every 5 years. By FY27, this service could be
done again if the benefits are displayed.
-
-
-
-
Notes:
The increase noted in FY2025 is speculation, under the assumption another athletic park is built.
78DRAFT
Strategic Priority:
Strategic Action Item/Goal:
Salary 90,000
Benefits 45,000
Professional Fees 150
Repairs & Maintenance -
Communications 480
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training 1,500
Contract Labor -
Maintenance Contract -
General Supplies 1,000
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms 250
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware 1,200
Other Equipment -
TOTAL 140,080
Salary/Benefits 135,000
Maintenance & Operating 5,080
Impact on Future Operating Budgets FY 2023 FY 2024 FY 2025 FY 2026
Increases Operating Costs 144,130 100,780 103,569
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 144,130 100,780 103,569
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Community Development and Public Works
Development Engineer
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Sustainability and Resiliency
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Diverse, Engaged, Healthy Workforce
Brief Description of New Program/Service or Improvement of Existing Service Level:
The primary responsibilities include the following: Perform professional and technical
tasks on an analytical level in conducting initial and final plan reviews for grading and
development permit applications. Additionally, this position will perform daily oversight
and supervision of technical inspections of development sites and construction
projects to determine compliance with all City, County, State and Federal codes and
regulations regarding erosion and sediment control, grading, clearing,
drainage/hydrology, landscaping, infrastructure, wetlands, and stream buffers.
Management of administration and enforcement of City, County, State and Federal
codes and regulations by establishing, updating, maintaining, and implementing
procedures for permit application intake, plan review, permit issuance, construction
standards, inspections, NPDES stormwater reports, and infrastructure acceptance for
Community Development and Public Works Departments in the City.
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).
Currently this position is filled by a contractor that works 24 hours per week. Since the
inception of the contract, during the past 7 months an average of $11,473 per month
has been charged. If paid for a year, a total of $137,678 would be spent. The request,
if approved will provide additional engineering services at a 40 hours per week for just
$2,402 more than the contracted rate.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Initially, if approved, there is no anticipated future impact to the budget.
98,073
-
-
98,073
Notes:
The salary and benefits associated with this position will be split 70/30 between Community Development and Public Works respectively.
79DRAFT
Special
Revenue Funds
80DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
REVENUES
Charges for Services 2,744$ 1,100$ 1,000$ 1,000$ -$ -
Investment Income 27 47 - - - -
Contributions & Donations 14,935 8,399 -7,500 7,500 -
Miscellaneous Revenue - - - - - -
subtotal 17,706$ 9,546$ 1,000$ 8,500$ 7,500$ 750.0
Other Financing Sources
Interfund Transfers In 82,010$ 39,624$ 20,000$ 104,824$ 84,824 424.1
subtotal 82,010$ 39,624$ 20,000$ 104,824$ 84,824$ 424.1
TOTAL REVENUES 99,716$ 49,170$ 21,000$ 113,324$ 92,324$ 439.6
EXPENDITURES (by Department)
Community Outreach &
Engagement 86,140$ 52,551$ 88,793$ 113,324$ 24,531$ 27.6
TOTAL EXPENDITURES 86,140$ 52,551$ 88,793$ 113,324$ 24,531$ 27.6
Total Revenues Over/(Under)
Expenditures 13,576$ (3,382)$ (67,793)$ -$
Beginning Fund Balance 57,600 71,176 67,794 1
ENDING FUND BALANCE 71,176$ 67,794$ 1$ 1$
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Special Events Fund Budget Summary
81DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
ARTISAN FARMER'S MARKET
Professional Fees -$ -$ -$ 120$ 120$ -
Advertising - - 450 800 350 77.8
Printing - - 480 500 20 4.2
General Supplies - - - 300 300 -
TOTAL ARTISAN FARMER'S MARKET -$ -$ 930$ 1,720$ 790$ 84.9
CRABAPPLE FEST
Professional Fees 10,794$ 6,040$ 6,345$ 11,175$ 4,830$ 76.1
Rental Land & Buildings - - 460 189 (271) (58.9)
Rental Equipment & Vehicles 13,288 17,165 400 18,540 18,140 4,535.0
Advertising 1,536 375 1,950 1,550 (400) (20.5)
Printing 3,073 340 1,800 2,125 325 18.1
General Supplies 551 195 393 2,850 2,457 625.2
Food & Meals 249 652 1,000 1,020 20 2.0
TOTAL CRABAPPLE FEST 29,491$ 24,766$ 12,348$ 37,449$ 25,101$ 203.3
CARVIN' IN CRABAPPLE
Professional Fees 360$ 360$ 1,310$ 1,170$ (140)$ (10.7)
Rental Land & Buildings - - 320 28 (292) (91.3)
Advertising 350 350 450 400 (50) (11.1)
Printing 480 480 500 500 - -
Contract Labor - - 1,000 - (1,000) (100.0)
General Supplies 477 965 700 1,350 650 92.9
Food & Meals - - 1,000 1,250 250 25.0
Machinery & Equipment - - 250 - (250) (100.0)
TOTAL CARVIN' IN CRABAPPLE 1,667$ 2,155$ 5,530$ 4,698$ (832)$ (15.0)
VETERAN'S DAY
Professional Fees -$ -$ 420$ 500$ 80$ 19.0
Rental Equipment & Vehicles 224 323 300 240 (60) (20.0)
Advertising 700 1,400 700 450 (250) (35.7)
Printing - - 300 250 (50) (16.7)
General Supplies 127 70 350 250 (100) (28.6)
Food & Meals 900 1,440 2,000 1,125 (875) (43.8)
TOTAL VETERAN'S DAY 1,951$ 3,233$ 4,070$ 2,815$ (1,255)$ (30.8)
CHRISTMAS IN MILTON
Professional Fees 2,140$ 1,990$ 3,180$ 4,660$ 1,480$ 46.5
Rental Land & Buildings - - 640 35 (605) (94.5)
Rental Equipment & Vehicles 6,582 7,885 15,250 15,440 190 1.2
Advertising 700 350 1,250 1,150 (100) (8.0)
Printing 545 480 970 1,200 230 23.7
General Supplies 228 - 1,050 1,575 525 50.0
Food & Meals - 85 1,800 2,400 600 33.3
TOTAL CHRISTMAS IN MILTON 10,195$ 10,790$ 24,140$ 26,460$ 2,320$ 9.6
PANCAKE BREAKFAST WITH SANTA
Professional Fees 660$ 420$ 660$ 1,000$ 340$ 51.5
Rental Equipment & Vehicles 882 1,366 1,000 1,492 492 49.2
Advertising 350 350 800 800 - -
Printing - 576 725 750 25 3.4
General Supplies - 344 350 525 175 50.0
Food & Meals 1,039 1,623 2,000 2,500 500 25.0
TOTAL PANCAKE BREAKFAST WITH SANTA 2,931$ 4,678$ 5,535$ 7,067$ 1,532$ 27.7
MAYOR'S RUN
Professional Fees -$ -$ 210$ 120$ (90)$ (42.9)
Rental Equipment & Vehicles - 350 400 600 200 50.0
Special Events Fund Expenditures By Event
82DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
Special Events Fund Expenditures By Event
Advertising 480 400 450 450 - -
Printing 480 827 1,000 1,100 100 10.0
General Supplies - - 200 300 100 50.0
Food & Meals 91 - - 450 450 -
TOTAL MAYOR'S RUN 1,051$ 1,577$ 2,260$ 3,020$ 760$ 33.6
EARTH DAY
Professional Fees -$ -$ 1,820$ 1,660$ (160)$ (8.8)
Rental Equipment & Vehicles - - 500 1,000 500 100.0
Advertising 350 350 450 400 (50) (11.1)
Printing 480 - 600 600 - -
General Supplies 102 - 300 300 - -
Food & Meals - - 250 250 - -
TOTAL EARTH DAY 932$ 350$ 3,920$ 4,210$ 290$ 7.4
SPRING EVENTS
Professional Fees -$ -$ 1,010$ 1,170$ 160$ 15.8
Rental Equipment & Vehicles 604 - 400 400 - -
Advertising 350 - 350 400 50 14.3
Printing 1,540 - 500 500 - -
General Supplies 1,980 - 2,250 2,250 - -
Food & Meals - - 300 300 - -
TOTAL SPRING EVENTS 4,474$ -$ 4,810$ 5,020$ 210$ 4.4
ROCK FOR RESCUES*
Professional Fees 6,811$ -$ -$ -$ -$ -
Rental Equipment & Vehicles 13,892 - - - - -
Advertising 1,400 - - - - -
Printing 994 - - - - -
General Supplies 51 - - - - -
Food & Meals 582 - - - - -
Other Equipment 58 - - - - -
TOTAL ROCK FOR RESCUES 23,788$ -$ -$-$-$ -
MEMORIAL DAY
Professional Fees 1,090$ -$ 2,210$ 1,790$ (420)$ (19.0)
Rental Equipment & Vehicles 3,071 - 2,500 3,600 1,100 44.0
Advertising 350 700 1,550 1,100 (450) (29.0)
Printing 945 - 1,000 900 (100) (10.0)
General Supplies 178 9 500 300 (200) (40.0)
Food & Meals 268 - 500 300 (200) (40.0)
TOTAL MEMORIAL DAY 5,901$ 709$ 8,260$ 7,990$ (270)$ (3.3)
SUMMER SERIES
Professional Fees -$ -$ 180$ 180$ -$ -
Rental Equipment & Vehicles - - 500 1,390 890 178.0
Advertising 350 350 350 400 50 14.3
Printing - - 20 500 480 2,400.0
General Supplies 266 - 1,500 1,300 (200) (13.3)
Food & Meals - - 700 700 - -
Machinery & Equipment - - 250 - (250) (100.0)
TOTAL SUMMER SERIES 616$ 350$ 3,500$ 4,470$ 970$ 27.7
VOLUNTEER APPRECIATION
Professional Fees -$ -$ 300$ 180$ (120)$ (40.0)
Rental Equipment & Vehicles 317 419 500 240 (260) (52.0)
Advertising 423 - 350 350 - -
Printing - - 250 - (250) (100.0)
General Supplies 182 1,093 1,500 1,200 (300) (20.0)
83DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
Special Events Fund Expenditures By Event
Food & Meals 1,865 2,400 2,000 2,100 100 5.0
TOTAL VOLUNTEER APPRECIATION 2,787$ 3,912$ 4,900$ 4,070$ (830)$ (16.9)
OTHER EVENTS
Professional Fees 356$ 30$ 600$ 720$ 120$ 20.0
Rental Equipment & Vehicles - - 800 1,590 790 98.8
Advertising - - 50 400 350 700.0
Printing - - 620 750 130 21.0
Contract Labor - - 4,950 - (4,950) (100.0)
General Supplies - - 1,170 500 (670) (57.3)
Food & Meals - - 400 375 (25) (6.3)
TOTAL OTHER EVENTS 356$ 30$ 8,590$ 4,335$ (4,255)$ (49.5)
TOTAL EXPENDITURES 86,140$ 52,551$ 88,793$ 113,324$ 24,531$ 27.6
Note: The FY 2020 Amended Budget reflects amendments pending approval of Mayor and Council.
**Expenditures associated with the tree lighting have been combined with the Christmas in Milton Event.
*The Literary Festival has been handed over to the authors and will no longer be a City run event, and Rock for Rescues will no longer
be held in the City.
84DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
REVENUES
Fines & Forfeitures - Federal 16,048$ 24,211$ -$ -$ -$ -
Fines & Forfeitures - State -1,521 -- - -
Investment Income - Federal 36 59 - - - -
Investment Income - State -0 -- --
subtotal 16,084$ 25,791$ -$ -$ -$ -
Other Financing Sources
Proceeds from Sale of Assets 3,500$ -$ -$ -$ -$ -
Interfund Transfers In - - -- - -
subtotal 3,500$ -$ -$ -$ -$ (100.0)
TOTAL REVENUES 19,584$ 25,791$ -$ -$ -$ -
EXPENDITURES (by Department)
Police - Federal 8,237$ 21,720$ 10,935$ -$ (10,935)$ (100.0)
Poilce - State - - - - - -
TOTAL EXPENDITURES 8,237$ 21,720$ 10,935$ -$ (10,935)$ (100.0)
Total Revenues Over/(Under)
Expenditures 11,347$ 4,071$ (10,935)$ -$
Beginning Fund Balance 83,820 95,166 99,238 88,303
ENDING FUND BALANCE 95,166$ 99,238$ 88,303$ 88,303$
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Confiscated Assets Fund Budget Summary
85DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
REVENUES
Charges for Services 1,062,386$ 1,256,560$ 1,155,000$ 1,155,000$ -$ -
Investment Income - - - - -$ -
TOTAL REVENUES 1,062,386$ 1,256,560$ 1,155,000$ 1,155,000$ -$ -
EXPENDITURES (by Department)
Police 1,062,386$ 1,256,560$ 1,155,000$ 1,155,000$ -$ -
TOTAL EXPENDITURES 1,062,386$ 1,256,560$ 1,155,000$ 1,155,000$ -$ -
Total Revenues Over/(Under)
Expenditures -$ -$ -$ -$
Beginning Fund Balance - - - -
ENDING FUND BALANCE -$ -$ -$ -$
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
E-911 Fund Budget Summary
86DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
REVENUES
Intergovernmental Revenues -$ -$ 1,770,926$ -$ (1,770,926)$ (100.0)
Contributions & Donations -- - - - -
Investment Income -- 46 -(46) (100.0)
TOTAL REVENUES -$ -$ 1,770,972$ -$ (1,770,972)$ (100.0)
EXPENDITURES (by Department)
Police -$ -$ 54,895$ -$ (54,895)$ (100.0)
Interfund Transfers Out
General Fund - - 1,716,077 -(1,716,077) (100.0)
TOTAL EXPENDITURES -$ -$ 1,770,972$ -$ (1,770,972)$ (100.0)
Total Revenues Over/(Under)
Expenditures -$ -$ -$ -$
Beginning Fund Balance -- --
ENDING FUND BALANCE -$ -$ -$ -$
Operating Grant Fund Budget Summary
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
87DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
REVENUES
Intergovernmental Revenues -$ -$ 7,391,612$ 7,391,612$ -$ -
Investment Income - - 1,000 10,500 9,500 950.0
TOTAL REVENUES -$ -$ 7,392,612$ 7,402,112$ 9,500$ 0.1
EXPENDITURES (by Department)
Interfund Transfers Out
General Fund -$ -$ -$ -$ -$ -
TOTAL EXPENDITURES -$ -$ -$ -$ -$ -
Total Revenues Over/(Under)
Expenditures -$ -$ 7,392,612$ 7,402,112$
Beginning Fund Balance - - - 7,392,612
ENDING FUND BALANCE -$ -$ 7,392,612$ 14,794,724$
American Rescue Plan (ARP) Act of 2021 Fund
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
88DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
$
Variance
%
Variance
REVENUES
Sales & Use Taxes 82,010$ 39,624$ 20,000$ 24,000$ 4,000$ 20.0
TOTAL REVENUES 82,010$ 39,624$ 20,000$ 24,000$ 4,000$ 20.0
EXPENDITURES
Interfund Transfers Out
Special Events Fund 82,010$ 39,624$ 20,000$ 24,000$ 4,000$ 20.0
TOTAL EXPENDITURES 82,010$ 39,624$ 20,000$ 24,000$ 4,000$ 20.0
Total Revenues Over/(Under)
Expenditures -$ -$ -$ -$
Beginning Fund Balance -- --
ENDING FUND BALANCE -$ -$ -$ -$
Note: The FY 2021 Amended Budget reflects amendments pending approval of Mayor and Council.
Hotel/Motel Tax Fund Budget Summary
89DRAFT
Capital
Projects Funds
90DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
Revenues 9,032,406$ 5,950,362$ 14,179,529$ 7,889,649$
Expenditures 8,086,673$ 2,444,094$ 26,156,331$ 7,951,863$
Total Revenues Over/(Under)
Expenditures 945,733$ 3,506,268$ (11,976,803)$ (62,214)$
Beginning Fund Balance 7,587,016$ 8,532,749$ 12,039,016$ 62,214$
ENDING FUND BALANCE 8,532,749$ 12,039,016$ 62,214$ (0)$
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
Revenues 2,167,668$ 1,878,425$ 1,659,279$ 1,563,251$
Expenditures 15,492,047$ 4,167,217$ 6,730,286$ 1,713,181$
Total Revenues Over/(Under)
Expenditures (13,324,379)$ (2,288,792)$ (5,071,007)$ (149,930)$
Beginning Fund Balance 20,860,987$ 7,536,608$ 5,247,816$ 176,809$
ENDING FUND BALANCE 7,536,608$ 5,247,816$ 176,809$ 26,879$
The Greenspace Bond Fund accounts for bond proceeds as well as the debt service due on the bond.
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
Revenues 6,912,682$ 6,519,726$ 8,244,762$ 6,908,200$
Expenditures 1,593,440$ 2,693,496$ 25,564,158$ 5,956,808$
Total Revenues Over/(Under)
Expenditures 5,319,242$ 3,826,230$ (17,319,396)$ 951,392$
Beginning Fund Balance 8,631,592$ 13,950,834$ 17,777,064$ 457,668$
ENDING FUND BALANCE 13,950,834$ 17,777,064$ 457,668$ 1,409,061$
Capital Projects Funds Budget Summaries
CAPITAL PROJECTS FUND
GREENSPACE BOND FUND
TSPLOST FUND
91DRAFT
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
Revenues 1,170,867$ 559,849$ 1,778,003$ 440,000$
Expenditures 569,009$ 434,379$ 2,752,977$ 440,000$
Total Revenues Over/(Under)
Expenditures 601,858$ 125,470$ (974,974)$ -$
Beginning Fund Balance 248,602$ 850,460$ 975,930$ 956$
ENDING FUND BALANCE 850,460$ 975,930$ 956$ 956$
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
Revenues 1,183,835$ 832,351$ 1,295,992$ 875,500$
Expenditures 57,145$ 1,628,428$ 3,083,617$ 875,500$
Total Revenues Over/(Under)
Expenditures 1,126,690$ (796,077)$ (1,787,625)$ -$
Beginning Fund Balance 1,877,503$ 3,004,194$ 2,208,117$ 420,492$
ENDING FUND BALANCE 3,004,194$ 2,208,117$ 420,492$ 420,492$
FY 2019
Total Activity
FY 2020
Total Activity
FY 2021
Amended
Budget
FY 2022
Proposed
Budget
Revenues -$ 28,138,879$ 1,650,026$ 1,650,526$
Expenditures 1,546,653$ 22,607,529$ 5,525,687$ 1,650,526$
Total Revenues Over/(Under)
Expenditures (1,546,653)$ 5,531,349$ (3,875,661)$ -$
Beginning Fund Balance 0$ (1,546,653)$ 3,984,697$ 109,036$
ENDING FUND BALANCE (1,546,653)$ 3,984,697$ 109,036$ 109,036$
The Revenue Bond Fund accounts for bond proceeds as well as the debt service due on the bond.
REVENUE BOND FUND
Capital Projects Funds Budget Summaries Continued
CAPITAL GRANT FUND
IMPACT FEES FUND
92DRAFT
Capital Improvement Plan
FY2022-FY2028 Funding Requests By Department/Project
All Funding Sources
DEPARTMENT PROJECT Estimated
Project Cost
Previously
Allocated
(All Sources)
Available
Balance
(All Sources)*
FY22-FY28
Operating
Transfers
FY22-FY28
TSPLOST Funding
FY22-FY28
Impact Fees
FY22-FY28
Proposed Debt
Financing
FY22-FY28 Other
Funding Sources
Unfunded
Amount / (Over)
FINANCE
Software Upgrades 62,315$ 62,315$ 2,965$ -$ -$ -$ -$ -$ -$
TOTAL FINANCE 62,315$ 62,315$ 2,965$ -$ -$ -$ -$ -$ -$
INFORMATION SERVICES
Hardware Improvements 636,113$ 636,113$ 68,914$ -$ -$ -$ -$ -$ -$
TOTAL INFORMATION SERVICES 636,113$ 636,113$ 68,914$ -$ -$ -$ -$ -$ -$
GENERAL GOVERNMENT BUILDINGS
Police/Fire/Court Facility 15,242,482$ 15,242,482$ 366$ -$ -$ -$ -$ -$ -$
Portable Generator 92,000 92,000 50,085 - - - - - -
TOTAL GENERAL GOVERNMENT BUILDINGS 15,334,482$ 15,334,482$ 50,451$ -$ -$ -$ -$ -$ -$
POLICE
Vehicle Replacement Reserve -$1,797,578$ 76,321$ 1,331,148$ -$ -$ -$ -$ -$
TOTAL POLICE -$ 1,797,578$ 76,321$ 1,331,148$ -$ -$ -$ -$ -$
FIRE
Station 42 Replacement 4,109,659$ 4,109,659$ 3,803,546$ -$ -$ -$ -$ -$ -$
Apparatus/Vehicle Replacement -5,470,422 2,129,397 1,742,500 - 507,500 - - -
Advanced Life Support -96,859 1,457 227,311 - -- - -
AED Units 46,218 46,218 7,019 - - - - - -
SCBA Replacement 276,450 276,450 24 - - - - - -
West Side Fire Station 4,385,000 - - - - - 4,385,000 - -
TOTAL FIRE 8,817,327$ 9,999,607$ 5,941,443$ 1,969,811$ -$ 507,500$ 4,385,000$ -$ -$
PUBLIC WORKS
Bridge Replacement Program -$1,778,690$ 401,818$ 2,100,000$ -$ 770,000$ -$ -$ -$
Construction Inspectors -146,307 (0) - - - - - -
Crabapple SE Connector 150,000 150,000 150,000 - - - - - -
Gravel Roads Maintenance -1,174,936 350,388 2,119,176 - - - - -
Pavement Management -17,781,533 33,567 12,349,800 - - - 3,850,000 -
Repair Major Stormwater Structures -1,901,364 621,193 1,925,000 - - - - -
Sidewalk & Trail Construction & Repair -1,862,718 1,026,951 700,000 - - - - -
Public Works Yard Improvements 808,156 608,156 18,346 200,000 - - - - 0
Traffic Calming -1,352,363 1,108,624 - - - - - -
Trail Connection to Big Creek Greenway 8,430,000 1,550,000 - - 880,000 - - 6,000,000 -
Vehicle Replacement Reserve -504,497 - 105,000 - - - - -
Crabapple Pedestrian Enhancements 629,000 629,000 521,674 - - - - - -
Intersection-Crabapple @ Green 125,000 75,000 2,412 - 50,000 - - - -
Traffic Signal Battery Backups 77,511 77,511 - - - - - - -
TSPLOST Program Management 750,000 625,000 65,865 - 125,000 - - - -
Windward Parkway MIL-038 500,000 500,000 500,000 - -- - - -
SR140 @ Green MIL-009 1,010,000 1,010,000 991,500 - -- - - -
NE Crabapple Connector MIL-005/MIL-030 4,988,300 4,988,300 1,877,397 - -- - - -
Hopewell @ Bethany MIL-001 3,880,000 3,880,000 2,926,481 - -- - - -
Freemanville @ Birmingham MIL-004 1,990,000 1,990,000 1,822,855 - -- - - -
Hopewell @ Thompson MIL-006 3,800,000 3,800,000 1,012,481 - -- - - -
Pedestrian 1 MIL-034 2,818,336 1,816,528 1,139,973 - 1,001,808 - - - 0
Hopewell @ Hamby MIL-008 3,420,000 3,420,000 1,516,826 - - - - - -
Birmingham Middle Bridge MIL-012 2,803,458 2,803,458 2,753,458 - - - - - -
Morris Road Widening MIL-031 6,255,000 3,105,000 2,342,671 - 3,150,000 - - - -
Bethany @ Providence MIL-002 1,820,000 700,000 650,700 - 1,120,000 - - - -
Freemanville @ Redd MIL-010 1,020,000 510,000 460,700 - 510,000 - - - -
TOTAL PUBLIC WORKS 45,274,761$ 58,740,361$ 22,295,878$ 19,498,976$ 6,836,808$ 770,000$ -$ 9,850,000$ 0$
PARKS & RECREATION (ACTIVE)
FY22-FY28 Requests By Funding Source
93DRAFT
Capital Improvement Plan
FY2022-FY2028 Funding Requests By Department/Project
All Funding Sources
DEPARTMENT PROJECT Estimated
Project Cost
Previously
Allocated
(All Sources)
Available
Balance
(All Sources)*
FY22-FY28
Operating
Transfers
FY22-FY28
TSPLOST Funding
FY22-FY28
Impact Fees
FY22-FY28
Proposed Debt
Financing
FY22-FY28 Other
Funding Sources
Unfunded
Amount / (Over)
FY22-FY28 Requests By Funding Source
Park Land Acquisition -$4,650,000$ 4,650,000$ -$ -$ 4,550,000$ -$ -$ -$
Park & Trail Expansion -4,230,742 731,630 - - - - - -
Vehicle Replacement Reserve -34,521 7,600 53,200 - - - - -
Providence Park 7,161,086 2,913,588 1,871,008 3,168,000 - - - - 1,079,497
Bell Memorial Park (Turf Field Replacement)750,000 - - 750,000 - - - - -
Cox Road 1,910,000 1,536,740 519,632 373,260 - - - - 0
Former Milton Country Club Facility Imp 3,024,000 1,000,000 808,677 2,024,000 - - - - -
New Active Athletic Complex 16,000,000 1,000,000 1,000,000 800,000 - - - 9,000,000 5,200,000
TOTAL PARKS & RECREATION (ACTIVE)28,845,086$ 15,365,592$ 9,588,547$ 7,168,460$ -$ 4,550,000$ -$ 9,000,000$ 6,279,498$
PASSIVE PARKS/GREENSPACE
Land Conservation -$26,166,163$ 4,968,256$ -$ -$ -$ -$ 500$ -$
Site Improvements -1,265,000 1,265,000 - - - - - -
Birmingham Park 1,500,000 - - 1,500,000 - - - - -
Mayfield Farm Park 35,000 35,000 35,000 - - - - - -
Mayfield Road Stormwater Facility -45,722 45,722 - - - - - -
Former Milton Country Club Passive Imp 6,120,000 1,338,188 311,202 1,400,000 - - - - 3,381,812
Lackey Road 45,000 45,000 45,000 - - - - - -
TOTAL PASSIVE PARKS/GREENSPACE 7,700,000$ 28,895,072$ 6,670,180$ 2,900,000$ -$ -$ -$ 500$ 3,381,812$
COMMUNITY DEVELOPMENT
Tree Recompense -$374,998$ 52,811$ -$ -$ -$ -$ -$ -$
Gatew ay/Wayfinding Signage & Historic Markers 718,313 463,313 251,850 255,000 - - - - -
Unified Development Code 195,000 195,000 - - - - - - -
Permit Tracking Software 271,697 271,697 - - - - - - -
Equestrian Zoning 35,000 35,000 - - - - - - -
Smart Communities 62,500 62,500 (0) - - - - - -
Impact Fees CIE/Methodology Updates -91,704 39,298 - - 210,000 - - -
Comprehensive Plan 173,700 173,700 48,700 - - - - - -
Vehicle Replacement Reserve -99,485 66,124 232,554 - - - - -
TOTAL COMMUNITY DEVELOPMENT 1,456,210$ 1,767,397$ 458,783$ 487,554$ -$ 210,000$ -$ -$ -$
TOTAL CAPITAL IMPROVEMENT PLAN 108,126,294$ 132,645,345$ 45,153,481$ 33,355,949$ 6,836,808$ 6,037,500$ 4,385,000$ 18,850,500$ 9,661,310$
* The available balance includes all encumbrances to-date.
94DRAFT
Operating Transfers (Pay-As-You-Go) Funding
DEPARTMENT PROJECT
Available
Balance
(All Sources)*
FY 2022
Proposed
Budget
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
POLICE
Vehicle Replacement Reserve 76,321$ 190,164$ 190,164$ 190,164$ 190,164$ 190,164$ 190,164$ 190,164$
TOTAL POLICE 76,321$ 190,164$ 190,164$ 190,164$ 190,164$ 190,164$ 190,164$ 190,164$
FIRE
Apparatus/Vehicle Replacement 2,129,397$ 377,500$ 227,500$ 227,500$ 227,500$ 227,500$ 227,500$ 227,500$
Advanced Life Support 1,457 56,828 56,828 56,828 56,828 - - -
TOTAL FIRE 2,130,854$ 434,328$ 284,328$ 284,328$ 284,328$ 227,500$ 227,500$ 227,500$
PUBLIC WORKS
Bridge Replacement Program 401,818$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$
Gravel Roads Maintenance 350,388 274,896 283,693 292,771 302,140 311,808 321,786 332,083
Pavement Management 33,567 2,033,300 1,980,200 1,536,300 1,700,000 1,700,000 1,700,000 1,700,000
Repair Major Stormwater Structures 621,193 275,000 275,000 275,000 275,000 275,000 275,000 275,000
Sidewalk & Trail Construction & Repair 1,026,951 100,000 100,000 100,000 100,000 100,000 100,000 100,000
Public Works Yard Improvements 18,346 200,000 - - - - - -
Vehicle Replacement Reserve - 15,000 15,000 15,000 15,000 15,000 15,000 15,000
TOTAL PUBLIC WORKS 2,452,262$ 3,198,196$ 2,953,893$ 2,519,071$ 2,692,140$ 2,701,808$ 2,711,786$ 2,722,083$
PARKS & RECREATION (ACTIVE)
Vehicle Replacement Reserve 7,600$ 7,600 7,600 7,600 7,600 7,600 7,600 7,600
Providence Park 1,871,008 468,000 450,000 450,000 450,000 450,000 450,000 450,000
Bell Memorial Park (Turf Field Replacement)- 200,000 200,000 200,000 150,000 - - -
Cox Road 519,632 373,260 - - - - - -
Former Milton Country Club Facility Imp 808,677 450,000 450,000 450,000 450,000 224,000 - -
New Active Athletic Complex 1,000,000 800,000 - - - - - -
TOTAL PARKS & RECREATION (ACTIVE)4,206,917$ 2,298,860$ 1,107,600$ 1,107,600$ 1,057,600$ 681,600$ 457,600$ 457,600$
PASSIVE PARKS/GREENSPACE
Birmingham Park -$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ -$-$
Former Milton Country Club Passive Park Impr 311,202 200,000 200,000 200,000 200,000 200,000 200,000 200,000
TOTAL PASSIVE PARKS/GREENSPACE 311,202$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 200,000$ 200,000$
COMMUNITY DEVELOPMENT
Gateway/Wayfinding Signage & Historic Markers 251,850$ 105,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$
Vehicle Replacement Reserve 66,124 33,222 33,222 33,222 33,222 33,222 33,222 33,222
TOTAL COMMUNITY DEVELOPMENT 317,973$ 138,222$ 58,222$ 58,222$ 58,222$ 58,222$ 58,222$ 58,222$
TOTAL CAPITAL IMPROVEMENT PLAN 9,495,529$ 6,759,770$ 5,094,206$ 4,659,385$ 4,782,453$ 4,359,294$ 3,845,272$ 3,855,569$
* The available balance includes all encumbrances to-date.
Capital Improvement Plan
FY2022-FY2028 Funding Requests By Department/Project
95DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 46,827
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 -
AVAILABLE BALANCE:
Cap Proj
-
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 46,827 - - - - - - - 46,827
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:46,827 - - - - - - - 46,827 -
-
500
-
-
500
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Admin)
N/A
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
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
The impact will involve general vehicle maintenance, insurance, and fuel.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
96DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1510-542401000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 650
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 62,315 Cap Proj
Total Project Cost:62,315 Rollover at FYE 21 61,665
AVAILABLE BALANCE:
Cap Proj
2,965
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 62,315 - - - - - - 62,315
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:62,315 - - - - - - - 62,315 -
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Financial Software Upgrades
$62,315
2021
Finance
Recognize future challenges or threats and plan for them today.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
After reviewing options for a complete software replacement it was determined that the current product is the most efficient at our current
price point. The funds set aside will be utilized to implement module upgrades and additions in order to enhance the operatins and
capabilities of the system we currently have. Remaining funds will be released upcon completion of the upgrades.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
Annual maintenance fees would be similar to those already realized with the current software
package.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
97DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1535-542402000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 567,199
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 636,113 Cap Proj
Total Project Cost:636,113 Rollover at FYE 21 68,914
AVAILABLE BALANCE:
Cap Proj
68,914
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 636,113 - - - - - - - 636,113
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:636,113 - - - - - - - 636,113 -
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Infrastructure Improvements/Hardware Upgrades
$636,113
2020
Information Services
Recognize future challenges or threats and plan for them today
PROJECT DESCRIPTION
and/or JUSTIFICATION:
City staff have found that the current hosted desktop solution has limited value and suffers from widespread compatibility issues.
The costs for this initiative are associated with the transition from an environment hosted by the current managed services provider to a
premise-based infrastructure. Staff understands the importance of redundancy and Business Continuity planning. Data backups, security
measures, email archiving, and other critical service will continue to be hosted offsite as prescribed by best practices.
Hardware costs will be high in this first year, but drop significantly as the city begins a standard 3-5 year lifecycle for the replaced
equipment.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
98DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1565-541300100
350-1565-541300100
STRATEGIC PLAN STRATEGY:360-1565-541300100
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 800,000 Cap Proj Impact Fee Bond Fund
Construction 11,700,000 Expended Through FY 21 679,741 70,012 14,429,846
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 2,742,482 Cap Proj Impact Fee Bond Fund
Total Project Cost:15,242,482 Rollover at FYE 21 -13,597 49,286
AVAILABLE BALANCE:
Cap Proj Impact Fee Bond Fund
-0 366
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 679,741 - - - - - - - 679,741
Debt Financing 14,479,132 - - - - - - - 14,479,132
Grant Funding - - - - - - - - -
Impact Fees 83,609 - - - - - - - 83,609
Funding Source Total:15,242,482 - - - - - - - 15,242,482 -
-
200,000
-
-
200,000
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
PROJECT NAME:Police/Court/Fire Facility
$15,242,482
2020
General Govt Building
Provide Responsible and Responsive Government
Rollover less current
encumbrances at FYE 21
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 along with a fire station. This will be located on Highway 9 on property currently owned by the City.
FUNDING SOURCE(S):
99DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1565-542500000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 169
Land Acquisition -
Fleet Acquisition 82,000 BUDGET ROLLOVER FROM PRIOR YEAR:
Other 10,000 Cap Proj
Total Project Cost:92,000 Rollover at FYE 21 91,831
AVAILABLE BALANCE:
Cap Proj
50,085
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 92,000 - - - - - - - 92,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:92,000 - - - - - - - 92,000 -
-
-
-
-
-
Insert picture
Generator
IMPACT ON OPERATING
BUDGET:
Annual maintenance will be mininmal.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Strategic, Efficient & Engaged Government
Rollover less current
encumbrances at FYE 21
PROJECT NAME:City Hall Generator
$92,000
2021
Public Works
Facility Operations
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Natural gas powered generator as limited back up power for City Hall in the event of a large scale power outage. Estimate includes the
cost of the generator and electrical work for connectivity and landscaping around generator unit.
100DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 1,548,222
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 249,357
AVAILABLE BALANCE:
Cap Proj
76,321
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,702,690 190,164 190,164 190,164 190,164 190,164 190,164 190,164 3,033,838
Debt Financing - - - - - - - - -
HIDTA 3,750 - - - - - - - 3,750
Insurance Proceeds 91,138 - - - - - - - 91,138
Funding Source Total:1,797,578 190,164 190,164 190,164 190,164 190,164 190,164 190,164 3,128,726 -
-
3,000
-
-
3,000
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Police)
N/A
N/A
Police
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
Rollover less current
encumbrances at FYE 21
Insert picture
Police Vehicle
IMPACT ON OPERATING
BUDGET:
The impact will involve general vehicle maintenance, insurance, and fuel.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
101DRAFT
CAPITAL IMPROVEMENT PLAN
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 Cap Proj Impact Fees Bond fund
Construction 3,706,563 Expended Through FY 21 6,000 - 183,782
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 246,096 Cap Proj Impact Fees Bond Fund
Total Project Cost:4,109,659 Rollover at FYE 21 - 386,856 3,533,021
AVAILABLE BALANCE:
Cap Proj Impact Fees Bond Fund
- 386,856 3,416,691
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 6,000 - - - - - - - 6,000
Impact Fees 386,856 - - - - - - - 386,856
Debt Financing 3,716,803 - - - - - - - 3,716,803
Other - - - - - - - - -
Funding Source Total:4,109,659 - - - - - - - 4,109,659 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Station 42 Replacement
$4,109,659
2022
Fire
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 Five-Year Plan and Fire Station 42
Assessment document.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
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:
102DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj Impact Fees
Construction - Expended Through FY 21 3,166,114 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Impact Fees
Total Project Cost:- Rollover at FYE 21 2,304,307 -
AVAILABLE BALANCE:
Cap Proj Impact Fees
2,129,397 -
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 5,470,422 377,500 227,500 227,500 227,500 227,500 227,500 227,500 7,212,922
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees
(Apparatus Only)- 72,500 72,500 72,500 72,500 72,500 72,500 72,500 507,500
Other - - - - - - - - -
Funding Source Total:5,470,422 450,000 300,000 300,000 300,000 300,000 300,000 300,000 7,720,422 -
-
5,000
-
-
5,000
Provide Responsible and Responsive Government
PROJECT NAME:Apparatus/Vehicle Replacement Reserve
(Fire)
N/A
N/A
Fire
Engage in Proactive Planning Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
We have completed the planned replacement of the three front line engines. We still maintain high-mileage quint and engine in our fleet
as reserve apparatus. This update of the fire vehicle CIP is based on a fresh analysis of station planning, equipment needs, and eventual
replacement of other vehicles in our fleet over the next 11 years. This anticipates a $0 balance to begin with following the impending
purchase of two Pierce engines. If all assumptions hold true, staggering the purchase over the vehicles over the life of this project will
provide adequate funding through FY 2026 if we fund at $450,000 per year (with a shortfall in FY 2027 if the planned purchase of a
replacement ladder truck occurs).
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Truck 41 and the Reserve Quint
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:
103DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3510-542507100
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 95,402
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 1,457
AVAILABLE BALANCE:
Cap Proj
1,457
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 96,859 56,828 56,828 56,828 56,828 - - - 324,170
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:96,859 56,828 56,828 56,828 56,828 - - - 324,170 -
-
-
-
-
-
PROJECT NAME:Advanced Life Support
$0
N/A
Fire
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Each of the frontline Milton Fire apparatus offer advanced life support services. This requires an additional capital item of a defibrillator
which is used by paramedics to address heart rhythm issues and other diagnostic services. We currently have seven of those items in our
department. They currently cost approximately 30,000 each. In order to keep up with the lifesaving technology and provide the best
service possible, we are planning to replace these items on a rountine basis. This fund will allow us to save up for them rather than
develop one-time initiatives of 210,000.
Rollover less current
encumbrances at FYE 21
Insert picture
IMPACT ON OPERATING
BUDGET:
These items are equipped with modems for wireless connectivity that carries an annual
contract as well as callibration and repair requirements.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
104DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 39,199
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 46,218 Cap Proj
Total Project Cost:46,218 Rollover at FYE 21 7,019
AVAILABLE BALANCE:
Cap Proj
7,019
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 46,218 - - - - - - - 46,218
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:46,218 - - - - - - - 46,218 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:AED Units
$46,218
N/A
Fire
Provide Quality Services 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
Rollover less current
encumbrances at FYE 21
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:
105DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3510-542507103
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 276,426
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 276,450 Cap Proj
Total Project Cost:276,450 Rollover at FYE 21 24
AVAILABLE BALANCE:
Cap Proj
24
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 276,450 - - - - - - - 276,450
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:276,450 - - - - - - - 276,450 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Self-Contained Breathing Apparatus (SCBA) Replacement
$276,450
2035
Fire
Engage in Proactive Planning Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project was completed in FY21. However, the SCBAs will need to be replaced again in 15 year. This account should be retained
and funding provide closer to the next mandatory replacement date.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
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:
106DRAFT
CAPITAL IMPROVEMENT PLAN
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 185,000 Debt
Construction 4,200,000 Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Debt
Total Project Cost:4,385,000 Rollover at FYE 21 -
AVAILABLE BALANCE:
Debt
-
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget - - - - - - - - -
Debt Financing - 4,385,000 - - - - - - 4,385,000
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- 4,385,000 - - - - - - 4,385,000 -
705,200
10,000
-
-
715,200
$4,385,000
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.
2024
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Planned Funding RequestsPreviously
Allocated
Total
FundingFUNDING SOURCE(S):
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
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
107DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 134,355
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 11,952
AVAILABLE BALANCE:
Cap Proj
(0)
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 146,307 - - - - - - - 146,307
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:146,307 - - - - - - - 146,307 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Construction Inspectors
N/A
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds are 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
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
108DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 811,436
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 363,500
AVAILABLE BALANCE:
Cap Proj
350,388
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,174,936 274,896 283,693 292,771 302,140 311,808 321,786 332,083 3,294,112
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:1,174,936 274,896 283,693 292,771 302,140 311,808 321,786 332,083 3,294,112 -
55,754
-
-
-
55,754
Provide Responsible and Responsive Government
PROJECT NAME:Gravel Roads Maintenance
N/A
N/A
Public Works
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
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
Three seasonal equipment operators. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
109DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 1,237,800
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 663,564
AVAILABLE BALANCE:
Cap Proj
621,193
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,901,364 275,000 275,000 275,000 275,000 275,000 275,000 275,000 3,826,364
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:1,901,364 275,000 275,000 275,000 275,000 275,000 275,000 275,000 3,826,364 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Repair Major Stormwater Structures
(as needed)
N/A
N/A
Public Works
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 SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
110DRAFT
CAPITAL IMPROVEMENT PLAN
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 21 13,547,090 2,844,594
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Cap Grant
Total Project Cost:- Rollover at FYE 21 1,389,848 0
AVAILABLE BALANCE:
Cap Proj Cap Grant
33,567 0
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 14,419,024 2,033,300 1,980,200 1,536,300 1,700,000 1,700,000 1,700,000 1,700,000 26,768,824
Debt Financing - - - - - - - - -
Grant Funding (LMIG)2,844,594 440,000 440,000 440,000 440,000 440,000 440,000 440,000 5,924,594
Capital Revenues 517,915 110,000 110,000 110,000 110,000 110,000 110,000 110,000 1,287,915
Funding Source Total:17,781,533 2,583,300 2,530,200 2,086,300 2,250,000 2,250,000 2,250,000 2,250,000 33,981,333 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Pavement Management
N/A
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds are used for the annual pavement management contract with IMS Infrastructure Management Services,
resurfacing/reconstruction program, pavement rejuvenation, and to provide deep patching and edge of roadway repair for those
sections of roads which have been prioritized through the pavement management program. The 5 year plan based on prioritized city-
wide evaluation of City streets Pavement Condition Index (PCI) rating for each road. Anticipate LMIG funding from GDOT to
supplement costs.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No impact on the operating budget anticipated as all paving expenses are booked to the
capital accounts listed above.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
111DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction 200,000 Expended Through FY 21 582,110
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 608,156 Cap Proj
Total Project Cost:808,156 Rollover at FYE 21 26,046
AVAILABLE BALANCE:
Cap Proj
18,346
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 608,156 200,000 - - - - - - 808,156
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees (Fire)- - - - - - - - -
Funding Source Total:608,156 200,000 - - - - - - 808,156 0
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Public Works Yard Improvements
$808,156
2022
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Continuing efforts to improve the Public Works Facility behind Fire Station #43 adjacent to the Birmingham Park. Next phase is to design,
permit, construct a pole barn to cover the rock/salt material bins. Weather deteriorates the material. The pole barn will reduce the effect
of weathering to extend their life and allow them to be readily available when needed. Future improvements may include fencing,
building improvements, etc.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Public Works Yard
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
112DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541400400
340-4101-541400400
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 21 98,914 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Cap Grant
Total Project Cost:- Rollover at FYE 21 1,137,449 116,000
AVAILABLE BALANCE:
Cap Proj Cap Grant
1,108,624 116,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,226,334 - - - - - - - 1,226,334
Debt Financing - - - - - - - - -
Grant Funding 116,000 - - - - - - - 116,000
Other-Traffic Calming
Revenues 10,029 - - - - - - - 10,029
Funding Source Total:1,352,363 - - - - - - - 1,352,363 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Traffic Calming
N/A
N/A
Public Works
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 as well as funding to address
recommendations from the Local Road Safety Plan.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Neighborhood Applications of Traffic Calming Measures
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
113DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj Impact Fees
Construction - Expended Through FY 21 1,278,494 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Impact Fees
Total Project Cost:- Rollover at FYE 21 382,679 117,518
AVAILABLE BALANCE:
Cap Proj Impact Fees
284,300 117,518
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,661,172 300,000 300,000 300,000 300,000 300,000 300,000 300,000 3,761,172
Debt Financing - - - - - - - - -
Impact Fees 117,518 110,000 110,000 110,000 110,000 110,000 110,000 110,000 887,518
Other - - - - - - - - -
Funding Source Total:1,778,690 410,000 410,000 410,000 410,000 410,000 410,000 410,000 4,648,690 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Bridge Replacement Program
N/A
N/A
Public Works
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
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
114DRAFT
CAPITAL IMPROVEMENT PLAN
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 150,000 Cap Proj
Construction - Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:150,000 Rollover at FYE 21 150,000
AVAILABLE BALANCE:
Cap Proj
150,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 150,000 - - - - - - - 150,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:150,000 - - - - - - - 150,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Crabapple SE Connector Conceptual Work
$150,000
2021
Public Works
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. Initial cost is to develop a conceptual plan. Estimated costs for each option will be determined at a later date. Potential future
TSPLOST project.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Southeast Connection Options
IMPACT ON OPERATING
BUDGET:
Concept development has not been finalized. Operating impact to be determined upon final
design approval.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
115DRAFT
CAPITAL IMPROVEMENT PLAN
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 21 713,005 32,619
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Cap Grant
Total Project Cost:- Rollover at FYE 21 1,117,094 -
AVAILABLE BALANCE:
Cap Proj Cap Grant
1,026,951 -
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,717,382 100,000 100,000 100,000 100,000 100,000 100,000 100,000 2,417,382
Debt Financing - - - - - - - - -
Grant Funding-CDBG 32,619 - - - - - - - 32,619
Other-Sidewalk
Replacement Fund 112,717 - - - - - - - 112,717
Funding Source Total:1,862,718 100,000 100,000 100,000 100,000 100,000 100,000 100,000 2,562,718 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Sidewalk & Trail Construction and Repair
N/A
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
City-wide sidewalk, trail and curb & gutter construction and repairs.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
Impact is neutral as any costs to edge/mow around the new sidewalks/trails will be offset by a
decrease in overall right of way mowing expenses.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
116DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541401708
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 100,000 Cap Proj
Construction 529,000 Expended Through FY 21 102,576
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:629,000 Rollover at FYE 21 526,424
AVAILABLE BALANCE:
Cap Proj
521,674
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 629,000 - - - - - - - 629,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:629,000 - - - - - - - 629,000 -
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Crabapple Pedestrian Enhancements
$629,000
2021
Public Works
Create a safer commute for pedestrians
PROJECT DESCRIPTION
and/or JUSTIFICATION:
To provide enhanced pedestrian mobility within the Crabapple area. Adds crosswalks on Heritage Walk, and Crabapple Road (SR372),
refuge islands on Crabapple Road (SR372) and additional parking where possible.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Crabapple Pedestrian Enhancements
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
117DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400007
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 750,000 Cap Grant TSPLOST
Construction 2,500,000 Expended Through FY 21 295,318 82,520
Land Acquisition 5,000,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 180,000 Cap Grant TSPLOST
Total Project Cost:8,430,000 Rollover at FYE 21 - 1,172,162
AVAILABLE BALANCE:
Cap Grant TSPLOST
- 809,706
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 320,318 - - - - - - - 320,318
TSPLOST Funding 599,682 - 880,000 - - - - - 1,479,682
Grant Funding 400,000 - 4,000,000 2,000,000 - - - - 6,400,000
Alpharetta, NFCID &
GDOT TAP 230,000 - - - - - - - 230,000
Funding Source Total:1,550,000 - 4,880,000 2,000,000 - - - - 8,430,000 -
-
-
5,000
-
5,000
Provide Responsible and Responsive Government
PROJECT NAME:Trail Connection to Big Creek Greenway
$8,430,000
2025
Public Works
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
Rollover less current
encumbrances at FYE 21
Insert picture
Greenway Connection
IMPACT ON OPERATING
BUDGET:
Upon completion of a trail connection, additional maintenance needs is anticipated at approx.
$5000/mile to include trimming, edging, vegetation control, blowing, trash service etc.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
118DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541401709
335-4101-541401709
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 50,000 Cap Proj
Construction 75,000 Expended Through FY 21 72,588
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:125,000 Rollover at FYE 21 2,412
AVAILABLE BALANCE:
Cap Proj
2,412
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 75,000 - - - - - - - 75,000
TSPLOST Funding -50,000 - - - - - - 50,000
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:75,000 50,000 - - - - - - 125,000 -
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Crabapple @ Green Intersection Improvements
$125,000
2022
Public Works
Create a safer commute for pedestrians
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Supplemental costs to assist the GDOT project to include a right turn on Green and raised median with extra pavement width to create
the Florida T on Crabapple. Design funding to support future partnership improvement project with GDOT.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Crabapple @ Green
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
119DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 251,497
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 253,000
AVAILABLE BALANCE:
Cap Proj
168,486
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 494,272 15,000 15,000 15,000 15,000 15,000 15,000 15,000 599,272
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - Insurance
Proceeds 10,225 - - - - - - - 10,225
Funding Source Total:504,497 15,000 15,000 15,000 15,000 15,000 15,000 15,000 609,497 -
-
500
-
-
500
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Public Works)
N/A
N/A
Public Works
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
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
The impact will involve general vehicle maintenance, insurance, and fuel.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
120DRAFT
CAPITAL INITIATIVE REQUEST FORM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-542500000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 38,511
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 77,511 Cap Proj
Total Project Cost:77,511 Rollover at FYE 21 39,000
AVAILABLE BALANCE:
Cap Proj
7,653
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 77,511 - - - - - - - 77,511
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:77,511 - - - - - - - 77,511 -
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Traffic Signal Battery Backups
$39,000
2021
Public Works
Revenues
Total:
Mobility
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Purchase and install new battery backups for 5 additional traffic signals in the city. The remaining traffic signals are LED lights and draw
much less power to keep them running in the event of a power outage. A common occurance is a power surge or brown out that changes
the power flow going into the cabinet and causes signals to go into flash mode. With battery backups, the power can continue to run for at
least 3 more hours during an outage and does not send signals into flash.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No additional impact.
121DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541000000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - TSPLOST
Construction - Expended Through FY 21 440,763
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 750,000 TSPLOST
Total Project Cost:750,000 Rollover at FYE 21 184,237
AVAILABLE BALANCE:
TSPLOST
65,865
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 625,000 125,000 - - - - - - 750,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:625,000 125,000 - - - - - - 750,000 -
-
-
-
-
-
Insert picture
Program Management, Right of Way and Construction Inspection by BM&K
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:
With the passage of the November 2016 TSPLOST Referendum, as well as a need for support of the existing capital improvement
program and land development, the Department of Public Works requested proposals for City Program Management Services. In
accordance with our standard procurement practices a Request for Qualifications (RFQ) was issued to identify the most qualified team
to provide the required services and BM&K was awarded the City Program Management contract. The services to be provided could
include overall program management, design project management, right of way management and acquisition, construction project
management, construction inspection, and materials and testing services.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:TSPLOST Program Management
$750,000
2023
Public Works
122DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - TSPLOST
Construction - Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 500,000 TSPLOST
Total Project Cost:500,000 Rollover at FYE 21 500,000
AVAILABLE BALANCE:
TSPLOST
500,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 500,000 - - - - - - - 500,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:500,000 - - - - - - - 500,000 -
-
-
-
-
-
Windward Parkway Improvements
IMPACT ON OPERATING
BUDGET:
Concept development has not been finalized. Operating impact to be determined upon final
design approval.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Financial support of Alpharetta project ALP-005 Windward Parkway improvements including the addition of one travel lane in each
direction from State Route 9 to Westside Parkway to improve traffic flow and safety.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Windward Parkway MIL-038
$500,000
Beyond 2022
Public Works
123DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400002
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000 TSPLOST
Construction 860,000 Expended Through FY 21 10,133
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other TSPLOST
Total Project Cost:1,010,000 Rollover at FYE 21 999,868
AVAILABLE BALANCE:
TSPLOST
991,500
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 1,010,000 - - - - - - - 1,010,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:1,010,000 - - - - - - - 1,010,000 -
-
-
-
-
-
Insert picture
Proposed Signal Improvements
IMPACT ON OPERATING
BUDGET:
Concept development has not been finalized. Operating impact to be determined upon final
design approval.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project will consider a new traffic signal for SR 140/Arnold Mill Road at Green Road is in response to identification of the project in
the 2016 City of Milton Comprehensive Transportation Plan, the 2016 Fulton County TSPLOST initiative project list, and the 2018 North
Fulton Comprehensive Transportation Plan. Other improvement alternatives may be considered in coordination with GDOT.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:SR140 @ Green MIL-009
$1,010,000
Beyond 2022
Public Works
124DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400003
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 188,300 TSPLOST
Construction 4,445,000 Expended Through FY 21 3,100,860
Land Acquisition 200,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 155,000 TSPLOST
Total Project Cost:4,988,300 Rollover at FYE 21 1,887,440
AVAILABLE BALANCE:
TSPLOST
1,877,397
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 4,988,300 - - - - - - 4,988,300
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:4,988,300 - - - - - - - 4,988,300 -
-
5,000
-
-
5,000
Insert picture
Crabapple NE Connector and Roundabout at Mayfield Rd and Charlotte Dr
IMPACT ON OPERATING
BUDGET:
Operating impact will include right of way mowing, sidewalk maintenance, and landscaping.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. $2,211,700 = right of way
donations
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:NE Crabapple Connector MIL005/MIL030
$4,988,300
2023
Public Works
125DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400004
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 180,000 TSPLOST
Construction 3,200,000 Expended Through FY 21 836,447
Land Acquisition 500,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other TSPLOST
Total Project Cost:3,880,000 Rollover at FYE 21 3,043,553
AVAILABLE BALANCE:
TSPLOST
2,926,481
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 3,880,000 - - - - - - - 3,880,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:3,880,000 - - - - - - - 3,880,000 -
-
5,000
-
-
5,000
Project Location
IMPACT ON OPERATING
BUDGET:
Operating impact will include roundabout landscaping maintenance.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvements that will address the intersections of Hopewell Road with Bethany Bend, Bethany Oaks Pointe, and Bethany
Way. Includes roundabout at Hopewell Road and Bethany Bend, exit lane from Bethany Oaks Pointe to Bethany Bend, and turn lanes at
Hopewell Road and Bethany Way.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Hopewell @ Bethany MIL-001
$3,880,000
2022
Public Works
126DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400005
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000 TSPLOST
Construction 1,385,000 Expended Through FY 21 114,802
Land Acquisition 100,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 355,000 TSPLOST
Total Project Cost:1,990,000 Rollover at FYE 21 1,875,198
AVAILABLE BALANCE:
TSPLOST
1,822,855
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 1,990,000 - - - - - - - 1,990,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:1,990,000 - - - - - - - 1,990,000 -
-
5,000
-
-
5,000
Roundabout Concept Alternative
IMPACT ON OPERATING
BUDGET:
Operating impact will include roundabout landscaping maintenance.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvements of a roundabout that will address the all way stop controlled intersection.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Freemanville @ B'Ham MIL-004
$1,990,000
2022
Public Works
127DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400006
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 200,000 TSPLOST
Construction 2,435,000 Expended Through FY 21 1,247,084
Land Acquisition 500,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 665,000 TSPLOST
Total Project Cost:3,800,000 Rollover at FYE 21 2,552,916
AVAILABLE BALANCE:
TSPLOST
1,012,481
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 3,800,000 - - - - - - - 3,800,000
Debt Financing - - - - - - - - -
GDOT HPP Funds - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:3,800,000 - - - - - - - 3,800,000 -
-
5,000
-
-
5,000
Insert picture
Roundabout Concept Alternative
IMPACT ON OPERATING
BUDGET:
Operating impact will include roundabout landscaping maintenance.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Realignment of offset intersections and operational improvement of a roundabout.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Hopewell @ Thompson MIL-006
$3,800,000
2021
Public Works
128DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400007
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 171,000 TSPLOST
Construction 1,847,018 Expended Through FY 21 323,688
Land Acquisition 800,318
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - TSPLOST
Total Project Cost:2,818,336 Rollover at FYE 21 1,492,840
AVAILABLE BALANCE:
TSPLOST
1,139,973
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 1,816,528 1,001,808 - - - - - - 2,818,336
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:1,816,528 1,001,808 - - - - - - 2,818,336 -
-
-
-
-
-
Insert picture
2017 Milton Trails Blueprint
IMPACT ON OPERATING
BUDGET:
Trail maintenance will be subject to the type of trail installed. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Develop a multi-purpose, connecting trail system Including determination of shared or separate uses of the proposed trails as it relates
to vehicle, pedestrian, bicycle and equestrian uses.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Pedestrian 1 MIL-034
$2,818,336
2025
Public Works
129DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400008
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 200,000 TSPLOST
Construction 2,127,000 Expended Through FY 21 1,139,400
Land Acquisition 500,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 593,000 TSPLOST
Total Project Cost:3,420,000 Rollover at FYE 21 2,280,600
AVAILABLE BALANCE:
TSPLOST
1,516,826
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 3,420,000 - - - - - - - 3,420,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:3,420,000 - - - - - - - 3,420,000 -
-
5,000
-
-
5,000
Insert picture
Roundabout Concept Alternative
IMPACT ON OPERATING
BUDGET:
Operating impact will include roundabout landscaping maintenance.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvement of a roundabout.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Hopewell @ Hamby MIL-008
$3,420,000
2021
Public Works
130DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400009
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000 TSPLOST
Construction 1,450,000 Expended Through FY 21 -
Land Acquisition 10,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 1,193,458 TSPLOT
Total Project Cost:2,803,458 Rollover at FYE 21 2,803,458
AVAILABLE BALANCE:
TSPLOT
2,753,458
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 2,803,458 - - - - - - - 2,803,458
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:2,803,458 - - - - - - - 2,803,458 -
-
-
-
-
-
Insert picture
FIRM Map of Bridge Location
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:
The concept recommendation for improvement is replacing the existing bridge with a triple 10’x10’ box culvert and raising the existing
road up to six feet at the deepest section to prevent flooding of the roadway for the major storm events. The raising of Birmingham
Road will necessitate raising Manor Trace due to the proximity to the intersection.
Information regarding additional costs to improve this bridge have been received by staff. The exact estimate is not yet available so
additional funds are beign alloacate in anticiapation of the cost increase.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Birmingham Middle Bridge MIL-012
$2,803,458
2021
Public Works
131DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400010
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 300,000 TSPLOST
Construction 3,965,000 Expended Through FY 21 677,723
Land Acquisition 1,601,163
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 388,837 TSPLOST
Total Project Cost:6,255,000 Rollover at FYE 21 2,427,277
AVAILABLE BALANCE:
TSPLOST
2,342,671
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 3,105,000 3,150,000 - - - - - - 6,255,000
Debt Financing - - - - - - - - -
Grant Funding-CDBG - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:3,105,000 3,150,000 - - - - - - 6,255,000 -
-
-
-
-
-
Concept Layout
IMPACT ON OPERATING
BUDGET:
Concept development has not been finalized. Operating impact to be determined upon final
design approval.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The overall project is for a proposed widening of Morris Road from Webb Road to Bethany Bend tying into McGinnis Ferry Road widening
at Bethany Bend. The cross section is proposed as a 4 lane divided roadway with landscaped median/turn lanes and multiuse trail on
the north side, including intersection improvements at Webb Road.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Morris Road Widening MIL-031
$6,255,000
2023
Public Works
132DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400011
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 100,000 TSPLOST
Construction 870,000 Expended Through FY 21 19,300
Land Acquisition 50,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other TSPLOST
Total Project Cost:1,020,000 Rollover at FYE 21 490,700
AVAILABLE BALANCE:
TSPLOST
460,700
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 510,000 510,000 - - - - - - 1,020,000
Operating Funding - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees - - - - - - - - -
Funding Source Total:510,000 510,000 - - - - - - 1,020,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Freemanville @ Redd MIL-010
$1,020,000
2023
Public Works
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvements at the intersection and may include turn lanes, traffic signal or roundabout.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Project Location
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
Concept development has not been finalized. Operating impact to be determined upon final
design approval.
133DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400012
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000 TSPLOST
Construction 1,520,000 Expended Through FY 21 19,300
Land Acquisition 150,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other TSPLOST
Total Project Cost:1,820,000 Rollover at FYE 21 680,700
AVAILABLE BALANCE:
TSPLOST
650,700
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
TSPLOST Funding 700,000 1,120,000 - - - - - - 1,820,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees - - - - - - - - -
Funding Source Total:700,000 1,120,000 - - - - - - 1,820,000 -
-
-
-
-
-
Project Location
IMPACT ON OPERATING
BUDGET:
Concept development has not been finalized. Operating impact to be determined upon final
design approval.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvements at the intersection and may include turn lanes, traffic signal or roundabout.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Bethany @ Providence MIL-002
$1,820,000
2023
Public Works
134DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541101000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Impact Fees
Construction - Expended Through FY 21 - -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Impact Fees
Total Project Cost:- Rollover at FYE 21 4,000,000 650,000
BUDGET ROLLOVER FROM PRIOR YEAR:
Cap Proj Impact Fees
4,000,000 650,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 4,000,000 - - - - - - - 4,000,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees 650,000 650,000 650,000 650,000 650,000 650,000 650,000 650,000 5,200,000
Funding Source Total:4,650,000 650,000 650,000 650,000 650,000 650,000 650,000 650,000 9,200,000 -
-
-
-
-
-
Park & Recreation Enrichment
PROJECT NAME:Sites/Park Land Acquisition
N/A
N/A
Parks & Recreation
Increase our capacity for active, passive and linear parks.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This money will be used to address opportunities to acquire active park land.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
The operating impact will depend on the type of land purchased and the end-use of the land. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
135DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj Impact Fees
Construction - Expended Through FY 21 1,265,840 2,184,985
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Impact Fees
Total Project Cost:- Rollover at FYE 21 57,484 722,434
AVAILABLE BALANCE:
Cap Proj Impact Fees
9,196 722,434
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget
(Capital Projects Fund)1,323,324 - - - - - - - 1,323,324
Operating Budget
(Capital Grant Fund)- - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees 2,907,419 - - - - - - - 2,907,419
Funding Source Total:4,230,742 - - - - - - - 4,230,742 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Park and Trail Expansion
N/A
N/A
Parks & Recreation (Active)
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The funds in this account are allocated for the acquisition or expansion of the City's parks and trails.
Trail Master Plan: City staff and the consultant team will work together with community leaders, Milton's Trail Advisory Committee, and the
general public to prepare a Trails Master Plan. The purpose
of the Trail Master Plan is to develop a vision for the physical infrastructure of trails in order to make walking, bicycling, and equestrian
movements convenient and safe for people of all ages. The Master Plan will also refine the existing system of sidewalks, bike lanes, paths,
sidewalks, greenways and trails within the City (funding for this project includes $171,000 from the TSPLOST Pedestrian project account).
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
The operating impact will depend on the type of land purchased and the end-use of the land. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
136DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 26,921
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 7,600
AVAILABLE BALANCE:
Cap Proj
7,600
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 34,521 7,600 7,600 7,600 7,600 7,600 7,600 7,600 87,721
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:34,521 7,600 7,600 7,600 7,600 7,600 7,600 7,600 87,721 -
-
500
-
-
500
IMPACT ON OPERATING
BUDGET:
The impact will involve general vehicle maintenace, insurance, and fuel.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 for Parks & Recreation.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Parks & Recreation)
N/A
N/A
Parks & Recreation (Active)
137DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541200003
340-6110-541200001
STRATEGIC PLAN STRATEGY:340-6110-541300100
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 100,000 Cap Proj Grant Fund Impact Fees
Construction 7,056,886 Expended Through FY 21 101,980 159,632 -
Land Acquisition 4,200
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Grant Fund Impact Fees
Total Project Cost:7,161,086 Rollover at FYE 21 1,686,436 868,559 96,982
AVAILABLE BALANCE:
4,956,416 Cap Proj Grant Fund Impact Fees
1,646,436 127,590 96,982
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget
(Capital Projects Fund)1,788,416 468,000 450,000 450,000 450,000 450,000 450,000 450,000 4,956,416
Operating Budget
(Capital Grant Fund)*628,190 - - - - - - - 628,190
Grant Funding*400,000 - - - - - - - 400,000
Impact Fees**96,982 - - - - - - - 96,982
Funding Source Total:2,913,588 468,000 450,000 450,000 450,000 450,000 450,000 450,000 6,081,588 1,079,497
*The Capital Grant Fund includes funding for the following projects: bathroom renovation/lake pier/trail construction.
**Impact Fees will be used toward trail construction costs beyond the approved grant funding.
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Site Improvements/Providence Park
$7,161,086
Beyond 2027
Parks & Recreation (Active)
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Providence Park occupies 42 acres of land off Providence Rd. It has been closed to the public since 2004 to cleanup toxic waste found in
the soil. Fulton County completed the remediation of the waste spill in 2015 and turned the park over to the City of Milton. During the
years the park was closed, it fell into disrepair. The park was opened in fall 2016 for passive use. A master plan was completed in 2018.
Included in this 2 phased plan was the addtion of restroom facilities, ADA accessible trails, a boardwalk, two building features for
recreational use, a fishing pier, a playground, camping areas and the draining of water out of the rock quarry. In FY2020, trail, restroom
and the fishing pier projects will begin. Grant funds were acquired for the ADA trails, restrooms and fishing pier.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Providence Park
IMPACT ON OPERATING
BUDGET:
Final operating costs and cleaning costs will be determined upon concept/design approval.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
138DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541401500
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction 750,000 Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:750,000 Rollover at FYE 21 -
AVAILABLE BALANCE:
Cap Proj
-
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget - 200,000 200,000 200,000 150,000 - - - 750,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other Funding - - - - - - - - -
Funding Source Total:- 200,000 200,000 200,000 150,000 - - - 750,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Bell Memorial Park (Turf Field Replacement)
$750,000
2026
Park & Recreation Enrichment
Increase our capacity for active, passive and linear parks.Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds will be used to implement capital improvements at Bell Memorial Park. The two artificial turf fields were constructed in 2015.
The average lifespan of the carpet with the usage that occurs at Bell Memorial Park (playing surface) is 8-12 years. Currently, in 2021, the
fields are still wearing quite well. These funds will be utilized to replace the carpet and infill.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Bell Memorial Park Fields 1 & 2
IMPACT ON OPERATING
BUDGET:
Annual maintenance for the listed improvement is minimal. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
139DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541200004
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 35,000 Cap Proj Impact Fees
Construction - Expended Through FY 21 - -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 1,875,000 Cap Proj Impact Fees
Total Project Cost:1,910,000 Rollover at FYE 21 519,632 1,017,108
AVAILABLE BALANCE:
Cap Proj Impact Fees
519,632 1,017,108
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 519,632 373,260 - - - - - - 892,892
Other Funding - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees 1,017,108 - - - - - - - 1,017,108
Funding Source Total:1,536,740 373,260 - - - - - - 1,910,000 0
-
-
-
-
-
Insert picture
Cox Road Facility
IMPACT ON OPERATING
BUDGET:
Annual maintenance to the netting and fencing will be minimal. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Increase our capacity for active, passive and linear parks.Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds will be used to implement capital improvements to the facility on Cox Road. The first improvement will focus on fencing and
netting needs around the existing fields.
Rollover less current
encumbrances at FYE 21
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Park & Recreation Enrichment
PROJECT NAME:Site Improvements/Cox Road
$1,910,000
2021
Parks & Recreation (Active)
140DRAFT
CAPITAL IMPROVEMENT PLAN
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 525,000 Debt
Construction 15,475,000 Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Debt
Total Project Cost:16,000,000 Rollover at FYE 21 1,000,000
AVAILABLE BALANCE:
Debt
1,000,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,000,000 800,000 - - - - - - 1,800,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - 3,000,000 3,000,000 3,000,000 - - - - 9,000,000
Funding Source Total:1,000,000 3,800,000 3,000,000 3,000,000 - - - - 10,800,000 5,200,000
150,000
120,000
-
-
270,000
Rendering of a Community Center and Active Park
IMPACT ON OPERATING
BUDGET:
This will result in an ongoing cost of the maintenance of the facility as well as the operation of
the facility. Actual impact will be determined once building design is complete.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The next step in the development of our Parks facilities is the development of another athletic park, similar to Bell Memorial Park, with the
addition of an indoor community center. The needs of the community include 3-4 baseball fields, another 1-2 rectangular fields and a
community center with at least 2 gymnasiums and some classroom space. This indoor space could be used for basketball, exercise
classes, summer camps, art classes, dance classes, active senior activities and adult activities. The comprehensive master plan found an
immediate need for the athletic fields as well as an addtional 60,216 square feet of indoor recreation center space. While the master
plan calls for over 60,000 square foot of space, staff recommends a Community Center with roughly 30,000-40,000 square feet of space.
The master plan plan recommends a multi-generational community center that would provide programming for all age ranges from
youth to active seniors (active seniors being a gap in our programming). Next steps would be planning, design then construction.
Rollover less current
encumbrances at FYE 21
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Park & Recreation Enrichment
Land Conservation New Active Athletic Complex
$16,000,000
2024
Parks & Recreation (Active)
141DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541300102
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction 3,014,000 Expended Through FY 21 114,873
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 10,000 Cap Proj
Total Project Cost:3,024,000 Rollover at FYE 21 885,127
AVAILABLE BALANCE:
Cap Proj
808,677
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,000,000 450,000 450,000 450,000 450,000 224,000 - - 3,024,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:1,000,000 450,000 450,000 450,000 450,000 224,000 - - 3,024,000 -
-
-
-
-
-
Park & Recreation Enrichment
PROJECT NAME:Former Milton Country Club Facility Improvements (Active)
$3,024,000
Beyond 2026
Parks & Recreation (Active)
Increase our capacity for active, passive and linear parks
PROJECT DESCRIPTION
and/or JUSTIFICATION:
A master plan for the Former Milton Country Club was completed and adopted in August of 2019. For the active acres, the master plan
called for the renovation of the clubhouse to support active, indoor recreation programming. As part of this renovation, the existing cart
barn to the east of the building along with other structures are to be removed. Throughout the phasing, the plan suggests for additional
parking, tennis courts, pool improvements, sand volleyball courts and a covered addtiion onto the back side of the clubhouse.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
Cleaning services and potential staffing needs to be determined upon completion of the
building upgrades.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
142DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:310-6210-541100001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - G.O. Bond Fd
Construction - Expended Through FY 21 21,150,645
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - G.O. Bond Fd
Total Project Cost:- Rollover at FYE 21 5,015,518
AVAILABLE BALANCE:
G.O. Bond Fd
4,968,256
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Other Revenue 37,350 - - - - - - - 37,350
GO Bond 25,376,842 - - - - - - - 25,376,842
Interest Earnings 751,970 500 - - - - - - 752,470
Funding Source Total:26,166,163 500 - - - - - - 26,166,663 -
-
-
-
-
-
Protect and Preserve Open Space
PROJECT NAME:Land Conservation
N/A
2030
Passive Parks/Greenspace
Open Space Preservation
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Since a $25 million greenspace bond was approved by our citizens in November 2017, the City and the Milton Greenspace Advisory
Committee (MGAC) are now working on the creation of a viable conservation plan. All bond funds used to purchase greenspace will be
accounted for in this conservation account within the Passive Parks/Greenspace Department.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Milton Landscape
IMPACT ON OPERATING
BUDGET:
The cost of maintenance (mowing, litter pickup, etc) for each parcel purchased will have an
impact on the operating fund.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
143DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6210-541200000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 1,265,000
AVAILABLE BALANCE:
Cap Proj
1,265,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,265,000 - - - - - - - 1,265,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:1,265,000 - - - - - - - 1,265,000 -
-
-
-
-
-
IMPACT ON OPERATING
BUDGET:
TBD once the implementation for the approved plans have been determined.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Increase our capacity for active, passive and linear parks.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Funding will accrue in this account for the purposes of improving Milton's passive parks/greenspace. As project proposals/plans are
approved by Mayor and Council the funds will be allocated to the line item for that specific park.
Rollover less current
encumbrances at FYE 21
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Park & Recreation Enrichment
PROJECT NAME:Site Improvements/Passive Parks
N/A
N/A
Passive Parks/Greenspace
144DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6210-541200003
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 250,000 Cap Proj
Construction 1,250,000 Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:1,500,000 Rollover at FYE 21 -
AVAILABLE BALANCE:
Cap Proj
-
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget - 300,000 300,000 300,000 300,000 300,000 - - 1,500,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- 300,000 300,000 300,000 300,000 300,000 - - 1,500,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Site Improvements/Birmingham Park
$1,500,000
Beyond 2026
Passive Parks/Greenspace
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. Improvements and improvement phases for the
Park are proposed in the Comprehensive Trail Master Plan 2020.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Birmingham Park
IMPACT ON OPERATING
BUDGET:
Operating impact will be determined upon final concept/design approval.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
145DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6210-541200004
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 35,000 Cap Proj
Construction - Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:35,000 Rollover at FYE 21 35,000
AVAILABLE BALANCE:
Cap Proj
35,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 35,000 - - - - - - - 35,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:35,000 - - - - - - - 35,000 -
-
-
-
-
-
Park & Recreation Enrichment
PROJECT NAME:Site Improvements/Mayfield Farm Park
$35,000
2021
Passive Parks/Greenspace
Explore partnerships and relationships to meet the needs of the
community.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Planning initiatives for Mayfield Farm Park in cooperation with the City of Alpharetta.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
The operating costs for this park will be detemined once final concept/design have been
approved.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
146DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6210-522220010
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 45,722
AVAILABLE BALANCE:
Cap Proj
45,722
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget - - - - - - - - -
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Capital Revenues 45,722 - - - - - - - 45,722
Funding Source Total:45,722 - - - - - - - 45,722 (45,722)
-
-
-
-
-
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Rollover less current
encumbrances at FYE 21
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
PROJECT NAME:Facility Repair & maintenance/Mayfield Road Stormwater Facility
$0
2021
Passive Parks/Greenspace
147DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6210-541200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction 6,120,000 Expended Through FY 21 28,108
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:6,120,000 Rollover at FYE 21 1,310,080
AVAILABLE BALANCE:
Cap Proj
311,202
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 1,338,188 200,000 200,000 200,000 200,000 200,000 200,000 200,000 2,738,188
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:1,338,188 200,000 200,000 200,000 200,000 200,000 200,000 200,000 2,738,188 3,381,812
-
-
-
-
-
Park & Recreation Enrichment
PROJECT NAME:Site Improvements/Former Milton Country Club Passive
$6,120,000
Beyond 2026
Passive Parks/Greenspace
Increase our capacity for active, passive and linear parks.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The Former Milton Country Club Master Plan was adopted August 19, 2019. The funding outlined in this project represents the anticiated
costs associated with carrying out phases 1 (A, B, C, D), 2, 3, and hydrology improvements of the approved master plan.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
IMPACT ON OPERATING
BUDGET:
TBD once the implementation for the approved plan has been determined.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
148DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6210-541200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction 45,000 Expended Through FY 21 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:45,000 Rollover at FYE 21 45,000
AVAILABLE BALANCE:
Cap Proj
45,000
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 45,000 - - - - - - - 45,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:45,000 - - - - - - - 45,000 -
-
-
-
-
-
Park & Recreation Enrichment
PROJECT NAME:Site Improvements/Lackey Road
$45,000
2021
Passive Parks/Greenspace
Increase our capacity for active, passive and linear parks.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The Lackey Road property dam outfall structure is showing signs of leakage. Staff wants to hire an engineer specializing and credentialed in
dam work to investigate, analyze and draft plan to rehab and repair. Staff anticipates having to hire a contractor to make repairs once the
engineering work is completed. Estimating the repair work is not possible until then.
Rollover less current
encumbrances at FYE 21
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Lackey Road Property
IMPACT ON OPERATING
BUDGET:
Additional impact will be determined upon completion of the inspection.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
149DRAFT
CAPITAL IMPROVEMENT PLAN
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 - Cap Proj
Construction - Expended Through FY 21 322,187
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 52,811
AVAILABLE BALANCE:
Cap Proj
52,811
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget - - - - - - - - -
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Tree Recompense Fees 374,998 - - - - - - - 374,998
Funding Source Total:374,998 - - - - - - - 374,998 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Tree Recompense Fund
N/A
N/A
Community Development
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
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
150DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-521200007
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 60,000 Cap Proj
Construction 658,313 Expended Through FY 21 205,755
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:718,313 Rollover at FYE 21 254,430
AVAILABLE BALANCE:
Cap Proj
251,850
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 463,313 105,000 25,000 25,000 25,000 25,000 25,000 25,000 718,313
Debt Financing - - - - - - - - -
Grant Funding - GDOT - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:463,313 105,000 25,000 25,000 25,000 25,000 25,000 25,000 718,313 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Gateway/Wayfinding Signage and Historic Markers
$718,313
2023
Community Development
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This is a continuation of the wayfinding signage program. It includes planning and construction of signage for the Deerfield area.
Additionally, it includes "welcome" signage at the entrances to the City; and, addional historic markers for the City.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Insert picture
Gateway Signage
IMPACT ON OPERATING
BUDGET:
Annual maintenance is minimal. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
151DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-521200008
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 128,565
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 195,000 Cap Proj
Total Project Cost:195,000 Rollover at FYE 21 66,435
AVAILABLE BALANCE:
Cap Proj
(0)
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 195,000 - - - - - - - 195,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:195,000 - - - - - - - 195,000 -
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Unified Development Code
$195,000
2021
Community Development
Establish a Unified Development Code
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Through the use of professional services, the intent of this project is to create a Unified Development Code that will re-organize and update
the City's zoning code, tree ordinance, subdivision regulations, development regulations,and sign ordinance into one coordinated
document. By reorganizing and coordinating all of the City's development regulations into one "master" document", confusion regarding our
regulations will be eliminated and clarity will be achieved. This will relate to enhanced customer service. Measurement of performance will
relate to the completion of the document which is estimated to be completed by 2021.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No additional impact outside of periodic updates. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
152DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-542401000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 174,478
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 271,697 Cap Proj
Total Project Cost:271,697 Rollover at FYE 21 97,219
AVAILABLE BALANCE:
Cap Proj
-
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 271,697 - - - - - - - 271,697
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:271,697 - - - - - - - 271,697 -
-
28,236
-
-
28,236
IMPACT ON OPERATING
BUDGET:
Annual maintenance costs for year 1-5:
Year 1 - $28,236 (included in original project cost; to be moved to the General Fund when project
is complete)
Year 2 - $ 30,213
Year 3 - $31,723
Year 4 - $33,309
Year 5 - $33,986
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Create Program to Allow Online Tracking and Submission of Permits
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Funding will go towards the purchaseof new permit tracking software which will allow for electronic plan review and other workflow
enhancements.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Strategic, Efficient & Engaged Government
PROJECT NAME:Permit Tracking Software
$271,697
Nov-20
Community Development
153DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-521200000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 35,000 Cap Proj
Construction - Expended Through FY 21 24,945
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:35,000 Rollover at FYE 21 10,055
AVAILABLE BALANCE:
Cap Proj
-
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 35,000 - - - - - - - 35,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - -
Other - - - - - - - - -
Funding Source Total:35,000 - - - - - - - 35,000 -
-
-
-
-
-
IMPACT ON OPERATING
BUDGET:
No future impact known at this time.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Safeguard historic landmarks, farms, woodlands, streams and open
spaces.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Equestrian Zoning and Large Lot Incentive Study - The goal of this study is to strengthen the Milton’s equestrian character through long-range
planning and land-use practices. The study will explore various options to update the City's zoning code like creating a separate zoning
category called "Equestrian Estates", creating an Equestrian Estate Overlay District, text amendments to AG1 zoning category to make it
more equestrian friendly, or propose use permits for property owners with horses on AG1. The study will also explore various incentives that
could be offered to the large lot property owners, like property tax incentives, and administrative project approvals. The consultant will take
community input through stakeholder sessions and will work collaboratively with the Equestrian Committee.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
Preserve What Makes Milton Unique
PROJECT NAME:Equestrian Zoning and Large Lot Incentive Study
$35,000
Fall 2020
Community Development
154DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:340-7410-521200004
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 62,500 Cap Grant
Construction - Expended Through FY 21 61,648
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Grant
Total Project Cost:62,500 Rollover at FYE 21 852
AVAILABLE BALANCE:
Cap Grant
(0)
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 12,500 - - - - - - - 12,500
Debt Financing - - - - - - - - -
Grant Funding 50,000 - - - - - - - 50,000
Other (in-kind)- - - - - - - - -
Funding Source Total:62,500 - - - - - - - 62,500 -
-
-
-
-
-
Economic Development
PROJECT NAME:
Georgia Smart Communities Challenge Grant (Technology-Enabled
Smarter Safer Routes to School
for the City of Milton, GA)
$125,000
Fall 2020
Community Development
Maximize available commercial capacity in appropriately defined
areas
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The City of Milton is one of the four communites in the State that received the Georgia Smart Communities Challenge Grant for FY 2019-
2020. Through this grant, the City will study and develop a smart-communication application for smart phones that would build upon and
enhance the previously implemented Safe Routes to Schools (SRTS) program in the downtown Milton/ Crabapple area. This smart phone
app would be developed to provide a real-time group communication mechanism for parents of kids who want to walk to school in a
group with other kids, also known as a walking school bus. The app would serve three primary purposes:
1. Connect parents with each other and with tools to schedule supervised groups walking and biking to school together
2. Designate and map primary walking and biking corridors to enhance the safety in numbers aspect of trips to school
3. Provide walking school bus wait time information to parents using GPS locations of the leader parents
This project will be a planning and pilot study in the area of Smart Mobility. One of the most prevalent sentiments aiding the resistance to
walking and biking to school is the perception that it may be unsafe.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No future impact known at this time.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
155DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:350-7410-521200000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Impact Fees
Construction - Expended Through FY 21 15,451
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Impact Fees
Total Project Cost:- Rollover at FYE 21 76,253
AVAILABLE BALANCE:
Impact Fees
39,298
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget - - - - - - - - -
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees 91,704 30,000 30,000 30,000 30,000 30,000 30,000 30,000 301,704
Funding Source Total:91,704 30,000 30,000 30,000 30,000 30,000 30,000 30,000 301,704 -
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Impact Fee CIE/Methodology Updates/Impact Fee Administration
N/A
N/A
Community Development
Streamline Processes
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The original Impact Fee Ordinance and methodology were adopted in 2015. The 2012 Parks and Rec Plan and Trails Plan were the basis for
the original ordinance. These plans have been updated, and others have been adopted as well. Therefore, the updated plans and their
projects need to be reflected in a updated Impact Fee Ordinance and methodology plan. In addition, the ordinance will update the
proration of population, housing, employment, and traffic generation forecasts for the City to the target year 2040. It will provide an
amended Capital Improvements Element and prepare of a revised schedule of impact fees. Annual updates to the CIE will also be funded
from this account. Funding may also be
utilized for any impact fee related administrative costs such as employee salaries, consultant review, etc.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
156DRAFT
CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-521207400
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 173,700 Cap Proj
Construction - Expended Through FY 21 108,257
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:173,700 Rollover at FYE 21 65,443
AVAILABLE BALANCE:
Cap Proj
48,700
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 173,700 - - - - - - - 173,700
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:173,700 - - - - - - - 173,700 -
-
-
-
-
-
Preserve What Makes Milton Unique
PROJECT NAME:City of Milton 10-Year Comprehensive Plan
$173,700
2021
Community Development
Stay compliant with DCA Qualified Local Government Status
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Every 10 years, the Department of Community Affairs requires that Qualified Local Governments complete a new comprehensive plan.
The City of Milton will be required to have the plan completed in October 2021. The plan will need to be transmitted to the Atlanta
Regional Commission in July 2021. This includes professional services and incidental costs for:
• Community engagement and workshops
• Media materials
• Stakeholder (CPAC) meetings
• Data collection
• Research data
• GIS services
• Draft documents and edits
• Council meeting presentations
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Rollover less current
encumbrances at FYE 21
IMPACT ON OPERATING
BUDGET:
There will be a new plan every 10 years. Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
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CAPITAL IMPROVEMENT PLAN
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-542201000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj
Construction - Expended Through FY 21 33,361
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj
Total Project Cost:- Rollover at FYE 21 66,124
AVAILABLE BALANCE:
Cap Proj
66,124
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Operating Budget 99,485 33,222 33,222 33,222 33,222 33,222 33,222 33,222 332,039
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:99,485 33,222 33,222 33,222 33,222 33,222 33,222 33,222 332,039 -
-
500
-
-
500
IMPACT ON OPERATING
BUDGET:
The impact will involve general vehicle maintenace, insurance, and fuel.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 for Community Development.
Rollover less current
encumbrances at FYE 21
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Community Development)
N/A
N/A
Community Development
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Debt
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Debt Issuance and Management
As mentioned earlier, the City’s main priorities with regard to issuing debt are:
Maintaining a sound financial position. This means that long-term tax-exempt debt will only
be utilized to provide resources to finance needed capital improvements. Simultaneously,
the City will accumulate adequate resources to repay the debt.
To maintain and improve the City’s credit rating through strong financial administration.
Complying with all applicable federal and state laws, rules and regulations related to the
issuance of debt.
The City acknowledges that failure to meet the demands of growth may inhibit its continued
economic viability, but also realizes that excess outstanding debt may have detrimental effects
on the ability of the City to meet its continuing operational needs. Issuing debt commits the City's
revenues several years into the future, and may limit its flexibility to respond to changing service
priorities, revenue inflows, or cost structures. Adherence to the Debt Management Policy helps
ensure that the City issues and manages its debt prudently in order to maintain a sound financial
position and protect its credit rating.
Credit ratings are the rating agencies' assessment of the City's ability and willingness to repay debt
on a timely basis. Credit ratings are an important indicator in the credit markets and can influence
interest rates a borrower must pay. Each of the rating agencies believes that debt management is
a positive factor in evaluating issuers and assigning credit ratings.
Milton’s adherence to federal and state laws, rules and regulations as well as its strong financial
policies and procedures made it possible to obtain a triple A rating, the highest credit quality given
by the rating agencies, on its first attempt to secure a credit rating. With virtually no credit history
due to the pay-as-you-go nature of purchases in the past, the City received a triple-A rating from
Standard & Poor’s (AAA) and Moody’s (Aaa) in 2017. We were successful in retaining these rating as
the City issued revenue bond series, 2019 last October.
The City recognizes that there are advantages and disadvantages to both the pay-as-you-go
method of financing purchases and to issuing debt. Milton staff weighs out these factors each year
during the update to the seven-year Capital Improvement Plan. The matrix below outlines some of
the main advantages and disadvantages taken into consideration during the planning process:
Future funds are not tied up Infrastructure is delivered
in servicing debt payments when it is needed
Interest savings can be put Spreads costs over the
towards other projects useful life of the asset
Greater budget transparency Increases capacity to invest
Avoid the risk of default Allocates costs to citizens who
receive the related benefits
Long wait time for Potentially high borrowing
new infrastructure rate/interest costs
Large projects may exhaust the Debt payments limit future
entire budget for capital projects budget flexibility
Inflation risk Generations forced to service
debt requirements
Allocates costs of project to Additional tax levy may be
citizens that may not benefit required to repay debt
Advantages
Disadvantages
PAY-AS-YOU-GO DEBT FINANCING
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GLOSSARY/
ACRONYMS
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A
Accrual Basis of Accounting – A method of accounting where revenues are recorded when
they are earned and expenditures are recorded when goods or services are received.
Ad Valorem Tax – A tax based on the value of the property.
Amortization – The reduction of debt by regular payments of principal and interest sufficient
to retire the debt by maturity.
Appropriation – An authorization made by the city council which permits officials and department
heads to incur obligations against and to make expenditures of governmental resources.
Assessed Value – The value placed on the property for tax purposes. The assessed value of
property is 40% of the fair market value.
B
Balanced Budget (General Fund) – Total anticipated revenues plus that portion of the fund
balance in excess of authorized reserves that is designated as a funding source shall equal the
total estimated expenditures for each fund.
Basis of Accounting – Timing of recognition for financial reporting purposes.
Basis of Budgeting – Method used to determine when revenues and expenditures are
recognized for budgeting purposes.
Bond – A written promise to pay a specified sum of money at a specified future date or dates
together with periodic interest at specified rates. Bonds are typically used for long-term debt.
Budget – The financial plan for the operations of a department, program or project for the
current year or for the duration of the project.
Budget Amendment – A revision of the adopted budget that, when approved, replaces the
original provision and increases or decreases the budget appropriation.
C
Capital Assets (Fixed Assets) – Land, improvements to land, easements, buildings, building
improvements, vehicles, machinery, equipment, works of art or historical treasures, infrastructure
and all other tangible or intangible assets that are used in operations and have an initial useful life
extending beyond a single reporting period. Milton recognizes capital assets as those assets with
an estimated useful life of three or more years and with an acquisition value of $10,000 or more.
Capital Improvement Plan (CIP) – A comprehensive five-to-seven year plan, updated
annually, of the capital projects for the city.
Capital Outlay – An expenditure for the acquisition or, or addition to, a fixed asset.
Items acquired for less than $10,000 are not considered capital outlay for the city.
Capital Projects Fund – Fund type used to account for financial resources that are restricted,
committed or assigned to expenditure for capital outlays.
Charter – Manual that establishes the government structure and defines boundaries, specific
powers, functions, essential procedures, and legal control. In Georgia, a charter is created through
a legislative act of the Georgia General Assembly.
Contingency – Funds set aside for unforeseen future needs and budgeted in a
“non-departmental” account. Contingency funds can be transferred to a department
budget only by the action of city council.
Credit Risk – Risk that an issuer or other counterparty to an investment will not fulfill its obligations.
Glossary
162DRAFT
D
Debt – An obligation resulting from the borrowing of money or from the purchase of goods and
services.
Debt Service – Available resources set aside for the payment of principal and interest to
lenders or creditors on outstanding debt.
Department – A major administrative division of the city with indicated overall management
responsibility for an operation or a group of related operations within a functional area.
Depreciation – The portion of the cost of a fixed asset charged as an expense during a
particular period. The cost of a fixed asset is prorated over the estimated useful life of the asset.
E
Encumbrance – A commitment of funds against appropriations in which the expenditure has
not actually been made at the time of the recording. To encumber funds means to set aside
funds for a future expenditure.
Expenditure (Expense) – This term refers to the outflow of funds paid or to be paid for an
asset obtained or a good/service received regardless of when the expense is actually paid.
“Expenditure” applies to Governmental Funds and “Expense” to Proprietary Funds.
F
Fair Market Value – An estimate of the market value of the property as determined by the
Fulton County Board of Assessors.
Fiduciary Fund – A category of funds used to report assets held in a trustee or agency capacity
for others and which therefore cannot be used to support the government’s own programs.
Fiscal Year – The twelve month period designated by the city council signifying the beginning
and ending period for recording financial transactions. Milton’s fiscal year runs October 1 through
September 30.
Function – Group of related activities aimed at accomplishing a major service or regulatory
program for which a government is responsible.
Fund – Fiscal and accounting entity with a self-balancing set of accounts recording cash and
other financial resources, together with all related liabilities and residual equities or balances and
changes therein, that are segregated for the purpose of carrying on specific activities or attaining
certain objectives in accordance with special regulations, restrictions, or limitations.
Fund Balance – Net position of a governmental fund (difference between assets, liabilities,
deferred outflows of resources and deferred inflows of resources).
G
General Fund – One of five governmental fund types. The general fund typically serves as
the chief operating fund of a government. The general fund is used to account for all financial
resources not accounted for in some other fund.
General Obligation Bonds – Bonds whose principal and interest are paid from property tax
for debt service and are backed by the city’s full faith and credit. Approval by referendum vote
is required for general obligation bonds to be issued.
Generally Accepted Accounting Principles (GAAP) – Conventions, rules and procedures
that serve as the norm for the fair presentation of financial statements.
Governmental Accounting Standards Board (GASB) – Ultimate authoritative accounting
and financial reporting standard-setting body for state and local governments.
Governmental Funds – Funds generally used to account for tax-supported activities.
There are five types of governmental funds: the general fund, special revenue funds,
debt service funds, capital projects funds and permanent funds.
163DRAFT
I
Interest Rate Risk – Risk that changes in interest rates will adversely affect the fair value
of an investment.
Interfund Transfers – Flows of assets (such as cash or goods) between funds and blended
component units of the primary government without equivalent flows of assets in return and
without a requirement for repayment.
L
Legal Level of Budgetary Control – Level at which a government’s management may
not reallocate resources without approval from the legislative body.
Levy – To impose taxes, special assessments or service charges for the support of government
activities.
Long-term Debt – Debt with a maturity date of more than one year after the date of issuance.
M
Mill – A tax rate equal to $1 per $1,000 of assessed property value.
Millage Rate – The ad valorem tax rate expressed in the amount levied per thousand dollars
of taxable assessed value of the property.
Modified Accrual Basis of Accounting – Basis of accounting where revenues are recorded
when they become measurable and available and expenditures are recorded in the period in
which governments in general normally liquidate the related liability rather than when that liability
is first incurred (if earlier).
P
Personal Property – Property that can be moved with relative ease such as boats, machinery
and inventoried goods.
Property Taxes – Tax bases on the assed value of a property, either real estate or personal.
Tax liability falls on the owner of record as of the appraisal date.
Public Hearing – A specifically designated time, place and opportunity for citizens, community
groups, businesses and other stakeholders to address the legislative body on a particular issue.
It allows interested parties to express their opinions and the legislative body and/or staff to hear
their concerns and advice.
R
Revenue Bonds – Bonds whose principal and interest are payable exclusively from specified
revenue source. These bonds do not require approval by referendum.
S
Short-term Debt – Debt with a maturity date of less than one year after the date of issuance.
Special Revenue Fund – Governmental fund type used to account for the proceeds of
specific revenue sources that are restricted or committed to expenditure for specific purposes
other than debt service or capital projects and exclusive of resources held in trust for individuals,
private organizations or other governments.
W
Working Capital – A dollar amount reserved in the (general fund) fund balance that is
available for unforeseen emergencies, to handle shortfalls caused by revenue declines and
to provide cash liquidity during periods of low cash flow.
164DRAFT
A
AAVT – Alternative Ad Valorem Tax
ADA – Americans with Disabilities Act
AED – Automated External Defibrillator
AFG – Assistance to Firefighters Grants
ARC – Atlanta Regional Commission
B
BZA – Board of Zoning Appeals
C
CARF – Comprehensive Annual Financial Report
CDBG – Community Development Block Grant
CID – Criminal Investigations Division
CIE – Capital Improvements Element
CIP – Capital Improvement Plan
CPAC – Comprehensive Plan Advisory Committee
CPI – Consumer Price Index
CUVA – Conservation Use Valuation Assessment
D
DEI – Diversity, Equity, and Inclusion
DRB – Design Review Board
E
EM – Emergency Management
EMS – Emergency Medical Services
EMT – Emergency Medical Technician
EPD – Environmental Protection Division
Acronyms
165DRAFT
F
FAO – Fire Apparatus Operator
FEMA – Federal Emergency Management Agency
FMCC – Former Milton Country Club
FT – Full Time
FTE – Full Time Equivalent
FY – Fiscal Year
G
GAAP – Generally Accepted Accounting Principles
GASB – Governmental Accounting Standards Board
GDOT – Georgia Department of Transportation
GFOA – Government Finance Officers Association
GGB – General Government Buildings
GIS – Geographic Information Systems
GO/G.O. – General Obligation
H
HR – Human Resources
HRIS – Human Resource Information System
I
IGA – Intergovernmental Agreement
IS – Information Services
ISO – Insurance Services Office
IT – Information Technology
ITB – Invitation to Bid
L
LCI – Livable Centers Initiative
LOST – Local Option Sales Tax
166DRAFT
M
M & O – Maintenance & Operating
MDA – Muscular Dystrophy Association
MGAC – Milton Greenspace Advisory Committee
MOU – Memorandum of Understanding
MS4 – Municipal Separate Storm Sewer System
N
NCS – National Citizen Survey
NFPA – National Fire Protection Association
NPDES – National Pollutant Discharge Elimination System
P
P & I – Principal & Interest
PAFR – Popular Annual Financial Report
PCI – Pavement Condition Index
PRAB – Parks and Recreation Advisory Board
PS – Public Safety
PT – Part Time
R
RFP – Request for Proposal
S
SAFER – Staffing for Adequate Fire and Emergency Response
SASD – Support and Administrative Services Division
SCBA – Self-Contained Breathing Apparatus
T
TAVT – Title Ad Valorem Tax
TSPLOST – Transportation Special Local Option Sales Tax
U
UPD – Uniform Patrol Division
V
VOIP – Voice Over Internet Protocol
167DRAFT