Committees of Council Meeting

Alright. Good evening. We will be

starting here momentarily.

Are we ready?

Alright.

Good evening, everyone, and welcome to the committee meetings for 07/29/2025.

The elected body president, Mayor Curt Wilson,

council member Christine Hall, council member Allen Sells,

council member David Johnson,

council member Sarah Beeson, council member Gee Lee Hills, council member William Morfland. I am Randy Knighton, the chief administrative officer along with chief legal counsel, mister David Davidson,

and

our deputy city clerk,

Michelle Miller.

The purpose of committee meetings are for city departments to convey information to mayor and city council and discuss initiatives

published on the agenda as well as provide updates about city information essential for

the operation of city government and by ordinance. Committee consists of the elected body as well as the city,

administrator, chief administrative officer. This is a public meeting, but not a public hearing. Therefore, while we certainly welcome members of the public who are present,

we do we generally do not take questions

at committee meetings

unless specifically authorized by mayor and council. We do, of course, receive public comments and questions on the second and fourth Monday of each month as well as the fifth Monday in open forum.

We do encourage residents to engage our online platforms, reach out to our city team members for any information,

needed. We also encourage everyone to visit our web service portal as well as Roswell 365 Dot Com for a calendar

of events.

The first item

on the agenda is the approval of the committee meeting minutes for 07/15/2025.

Entertain a motion count, motion by council member Hills,

second by council member Beeson.

Any further comments or questions?

Seeing none, all in favor. Alright. That passes unanimously. Thank you very much.

Next item on the agenda,

under regular agenda,

item number two,

quarterly management review, economic development and SEER World LLC Master Services Agreement Report for the second quarter twenty twenty five, and that will be led primarily by chief

operating officer,

Don Stevens. I'll also mention a couple of things in in opening comments.

Mister Godshall will,

support mister Stevens as well as our senior vice presidents, Jeff Leatherman and Sharon Izzo.

Excuse me. During the course, of course, the past year, the city team has taken a very intense and intentional approach,

to position the organization

to truly challenge itself,

to meet the high expectations of being the number one family community in America.

And this has been accomplished,

by developing monthly business reviews,

with our various departments

and also undertaking an assessment of our shared services

and infusing the organization

with new expectations.

Of course, the underlying impetus for all of this is ultimately to serve the residents of Roswell in the highest and most efficient manner.

Excuse me. In addition, developing the MBRs and the background data and analysis,

has positioned the organization to provide a stronger foundation for decision making,

that's internally

and,

with our team members, but ultimately with the policy makers, and that's you, the elected officials.

All of this is intended to instill a culture, within the organization that promotes

efficiency, strategic decision making,

and service delivery.

The intent is to not only encourage,

but to require

innovation and leveraging technology and promoting contemporary and novel and new ideas within the organization.

And this has resulted in significant progress,

in many areas in which you will will hear about tonight.

But also we understand that we have, much still to accomplish.

And,

the pursuit of excellence is certainly not a one time effort,

but it's something that's continuous and something that we're certainly dedicated

and committed to achieving.

The developments of key performance indicators, which you'll hear about tonight as well,

And those data points, allow us to validate,

those areas in which we excel.

But just as important and perhaps more importantly,

it allows us to take a look, a deep dive at areas where we have gaps

and deficiencies

and provides,

tangible measurables of how we can improve in the methods and methodologies

that we can employ,

for that improvement.

So with that, I probably,

mentioned more than I anticipated in this preamble. Yes. Mayor Wilson, please. Number one, that was really well said, mister Knight. And thank you. Thank you for your leadership,

which, makes all that happen. And, obviously, after you said that so well, I don't think Don or Bill need to say anything. I think we're kinda done. I was always there.

Thank you, mister Knight. Well done. No. Thank you. And and my final comment is I certainly wanna thank, this elected body,

this mayor and council,

who challenged us to be the best. And,

without your leadership, without your support,

without you giving us the latitude to be able to really explore some new ideas and new modes of thinking,

this would not be possible.

And so I appreciate that. I appreciate,

you celebrating,

those things that we do well, but holding us accountable for those things that need improvement and and things that we identify

as being areas in which we can certainly shore up. And so we thank you for your support. Thank you for giving us the latitude,

to really,

expand,

our our vision

expand our vision internally,

which ladders up to the vision of the mayor and council in the city to be the number one family community in America. So thank you very much for your support. And with that, I've said much more than I anticipated.

So I'll turn it over to mister Stevens.

Thank you, mister Knighton.

I think I can safely say it's all downhill after those comments. So that was definitely

the highlight. Thank

you,

and very well said.

As we kind of jump into the second quarter, this is our second report out, kind of a midyear report, right?

This is our second quarterly report. And I guess,

just a reminder of why, trying to hit on it a little bit, we made this commitment coming out of the leadership conference back at the beginning of the year.

And we talked about doing quarterly updates,

almost like a quarterly board meeting type approach, right? And so this continues to evolve.

We talked about on a quarterly basis

going back and looking at where we are, goals and objectives, results, progress against those goals and objectives,

operations, where are we? Randy

referenced KPIs and and those sorts of things and how we're utilizing and leveraging those in business processes.

That's clearly part of the story. And then obviously financial results

is clearly a part of tonight as well.

And now we have top priorities to go through. And so if we kind of start with an executive summary,

it

flows with those

with that agenda.

We kind of start with

where we are in terms of the midyear second quarter report.

Feel like we've made steady progress.

And as we go through tonight, one of the things that's very helpful for me at least going through is you get a chance to kind of step back for just a moment and you get away from the day to day and kind of what we're focused on in the moment and you look at things, okay,

where are we in total relative to the goals and objectives that we started off with? And I know you all know this, but

from a depth and breadth standpoint, we have a very aggressive

objective set. There's a lot going on here. And we talked before about

the number of projects,

that the city has going in at any point in time, and we'll cover that tonight as well in some level of depth, but it's over 50.

And at the same time, we're pushing forward on projects and project management and trying to improve processes around that. We're also working on the structure,

the processes, the underlying processes, and the foundation of the organization. So it's tricky. You know, I come from aviation and

we talked about, you know, changing the wheels on the the wings on the plane while you're trying to fly, you know, with the wheels on the car while you're driving. And so there is definitely an element of that. And so when I say steady progress, it's that it's that context.

In the last quarterly management review, we focused,

a little bit more heavily on support services and said that was an area we definitely need to we needed to shore up. So if you look at operations as kind of the core operations of the of the city, so support services would fall into the category of things like finance,

HR, IT, those areas.

We filled some key leadership positions in those areas. We'll probably talk a little bit about this, but in finance, we've added Deputy Director, Adam Novotny, thrilled to have him.

Human resources side,

added our director Tricia Redfern in that area. And I think as we go through this and we get into the scorecard and some of the progress that's been made,

they're having immediate impact. And so I'm very pleased with that. It starts with leadership as we know. And so,

good progress there to report out, and we'll get into that. From a communication standpoint,

you know,

I do feel like and I do know we have made good progress in this areas where and I'm encouraged, but I'm also reminded that, you know, it's one of those things as well as you think that you're doing in communications, you can never you're just never there. You can never do enough.

And so we remain committed to not only,

internal communications,

but external communications with the community.

And as I said, I feel like and we'll go through some of this again tonight. I think we've we've definitely,

we've definitely moved the needle in this area, and it remains a high priority moving forward.

Service excellence is one of the strategic objectives that we have.

Are we are we delivering services in a safe, clean, reliable, responsive manner on a consistent basis? And when we get into the scorecard, this is basically the the operations dashboard, how how we've organized it.

I feel like we have plateaued. The last time that we met with you, we were still developing. We had over 40 KPIs we had identified that we actually didn't have a KPI for. We had a standard in place, but we didn't have a number for it. We have closed that gap significantly.

That does not mean that we're hitting all of those. That means we're doing a much better job at identifying. And I feel like last time we talked about I think I shared, I feel like we're an inch deep and a mile wide.

I think tonight, I feel like we're about four inches deep and a mile wide. So we definitely have work to do here, but I feel like we have plateaued. And I'll talk a little bit more about the the MBR process,

that that Randy referenced and how I think that we're we're really kinda tying that together in a different way.

Ultimately, the reason you have a a dashboard is so that you can drive action. You can identify weaknesses, and you can determine, okay, what's the corrective action around that. And we are start

we are we are there on on a number of areas, which is very encouraging because it's all about driving results.

It's about scoring. It's about hitting baskets. You know? And so I I feel like we're developing some

some momentum around that. We'll talk about some areas of focus. I'll get into a little bit more detail about recruiting and what I would call targeted recruiting as a focus.

We'll get into some discussion on that. That's that's clearly

a priority.

Our CFO, Bill Godshall, will talk about the financial results in the second quarter, not to steal your thunder, but But you're about to. But I'm about to. Because it's good news. If it wasn't, I would just say, Bill, we'll talk about the results. But no, year to date, midyear,

our results remain better than planned both on revenue

and cost, which is very encouraging.

And I think and I know you'll talk more about the departmental forecasting process,

which is

a big lift and and, and very necessary. We've made good progress there.

Finally, we'll hit on a couple of the mayor's top priorities. We introduced these priorities, if you recall, I believe, in the last QBR or right around that quarterly management review.

Senior vice president Jeff Leatherman will go deep on the economic development quarterly report,

and then senior vice president Sharon Iza will go deep on an infrastructure project update.

And this will become

part of our normal cadence in our quarterly updates. We'll pick two, three, four of

the top priorities and we'll

go deep in those. So with

that, we will

launch.

I just so appreciate how Mr. Knight always starts off all the meetings with the reference to the vision and mission of the organization

to be the number one family community in America, to provide the community with an exceptional quality of life.

It's important,

for so many reasons. It's anchoring. It's, you know, in some many respects, it's the reason we're here.

It's also anytime you start talking about goals and objectives, which is kind of the lead in to

this next section, it's

the reason why, right? We talk about the strategic imperatives, we hit on this a little bit last time if you recall, we

formalized this in the leadership conference. But if the vision

and the mission is is is is where we're going, strategic imperatives, this is these are the road this is the road map on how to get here. And so don't need to read it.

Hopefully, by now you're familiar with these these imperatives or objectives, pillars as we call them. But ultimately, everything that we do in our organization

is

aligned under this. And,

yes, this becomes the roadmap. This becomes

the strategic framework for what we do.

So as we get into

some of those strategic pillars, the economic development second quarter results, won't go through this.

Jeff will cover this in the economic development

update that he'll give in just a moment. Same thing with infrastructure investment. Again, these are these will be the items that

Sharon goes over

in her update.

We have over 50. I would just kind of point that out.

And so she has a she has a detailed update in this area.

Best in class safety.

A lot of activity here.

Chief Troche,

Chief Conroy have a lot of activities, obviously, at the bottom here. I'm not going to go through all of these. I'll point out a couple of the higher priorities. We obviously continue to

focus and then making good progress on the summit transition

from a public safety standpoint.

And you can see here, yeah, the the top couple of floors are substantially complete.

Of the folks that have transitioned over from police, we're roughly and and, Jim, you can correct me on this. I think this is directionally right. We're about a 150 out of 200 folks that'll be there. We're about a 150

of the folks that we threw, and And we're very much on track for the end of the year getting everybody transitioned over. So

this was a big question mark in our last Q and R, how we're going to get there and how quickly we can move. And I'm very grateful for the team and the work that's been done here.

We also just last night, you

approved

the plan for the multi use facility that will be in construction for the evidence and and the motor bar and CrossFit,

that will be in place by the end of the year and allow us to have a smooth transition out of out of the Hill Street facility.

So, slowdown in Roswell, this is

I don't want to say this is a little delayed. I believe we were anticipating in the last q QMR that we would have this the traffic calming policy actually up and running at the end of the second quarter that's drifting into the third quarter.

I believe Sharon is

she's you'll be you'll actually be reviewing the updated policy tomorrow, I believe, and hopefully, we'll be able to bring it forward shortly thereafter.

We have made some progress in the meantime. The concrete equipment,

we've submitted for the grant.

RPD is I actually did ride along with one of Jim's folks, and we were in a neighborhood and

yeah, the whole thing. And so there's very much a targeted enforcement focus for the neighborhoods and slowing down in Roswell.

And so, yeah, that's I mean, again, you can kind of see

the remaining

actions and results in the second quarter, the things that are on track and some of the key focuses as we move into

the third quarter and the rest of the year.

From a service excellence standpoint, we'll spend just a little bit more time on this. There's a lot of information here.

We've referenced

this monthly business review process.

As I've shared, I feel like we have really baselined

where we are in terms of service standards and KPIs. I think they're relatively largely in place.

We do have goals and benchmarks. We will kind of talk about that in just a moment when we get into the scorecard.

But really our focus has been just getting the KPIs in place. And so as we are getting those up and running, we will now go back and start evaluating some of benchmarks. Some of those are year over year benchmarks,

some of those are goals like industry standards,

those sorts of things. And I think now that we're starting to get some confidence in what we're looking at from a data standpoint, as we start to roll into 2026, it will be more about pressuring, okay,

how much better can we actually get now.

Yes, I mentioned identifying trends and corrective actions.

I think what I'm most pleased with the MDR process is there's the progress that we're making with the key performance indicators,

but we're truly now linking financial results,

forecast, financial forecasts

and staffing all in the same conversations. So it's not perfect, it's not completely

nailed and as tight as we would like for it to be.

But once you start bringing that kind of data into a conversation

with strong operators,

then you can start solutioneering in a different way, and you get better insight into what you're what you're trying to achieve. So there's a lot of teaching moments both ways. I learn a lot. And then we also get to talk a lot about, like, leveraging standards across the organization as we do NDRs, and it's becoming very informative, especially as we start to launch into the budget process. And so

all of those sorts of things are good. From a key focus standpoint on the NDR, I'll talk about most of those key focuses when we get into the scorecard.

I would just kind of briefly

reference targeted recruiting. We have

what does that mean? Right? We have 43 open positions across the city right now out of seven thirty, seven forty authorized positions.

So it's a relatively low

open rate, actually.

We have out of those 43,

I would say, what I would call 20 positions that I would call that we need to target and and be a little more aggressive with.

Three of those are in Com Dev.

The remaining 17 are in public works and transportation.

I believe transportation is roughly 10 and public works is seven.

And so that's where the targeting is and that ranges when we say what are the tactics there, that ranges everything from very specific type recruiting activities for that individual position, some of those are higher level

leadership management positions.

The Director of Transportation

position is open. That's a very focused recruiting effort around that. And we've had good results with that recently with some of the recent hires.

There are roughly then eight positions,

I would say, are a little bit more closer to frontline.

Seven of those are in transportation,

one in public works. We're going to be conducting a job fair on those next week to try to get some volume of folks in the queue so that we can get

the the ball over the goal line.

Some of those positions have been open for as long as one hundred and twenty days. So they're higher priority.

And,

yeah, we're trying to we're trying a different tactic than the, you know, continuing to go after the individual positions through a need in your normal recruiting tactics. And so,

that when we get into the actual scorecard, we'll be able to kind of put some context around some of those, what I would call some weaknesses there, how that's impacting the numbers.

We've had some key midyear contract transitions on July 1. We transitioned

our curbside recycling to Waste Pro.

We also transitioned our station operations

contract to Sea Green Services.

The Waste Pro is timely. When we look at the scorecard, you'll see some weakness in that area from

our previous provider.

Elevating communications, special events,

very pleased

with,

the work that senior vice president Joe Panino has done with our director of,

of communications, Julie Breckwell. I I we have I think we have moved from here

to here

in terms

of positioning

comms within the organization. There has been a lot of intentionality

about integrating that group into every single leadership activity, senior leadership level activity that we have in the organization.

So there's there's no loss of getting comms plugged in to the various planning activities,

that we have going out throughout the organization.

That includes, you know, alignment with the legislative calendar. Sharon will talk about this. I think where we have, room for an opportunity for improvement is as we've incorporated them and integrated them and getting better visibility in the legislative calendar, how do we ensure we're getting the right level of integration with special projects and and some of the things that are going on there, major projects. And again, Sharon will talk a little bit about some of the tactics there.

Resident business services launch is on track. I won't go any deeper into that, but I I I would just say that

gamechanger,comcom

Dev transition to online permitting system,

game changer.

All three of those areas, comms,

business services launch,

and the EPL system.

Joe and Jeff will be doing

deep dives into those in the next

quarterly meeting. Both of those are in process,

special

project plans that we have in place, and we'll have some good milestone updates for those for the council in the third quarter.

So,

some of this includes

both HR and finance.

So we have codified some of our roles and delegations

to strengthen

the lines, position, and accountability.

We moved a payroll function into finance to improve the internal service delivery around paying our people.

From my perspective, there's probably no more important function than making sure our people are paid on time and the right amount,

tends to be

a problem for morale when you fail on either of those two fronts.

So we feel we've solved that problem.

We've had excellent results against our

KPI for this is zero

mistakes.

And we've been running that for approximately two months now, Don, two and a half months.

Right, a little bit longer.

We began a budget process

in early June.

We are making progress on that. We should be bringing that to you, mister mayor,

next month and then,

determining the socialization calendar around that process as well as the rest of the council being brought into communication process.

We are finalizing

the fiscal year to well, not the fiscal year, but the six month audit for 2024.

As everyone knows, we changed our fiscal year end from a June 30 to a twelvethirty one creating a transition period for six months.

It's always a lot of fun doing two budgets and two audits and two

cycles,

basically in a twelve month cycle.

But the team has responded and we are close to issuing. We expect to issue the audit,

either this week or early next week. And so that should be final from that perspective.

The project reporting, this is really,

this is more of a result of Sharon's hard work, vice president

Aizo,

over in infrastructure.

They've

gotten a bond

dashboard up and running.

She's gonna talk to the projects. This was originally under my,

area focus, but she's closer to the numbers and she's running the projects. So this makes more sense,

that this would be her.

Financial reporting,

we gave an unaudited update on the six month numbers twelvethirty onetwenty four. We did an update in the first quarter,

our update,

second quarter. One of the things we are working to finalize the key focus is to improve our monthly reporting, so that we can get back to

a cadence where we're providing monthly reporting to this body,

and then putting it back up on our website to resume that practice.

Other areas we have is so the financial forecasting that Don has talked about, I think, is really important.

We add as Don noted, we added a deputy director, to the finance position,

and his overview is budget,

planning,

grants, and procurement.

Adam comes to us from state of Indiana's Department of Health as CFO.

He, oversaw 65 people in multiple departments.

I believe you might give us a little wave, Adam. That's Adam back there.

Adam is leading the budget process. We, we welcomed him in

sixty days ago and fifty nine days ago. We put him on the budget process, and he's been a stellar

contributor to the process so far.

Adam is also in a process of standing up,

you could have called a business management review process or I'd like to call it FP and A, financial planning and analysis.

So this will be the function and finance that we don't have right now that allows us to start looking forward. So we've had some rudimentary forecasting abilities in the group before I got here, so I don't want to act like I've been at something from scratch.

But

Don challenged me, and, mister mayor, you challenged me as well,

to do a better job of looking forward.

Where are we going to land, not where have we been? And so that's what this group will do, and that's what Adam will help lead.

Next area that we're going to attack is fleet strategy, and we have

assessed our grant strategy. We're working with our consultants. We just received their recommendations

that are planned to start running through you and the rest of the group so that we can focus our efforts on grants that actually,

bring value to the city and support your strategic,

initiatives.

That's about to be the reality,

we hope.

So with that, I guess, I'll turn it or do I have the next one? No, you guys have the next one.

Top place to work.

Effectively,

most of this activity runs through your HR function. So when we talked about our new director, Tricia Redfern,

coming on board,

you can see here the list of items. We'll get into some of the KPIs. You'll see some of the progress that we've made in terms of just

getting data in place. When you look at the key focuses,

so a lot of heavy hitters there,

right? And so very appreciative of Tricia. So far when we go through these, she's not flinched, which is always a good sign,

because these are this is deepwater on a lot of these kinds of things here from an HR perspective.

So

we can transition then to our operations

dashboard,

safe, clean, reliable,

responsive. If you recall,

in the last quarterly management review, we talked about

and there's a lot of first of all, lots of data

that we're looking at that you're not seeing here that sits behind this. And so this is a very

this is definitely a presentation for this group. This is not what we review in the MBRs. This is a high level view of trying to communicate a lot of information in

a summary format here.

So

the colors

before, if you recall,

green and yellow were more of a reference of whether we actually have a KPI

in place or not.

Green represents that we have a KPI, a measurement in place now and that we're surpassing the benchmark that we have set.

Yellow

means that we have the KPI in place,

we're behind the benchmark.

Orange represents that we're still working on the KPI.

So to give you a little bit of the color coding,

when we reviewed this last time, we had over 40

I think I referenced this before, we had over 40 KPIs and we just didn't have the numbers yet.

In this presentation, we have nine

and you'll see most of those are around like certain areas that are just a little bit more difficult to capture, but we're making we're making good progress.

I would reference here on the safety,

components

We had we've talked about the broader risk management opportunity here. We had our first meeting

this afternoon with David and the operations team.

It was very helpful because part of

risk management is can be broadly, broadly defined and it can be deepwater. And so I think we needed to have a level set exactly what are we trying to bite off here because you get into business continuity, those sorts of things very quickly.

We still have a little bit of work to do there, but I was actually pleased. I think we've got some good solid processes already in place to get to tease out those kinds of things, right? Where we landed and where we feel like the most opportunity is actually coming back to the operations and from a safety and a compliance standpoint, are we leveraging this data for standards?

What's our single city scorecard around accidents and on the job injuries?

What's that telling us versus a little bit of a siloed approach here?

And then,

start seeing what that data tells us and where can we introduce some some some standards around that

and then some action potentially to mitigate risk. And so,

there'll be more to come on that, but I see this being more of a consolidated

view from a safety standpoint,

not a governance program,

not a compliance program,

but how are we going to let the data kind of leverage the data in a different way for us to get into into some

root cause process and process analysis.

Right?

Clean

is

is typically the most difficult thing to measure.

This is very inspection

observation

driven.

The team has done

very good work in terms of standing up inspection processes,

observation processes.

Having said that, I'll just tell you we're a little all over the board when it comes to our measurement systems of this.

And

some of this is leadership observations doing inspections, some of this

is having supervisors

doing checks.

And this is very cultural

as well. So we have some work to do here, but we are this is where most of the

orange was in the last meeting was in this area here. So we've made

some good progress here and we still, but we still have some work to do.

The only item I would just point out, you know, just to,

I mentioned before about some of the staffing

and targeted targeted recruiting. You can see under transportation,

mowing frequency compliance.

We have a schedule of how often right away should be mowed. You can see that we're behind

plan there. That's not staffing related even though we are, we do have some needs in that area. That's more weather related, lots of rain over the last month and a half, two months. And it's just, it is literally being able, it's greg's team being able to get to the right away in a timely fashion.

But he has a very detailed schedule and they monitor it closely. So to give you an idea of what's

what's behind that area. Is that everything that will that you love this? Yeah. Well, I didn't we didn't wanna use names, but there is an element there. And so What if you're gonna bring up a date?

Reliable is typically where organizations have the most data to begin with. So

not surprisingly, this is where from the very get go we've

had the really what I'd say the most robust data. And when you get into like root cause and those sorts of things, this is where we can typically get a little bit more

in-depth.

You see here, I think one to highlight here,

again, from a targeted recruiting standpoint, you can see

community development. Now the last time we got together, we did not have measurements on these processes. We talked about

needing to have some measurements around this, but we did not have them. The team has done some very good work in terms of putting some measurements in place and then some standards in place on how quickly we should be turning

them. And you can see their land development permit process, the planning and zoning permit process, those are,

those are not hitting the mark.

To give you an idea of volume,

Jeff, please correct me if I if I'm directionally offline here, in total number of permits,

the last month was right at almost 200.

So there's this kind of gives you an idea of the volume and we have that broken down. The team's done a great job being able to break that down discreetly into each of those processes.

The one that is the I would say the most concerning is the land development permit process time. It's what slept,

it's what slipped the most over the last three months. And this is staffing related. We have three open positions, I believe, maybe four open positions in Com Dev and three of them are associated

with this area. One's the engineer,

there's a planner of the arborist. And so,

job fair is not going to get those positions filled. That's targeted recruiting that we have to be able to go after. And that's clearly the focus there.

E p w, the mayor asked earlier, we were giving a little grief for you because why does Brian have so many measures? You know,

functionally, there's a lot going on in that area.

You've not just got CIP, but you have fleet, you have facilities, you have the water and utilities and those sorts of things. So some of it's just a function of the of the of of the functions that are the oversight of that area.

You can see that the contractor SLA recycling and yard waste pickup, as I mentioned, we transitioned from waste management to waste pro,

July 1.

This is, the second quarter MVR and there was definitely some slippage from the previous contractors

we were transitioning out.

Responsive,

yes, I think here again, this is a little bit of it can be a difficult one to sometimes measure because this gets into but this is a critical one,

because this is typically where you're getting a view of how the customer views you.

There's our view of if we're being responsive,

but what's the customer's view of us and our responsiveness? And you can see here a couple of the areas

that we we still are working on. I think, you know, what is

a great opportunity for us? I mentioned this in our last, QMR.

The stand up of business and resident services

and having most of the activity from the city coming through that area is just a tremendous opportunity

for data collection.

And and we are well on our way. I believe there,

again, I'm not gonna steal Jeff's thunder on that. There's been a lot of good work done and he'll be able to give an update on this in the next QMR.

But we are collecting data.

I believe all of the organization with the exception of water, water is the only part of the organization, and there's some elements of finance and the business services side

that all the other organizations have already transitioned in, in terms of the management

of

the function. And so we're getting good data out of that and we just have to continue to focus in on how we get the right customer touch points and feedback.

That will have to that's going to be a work in progress. If I could just on the financial services side,

we have begun transitioning them into the same system that Jeff is using for the rest of the city. So we're going to have the same data tracking and same statistics performance, and,

we will be able to develop a a benchmark

based on analysis of what we're currently doing versus what

our cousin we get feedback calls, we we monitor them, we listen to them, and we'll use that to inform what our KPI should be,

for people who are calling in because they're basically calling into the same same number, same process now. Whereas two months ago, they were calling into a different phone system.

Will

Last item on this scorecard just to hit on briefly kind of going back to transportation,

percent roadway service tickets resolved within benchmark

potholes,

things that are showing up

with transportation and those kinds of tickets.

You can see we're a little behind in that area as well. Again, weather related

weather related.

So,

so, yeah, that is the that is the operation scorecard. When we when we start looking then at the support services, finance IT,

IT, HR,

I would, you know, I would point out to a couple of things. First of all, over on the HR side,

that

almost all of those metrics were yellow. The last time that we got together, we really we didn't have a lot of data in terms of the internal service provision.

We have this information now.

We talked before about recruiting average time to fill just to give you a data point. We're sitting right now at about sixty three days on

average.

We don't have that many open positions.

So, you know, it's not a high turnover environment, but when we do have open positions, it's taking us a while to get them filled, which creates stress in a different way, either in service delivery or an overtime.

So,

but very manageable. You know, this isn't like an oh my gosh, you know, but this is one of these things that we do need to get after now that we're getting better visibility to the data and just better support for the operations in terms of how we go about this. Right.

And then I'd also saw a lot of just really solid work there,

from the HR team and Tricia

Bill mentioned this, but I just wanted to say it again. I think, you know, the very first thing that you have from a service, internal service provision is are we paying our people on time?

And when you don't, that is a major problem.

I think we've to your point, we have had, I think, two since we transitioned it over to finance. And so

it's been a very solid transition and a lot of good work because there was a lot of detailed process that went into making sure that, that happened. There was a lot of noise behind the scenes. And to be clear on those particular two, so

before we transitioned over, there were other problems that were not anticipated, but those two were known in advance

and our measure is manual checks because typically you don't need to issue a manual check when something went wrong. But in both of those cases, they had unique circumstances, and we knew we were gonna be issuing manual checks.

So

kinda like the weather situation with transportation

and and, mowing,

we anticipated these problems because of a couple unique

arrangements.

We still want to get it down to zero. We feel that ADP should be able to handle these ADP implementation is never,

just a one time process. It's a continuous

iteration.

But, yeah, I just want to kind of clarify those two that we had.

Yeah.

My turn. She's got the microphone.

Okay.

So,

this is the, overview of the financial, position of the city, as it relates to budget versus actual.

One of the challenges that we originally had in the first quarter, in assessing budget versus actual

was we had not actually formally calendarized the budget. So as you can imagine, revenues and expenditures,

do not come in onetwelve

per month for the twelve months of the year.

So we've had to spend some time doing some regression analysis, doing some look back on past history,

what is the shape and curve of our revenue collections, what's the shape and curve of some of our expenditures

and build that into,

what we present for the six month portion of the budget.

In the area of revenue,

we're about $1,000,000 ahead of property taxes,

about a half million dollars ahead of sales taxes. We have actually come in

higher than budget on each month of sales taxes, our retail sales.

Work a little funny in a way it trickles through the state and to the county to us, but on balance is indicative of fairly strong economy in the Fulton County, particularly North Fulton County.

There's also been an increase in car sales,

some of the tariff centers, some people are trying to rush into car sales, but we're benefiting from that.

And as trade deals are executed

with Japan, EU and other countries that are car producers,

we will probably see that the impact of tariffs will not be as bad as previously expected.

But don't hold me to that yet. It could still change.

Business tax revenues, that's essentially a rounding error,

on the budget number and the actual number to result in a difference

of about $100,000

we're on track there and we feel positive that we will continue

to stay on track. And other revenues are hotel tax and rental car tax, various other components

that comprise

a large number of small items and

in essence is also an indicator of economic strength in the city.

So we are over

budget on revenues by $1,600,000

for the six month period.

In the operating in the expenditures area,

our salaries and benefits are approximately $600,000

better than budget.

This has been a

focused effort by our particularly our operating departments, but also our support services

of managing the timing of when we fill vacancy savings. So there were some intentional vacancy savings built into the budget,

people that were 75%

funded, 25% funded, so forth.

And there's been intentionality

of actually waiting until that position becomes funded before we fill it. Whereas maybe in years past, we would fill it based on opportunity,

we're not doing that. Also as we do have some turnover, we don't have a lot of turnover,

but we do have some turnover. There's some intentionality around filling those places as well. On the operating side, what we're seeing is that our operators,

are being disciplined

in their costs and management of their contracts and their supplies,

and that's showing up in these numbers.

The transfers and other is basically flat.

So that results in a total expenditure savings against budget of $1,200,000

which puts us net ahead

for the six month period of approximately $2,800,000

or almost $3,000,000

to sort of close out this discussion,

we are now halfway through the fiscal year.

Clearly, the city is ahead of plan based on strong revenues

and well managed expenditures.

We have a forecasting process that we've implemented. So we have a view to where we think we'll finish to year end.

It's not going to be as high as the $2,800,000

but it will be a surplus.

By the time we get to the third quarter, I should have more certainty

and in a position to present what that surplus looks like and what the source of that surplus would be

on a forecast basis as well as a year to date basis.

So that's the enhanced financial forecasting function that we talked about early on strategic objectives. We hope to have that finalized for the third quarter.

I would like to add

that these results are unaudited, so there's small chance that they could change, but

the former auditor meets feels compelled to say that.

And then I think so before we flip to the slide,

it's important to know that we change fiscal years, right? And everybody in this room knows that, but it's important to also note the effect of that change in fiscal year has on the timing of revenue recognition in particular.

So as of June 30 year end,

we picked up all of our revenue in the second fiscal quarter

and then we can manage to working that revenue off, so to speak, as we incurred expenditures.

Under a calendar fiscal year, we have a lot of benefits on the calendar fiscal year end. It helps us in raising money, it helps us managing

forecast, it helps us sync up with our business community,

But our big revenue event, the property tax collection takes place in the fourth quarter.

So on a year to date basis,

our budget was $12,800,000

negative because we were not we didn't have the current cash receipts from property taxes that we might have had in previous years. However, on an actual basis, we came in at depths of $10,000,000

which is that $2,800,000

improvement.

I'm using that to set the stage.

Our cash position is down

on the unrestricted cash flow approximately $20,000,000

Some of that is managing liabilities and some of that is waiting for the property tax collection that comes in the fourth quarter.

So we do expect our unrestricted cash balance

to

return to December 31 levels

as we collect those property taxes in the fourth quarter of this year. We do not expect major changes in restricted cash balances.

And then for those who are wondering, hey, didn't we just do a big second tranche of pulling a bunch of money, that's outside of the general fund cash balance, that's in a restricted account

that gets activated once Sharon starts building projects and we start improving the parks and recreation. So you won't see that cash on this page.

Glad to take questions now or wait to the end.

Sales. Thank you, Mr. Knight. One quick question. Would you please add a balance sheet to your presentation for next quarter?

I'll do my best.

Okay.

Balance sheet

and so

I don't mean to be

disrespectful in any way, but our balance sheet is comprised of more than a dozen funds.

So I could work on a general fund balance sheet. Yeah. That's fine. But that's

half of the the Citi balance sheet. Right? So Let's talk about because liquidity is on the balance sheet and and and,

solvency and those questions that people seem to be raising for stupid reasons. But, I I would I would like to point some of those things out. So do you mind talking a little bit about the solvency

of the company? Obviously, you know, if you had 06/30/2024,

it's probably gonna be

less than 06/30/2025.

Right? So you're one one quarter back.

It's so it's same same. What would that look like? So I think our best measure of solvency at the general fund level is the,

unrestricted

fund balance,

right? Think of in terms of corporate balance sheet, that's our unrestricted retained earnings.

That's the

net benefit that has fallen to the bottom line of government operations over the years,

plus the way we manage our investments for for earnings during the pre spent period.

I believe that number is approximately

$31,000,000

$32,000,000

right now. It went up from twelvethirty one

I'm sorry, that is number as of twelvethirty onetwenty four audit.

And that went up from the 06/30/2024

audit,

as we continue to

manage our resources.

I think the best indicator of our solvency though, probably beyond fund balance is what Moody's and S and P said.

Sorry, I meant Mark. What Moody and S and P came back with? Borrowing capacity.

Not just our borrowing capacity, but our rating.

So they look at our borrowing capacity, they look at our financial management, they look at our results.

We got rerated

in June for the bond offering that we just recently completed,

and the AAA rating was confirmed by both agencies.

So they look at fund balance, they look at time to pay, they look at quality of financial reporting,

they look at budgeting practices.

There's a rubric that they walk through plus an interview with myself

and our financial advisor,

and our bond counsel

lowest

cost of capital to lend you money.

And I think that's the best barometer of our financial health.

Because these are smart institutions, and they are not gonna lend us money

at the lowest cost of capital just because.

So to summarize, our our liquidity is where it needs to be this time of year, and it's on track to exceed prior years. And our solvency is

certified by the marketplace

with a triple a rating.

And and we so based on and based on Georgia law, we are using less than 10% of our borrowing capacity right now. Yeah. Okay. Thank you.

Thank you, Councilwoman Bricels.

All right.

So as you recall, we introduced

the top priorities, the mayor's top priorities at the beginning of the year. This is you can see the list here. Again, we will cover some of these in the third quarter.

The

definitely, the

the established differentiated experience for resident business services experience, the elevated

elevate communications and special events.

I would expect slowdown in Roswell will be part of the update in the next quarter as well.

So we'll and then we're revitalizing the brand. That's clearly in the hopper also. So I would expect we'll go a little less on the operations numbers on the on the next meeting and a little bit more in-depth on some of the top priorities as we start to close out the year because at that point, we're really in the home stretch. You know, and I think we wanna we wanna be getting towards the results side of it. For tonight, we'll be,

senior vice president Jeff Levin will be going through the transformational economic development, which is the his normally normal quarterly report.

And I would just say before we

because we'll

move, then they can come up. Right?

If there are any questions though before we get up and leave, I know,

council member, as well as you had one for for Bill, but if there are other ones,

probably a good time right now to transition. And if you have any questions for for me on any of the material here

or if we've completely just

overwhelmed you with numbers and and colors and those sorts of things. So,

if not,

very much appreciate your time. And I would just, I would like to say in closing,

really appreciate the staff,

a lot of a lot of good work,

in the midst of again, all the projects being pushed,

underlying structure, underlying process.

One of the things we're working on is developing stronger analytical skills, you know, in the organization. We do not have deep skills from an analytics standpoint. And so when we're talking about KPIs and the numbers and those sorts of things, falls on the operator typically. And so,

as a lot of things

can sometimes fall on the operator. So I just appreciate

the energy and the work that the team is doing to get us in a better place. So thank you all tonight for letting this report out. Thank you, mister Stevens. Thank you, mister Gothel.

Alright.

Senior vice president, Jeff Leatherman, as he positions himself for his portion of the presentation.

Welcome, sir.

Thank you, and thank you for the opportunity. And I just wanna

echo mister Stevens and mister Godshall's commentary

and and thank, obviously, the mayor and council for an opportunity,

every quarter just to pause for a minute and talk about the good work that we are doing as part of the city. It's not every it's not often that

in the different cities and counties that I've worked in that we've spent time in a setting like this on a quarterly basis,

just to pause and have a check-in, not only with our goals and objectives, but also with the progress that the organization

is making. Usually, you only see it kind of one time in a budget process,

and sometimes it gets missed or glossed over because of the volume of information that you're dealing with in a budget process. So

thanks for carving out the time to do that today.

As we talk about economic development, and I'll continue to come back to this slide,

as we think about our goals and objectives of what we set out in July 2024

when we really launched, okay, where are we headed from an economic development perspective. And I think it's important

to talk about growth and growth

pressure.

First and foremost is

that

we are not on an island

here in the city of Roswell. We have pressure around us from the Metro Atlanta region,

from transportation, from other communities growing. And so we have to be intentional about how we want to continue

to grow and evolve and improve our community while protecting the things that we love,

about our community. And there's,

a tremendous,

I would say, pleasure and opportunity to live here in the city of Roswell, but we also have to recognize that we're part of a larger region. And our economic development strategy starts to take in that reality

of what are the marketplace pressures that we're going to experience,

what I'll say in some of our do nothing alternatives, if we were to continue to do nothing about economic development, we would still see economic development in our community. And is that something that we want? Is it something that we potentially don't want? And part of our economic development strategy is to define what do we want our community to be in fifteen, twenty and thirty years down the road. So while we talk about growth and prioritizing where we want to go, part of that is about the larger strategy. We also want balance shifting and diversifying the tax base, We talked a lot about revenue just a moment ago.

And how do we leverage the 16%, 17%, 18% of our commercial property here in the City Of Roswell

from an economic development perspective?

And as we choose economic development on a relatively small percentage base of

our community as a whole and our percentages of our community as a whole, there's a kind of an equal vote that happens and that's about protecting our neighborhoods and protecting our communities and continuing to keep them safe like our Chiefs

do on a day to day basis. And so I don't want that to also get lost in this conversation that while we're talking about economic development, we're also talking about the value that our neighborhoods bring to our community

and how we're working with them and continuing to protect them and what they do here for the city. We'll talk about brand in Q3, but that's really important as we start to think about what is the city headed, where we're positioning ourselves in the marketplace

and integrating all of that together in our goals and objectives,

optimizing

and enhancing our infrastructure for capacity of growth.

As you'll hear us talk about and you'll hear more and more in our comprehensive growth plan for 02/1945,

it is that identification

of what is our capacity here in the city of Roswell and our targeted areas for growth, what can it support, what do we need to invest in and how do we prioritize those investments. And

as our Director often says, Ms. Alexander, is that we're stitching together all of our plans, so transportation,

parks and recreation,

other infrastructure plans, and aligning that behind our economic development strategy, and that will be a significant focus of what we're working on in our comprehensive plan, and then align and innovate and continue to evolve the city as we move forward with all of those other goals

that we have established and will continue to establish.

So we think about our goals for 2025,

Hill Street Land Exchange agreement, Hill Street transaction and closeout, all coming in the 2025.

The Roswell development finance finance program, you heard last night.

Working through the TAD strategy, we had a cleanup item of the TAD strategy last night at council. But the next step is really about our policies. How are we implementing

the tax allocation district in our community in and around our

economic development priorities. And then as I mentioned earlier, that fully integrated comprehensive plan with economic development strategy,

that includes business plans for each of our nodes as we're moving forward. That's including our financial projections of those nodes, what will they transition into and what our focus is.

We also think about our white glove service program, how are we helping and supporting the types of projects that we want in our community and facilitating that between economic development and community development. And both Michelle and Daryl are already working on that program and how do we facilitate the right types of projects through our processes quickly and efficiently.

Thinking about economic development incentives and policy updates, what types of incentives do we want to provide? How is that integrated in with our impact fee assessment that is happening right now,

and then project tracking, not only the projects that we're working on, but what are the projects that are coming in to the city

as part of just the natural

economic movements in and around our community. As we continue to

attract businesses, there are going to be some that are going to cause to relocate just because Roswell is the right place for them and the right place to do business. It's got the right employer mix, it's it's got the right commercial mix.

And so how do we have a lens into all of that? And that is a piece that we are working on in quarter three and quarter four.

Again, comprehensive plan alignment

and our quarterly reporting framework as we hope to continue to improve this conversation

each quarter with better data, better information

as it relates to our goals and objectives.

Just wanted to capture a little bit of the tools and resources, and I think this is important. This goes a little bit before 2025.

And I think it's important that we've had to build a number of building blocks in order to

incentivize economic development here in our community. The Roswell Development Authority is one of those building blocks that we created or activated.

It was available to us, wasn't activated, and we did in the last couple of years. The tax allocation district

also is something that was recently activated here in our community,

which was really important to us that we could start to target specific investments in and around our commercial corridors,

recognizing that we're taking a tax increment

from our general fund and we're focusing it into the economic development priorities. And so that is a significant lift that was done in the last year and we'll be working on the policies around that

in the next quarter and really the next two quarters

on how we can invest in the ways that we will invest in our neighborhood or in our community and in our commercial areas.

And then the Roswell Public Financing Authority, the PFA, and you'll hear us talk more about that.

Our recent park acquisition, which is

the Spruill property up on Hartscrabble,

is using the Public Facilities Authority in order to acquire that yet another tool that we're using

as part of our comprehensive approach to not only economic development, but also protecting and enhancing our neighborhoods.

And in progress, as I said earlier, tax allocation district policies, the the Roswell development finance program, which was initiated last night with the first reading,

development of incentive policies, again, the 2045 comp plan and impact fee assessments, all currently in progress as tools that we will be using for for our economic development strategy. So a lot of work. I appreciate Daryl and his leadership in this area

as we continue to move forward.

As a reminder, as we start to get into projects that we are actively working as part of our

economic development

strategy,

they move through a system

of origination

and deal structure

implementation to completion

and, of course, celebration

at the end. As we're successful, we want to make sure that we're celebrating not only the project, but also the team and the people, of course, the mayor and council, sure that we're celebrating not only the project, but also the team and the people, of course, the mayor and council that are involved,

in those projects that we have our hands on.

And I will say probably the most challenging thing that we have is the time and and in some case, the analysis that it takes to get the project right in origination. And that is a discipline that we're continuing to grow and develop and improve.

And far too often, sometimes we will have projects that will come out of origination into this deal structure, but but they don't have the financing to be successful. They don't have the right capital stack to be successful.

And so we have reinvented the discipline around origination

to understand the financing of programs, understanding the deal structure of programs

of projects, so that as we move into the deal structure, we are using the city resources and the city time and in the most comprehensive way on projects that are real.

And we've seen examples of that in our community in some cases, but in others of making sure that the project has the opportunity to be successful. I think as council member Sells often reminds me and reminds us that, you know, success in the deal structure, there's always risk, in the deal structure and in the documentation and even into implementation. And still the until the shovel really hits the ground, we need to manage that risk as best as possible.

And everybody gets a vote in that process.

But the more work we can do upfront in the origination starts to minimize that risk as we move through the process.

Just wanted to talk about a couple of active projects

that we have moving forward. We are continuing to work on site locations with United Soccer League that is negotiations in progress. So we won't talk much detail about that, but that is an active project continuing to look at how are we developing a transformational

mixed use development here in the city of Roswell.

Mansell Overlook is a priority corridor for us off of Mansell.

We've got office space there and a very great partner looking for redevelopment in and around their space. The West Gateway, which was formerly the West Alley project,

that's going through some rework right now. That's part of our

negotiation

process.

I think the council is mostly aware of kind of the work that we're doing there. Chambray Hotel, we're still excited and hopeful that that project moves, and

we think that perhaps our Roswell development finance program can help that along, but we're working on capital. As we talk about capital

and understanding the deal structure, that is one of those that we're getting more and more clarity on. Riverwalk,

Mixed Medical is on the East side of town, and then the Roswell Town Center, the corner of Highway 9 and Holcomb Bridge Road as priority projects that are in that origination

phase, early, early in the process.

So we think about deal structure and closer to implementation, Hill Street as we've continued to talk over time. Hill Street is the closest one that we have,

from a large scale project that is moving on time and on schedule. You'll see some more details about that in the following slides.

But we just got done meeting with, the Downtown Development Authority. They have approved,

areas in which they're responsible for within this deal structure, primarily around the parking deck, around our townhome pads and the Downtown Development Authority continues to be our lead

entity as it relates to that project and we are working with them hand in hand on moving that project forward

to its completion.

Again, target date in October, end of the year as we continue to look forward to the future.

The tax allocation district, I've touched on. PBS Aerospace,

another great just example of companies looking to relocate here in the City Of Roswell because the time is right, but also the services are right and the strategy is right. And then continuing to work on the Public Safety Center, Sharon will talk a little bit about what's happening there at the Public Safety Center, but that did start as part of our economic development strategy of how we potentially could purchase

that for future use. We've got a great deal on that project. And again, Sharon will cover that as part of her commentary and projects. Just wanted to cover Hill Street. The land exchange agreement, as a reminder, was executed back in April.

The townhome builder,

RFP was released along with the construction manager at risk was released in June. Since we're talking about the second quarter and the third quarter, those were successfully awarded.

That was last week. And so we are moving on

time and on schedule with the RFP selection deadline

of eightone.

On the Roswell Development Finance program, we're working through the details of that. Again, we talked about that last night at your council meeting. So continuing on time, on schedule with our goals and objectives as it relates to those milestones,

that will go over to the RDA for their review and then we'll come back to council at the August as we finalize

the second reading of that program

and supporting hotels specifically as part of that program.

And again, the tax allocation district, we talked about the TAD. We have some additional work that we want we need to do with both the county and the school board as we think about applications and their involvement.

And so that will be happening in quarter two and quarter three. But we have the framework of the TAD and the policies in place, which then facilitates the negotiations

with those entities moving forward. So again, thanks to the team, both on the Sears side as well as Daryl. Our legal team has been heavily involved in all of these projects along with others in the city. And this is truly a team effort. It takes community development. It takes our infrastructure team, our operating team, all to be focused on economic development and the right tools that we need to move these projects forward.

As it relates specifically to the SERE work that we're doing right now in quarter two, these are the three new or excuse me, four new scopes of work as it relates to real estate negotiations on our mixed use development,

financial analysis on the mixed use development,

our branding initiative, which we touched on earlier and we'll have a report back on quarter three, and then the West Alley Hotel, which is

now called the West Gateway, and we're rebranding that project as we move through

the new, I would say, iterations and vision for where that project is headed and the scale of that project.

Just wanted to highlight this is a grid that you saw in the last quarterly report. The areas that I've highlighted here in yellow, those are scopes that were entered into and most of the time in 2024,

we're about we've exhausted the vast majority of those scopes and anticipate exhausting them in quarter the '3.

So those will start to drop off of

this report as we start to work from twenty twenty five quarter one, quarter two and quarter three. Just wanted to have them here for visibility

in case there's any questions related to them, and then you have our new scopes that we've entered into

over the last couple of months in this quarter.

And then as you think about the contract balance, I know there's a lot of conversations around the $2,000,000 contract balance and what that means. This is

reporting out in quarter two the contract balance that is remaining

for this current year.

I'm about ready to transition over to our infrastructure team with Ms. Izzo, but I will stop there for any questions that you may have as it relates to our quarterly report.

And looking forward to Hill Street, I've touched on all of these items, so I won't repeat myself again, but looking forward to quarter three and continue

to report back to any questions that you may have. Any questions for Senior Vice President, Leatherman?

All right. Seeing none, we will welcome

Senior Vice President,

Aizo.

Okay.

Thank you, everybody. As we move into to our

two,

best for last, the projects, which we,

you know, I'm always excited about. I know you guys are too.

What I'm gonna show you is all of our construction

design projects all in one place. I don't know that we've done that.

There are 52 projects in all. I will not

talk about all of them. I'll touch on a number of them. Happy to talk about any ones that you wanna talk about in detail.

Directors Watson and Nicholas are, here in the back of the room, and they'll be great to add and to, to be able to have here to dive into any details if we wanna go there.

I wanna start by telling you that we have moved to

a project management approach where we now have a steering committee where monthly we are doing a review of all of these projects,

the ones that are being managed out of EPW and the ones that are being managed out of transportation.

It allows us to look at the scope, the schedule, the budgets,

to identify any risks to the project execution and delivery,

and to talk about the issues. It gives us a chance to identify,

areas that need decision making, and it's been a really, really good process

similar to the MBR process that we've been working through in operations.

We are we are continuing to evolve and fine tune it.

I do think it's been really, really helpful. We've been able to share those reports with council member Morflin, who has the responsibility and the liaison responsibility for the parks projects,

and then council member Beeson, who has the responsibility

for all other CIP projects.

As we were reviewing this earlier today,

I was I was reminded that a graphic on what the project process looks like would be helpful. And wouldn't it be great if I could get that pulled together for this afternoon?

I will tell you that my new accessory is making it extraordinarily difficult.

Me and Chat GPT talked for a while,

got close, but found out that Chat GPT doesn't fill out the edges, and I think that's to kinda make it look like it was ChatGPT.

So I gave up.

So I'll just start with this, that that we go through a process in the initiation of identifying what the project scope is going to be, and then we move into the predesign process, which includes a lot of field work,

survey work, geotechnical work,

to get a sense for what the property

characteristics

are, and then we'll move into the design process.

Once we get to the end of design, we move into procurement,

which takes

typically about three months, two to four months, depending on the complexity of the project and the type of procurement we go through. And then lastly, we move into construction. So that's the overview. Someday there'll be a pretty graphic, but I'll have to get my hand back to do that.

Okay. So we'll start with bond question number one, which were the recreation and parks projects. We have seven active projects right now.

East Roswell Park is the dog the dog park project. We're getting close to completion there,

and expect to be done with that in the fall. So we'll be able to have a ribbon cutting. That project is going very well.

Grimes Bridge Park is, going to be going out to bid here shortly.

Those are new artificial turf fields that we're going to be installing, and there'll be regulation size, which will allow our teams to compete,

at the levels that they that they desire to. And I will honestly say as a parent who spent a lot of time on those fields, I'm sure the rest of the parents can't wait that have kids playing there. So I mean, it's gonna be a really nice addition,

to our program.

Riverside Park is getting ready to go out to,

go go out to construction as well. We've got that ready. That's actually

already out to bid, so that'll be moving very quickly here back into your court to approve a contractor selection.

And that is a very large

improvement project for Riverside Park. It's, basically the jewel as I understand it.

It's going to be a significant,

movement toward the vision for the River Parks master plan down along the river.

I just wanna remind you that we have completed a number of projects,

in this bond question.

We have, replaced nine artificial fields,

in East Roswell Park, Roswellerie Park, and Groveway Park.

Those were some of the projects you saw early because those were things that we were able to move very quickly on, get those out into procurement, and get contractors out on those fields. So those have all been completed.

We've completed the Big Creek

Park Boardwalk project,

and then we also did a,

a renovation over at Dobbs for our parks headquarters that was,

very needed and and

very much appreciated.

And then we did some work, out of the Woodstock Soccer Complex doing some feasibility

on what,

the future of fields would look like there.

The other piece of this question one is the pedestrian connectivity piece, which actually is being managed by our, transportation team.

You'll recently see that we have started construction out at King Road and Hardscrabble on two multiuse trail,

components that are being funded through the bond. And I should actually say I should've said initially, I'm gonna share these to you with you the way they're funded. So you're gonna see these. There's there's a bunch of different,

funding sources. So that's the way we've grouped them. And I've also listed them based on when they're gonna go go to construction. So if there's a chronological

piece to this, so hopefully that helps as far as how we've sorted these.

Also just wanna mention there's a couple, for instance, like Norcross and UT, you'll see that there's, the schedule there is to be determined.

The reason for that is that mut is actually connected to the Norcross Bridge.

We have put that in for federal funding.

So until we know what the timeline is there, we'll wait to, establish a timeline for the multi use trail. So that's that's what's going on there.

Bond question number two is public safety. We have six active projects there.

Probably the one that's that's most noteworthy is the work we're doing in our public safety headquarters over at Summit.

That was a building that we purchased,

at a significantly

discounted price.

Initially, we had thought we were gonna go ahead and build a public safety

headquarters, and truthfully,

the the dollars associated with that were absolutely staggering in addition to the time. And so we took advantage of a,

office building that was available here in the city,

and and really struck an amazing deal,

for the city. And we have been working at just

a lightning clip to get our, police,

forces moved over there. And I'm happy to report

that, we had initially said that we were going to start moving police over there into their,

into those offices in September.

And we already have,

the I mean, look at the chief here. We've got two divisions of detectives

and our uniform patrol

all reporting out of there, and uniform patrol was actually reporting out of there April 30.

And yes. So we were able to get them in in April.

And then we have now gotten two divisions of detectives, and everybody else is very close behind. So we feel very confident we'll have everybody in there by September.

And then we'll move on to the First Floor where there's some significant work that needs to be done, and then we have some work we need to do outside the building to get it completely ready, for police to fully occupy by the end of the year. But it's going extraordinarily well.

We picked we we signed up to an extraordinarily tight budget,

and a tight timeline, and the team has just been doing a phenomenal job. So super proud of them and also really excited about what our location there is,

doing as far as influencing the surrounding area. You see that the La Quinta Hotel is under a significant renovation,

and there are some, really good economic opportunities that are that are percolating over there. So I think it's it's a really, really good story for the city.

In addition to that, we have our traffic preemption,

program that has started to go live.

As you recall, that was the,

the technology that we decided,

that that would make sense to put into our traffic signals to allow

our, units communicate with the signals and turn those signals green as they're responding

to, an event.

That basically came out of some some work that we did to look at the fire stations that we had and see if there was a way to hold the number of fire stations as opposed to adding an additional one. And what we found was this technology would allow us to do that. So we put bond dollars toward that.

About half of those signals are already working because they're under our control.

The other half are under g dot's control, and we're working through the permitting process with them.

And, I understand that there was some news coverage on that just last week, so very excited about that.

The other one I'll mention right now is Fire Station 27

on the East Side.

That project is getting that that that project is getting very close to procurement. So we're just about finished with design,

and we'll be moving into procurement and be able to move into construction this fall.

I gotta keep up with my notes because there's a lot of projects here.

Downtown Parking Deck. I don't need any notes for this one.

So the downtown parking deck, you see that the fencing is going up. We have the contractor on-site. They got, on-site in July,

July 28 to be exact, and they're gonna be moving forward over the next few weeks with demolishing,

some of those existing buildings out there except for the Masonic Lodge, which will be protected

during this construction process.

And then they'll also be moving forward with removing the trees that are, that need to be removed in order for us to construct the deck.

That project's going terrifically well. We're getting started here, and we anticipate being ready

for substantial completion next summer.

Moving into some projects that the CIP team is managing that are non bond funding projects, there are four active projects there. The one that I want to talk about with you today is the resident and business services.

That's the remodel that we're doing downstairs of City Hall to provide a home for this customer service team that is basically

completely changing the way our residents interact with City Hall

and centralizing

communications

so that people have one number to call. And we have a group of folks that are trained to respond to the majority of those requests. And then they have escalation

paths to get

get get our residents and our businesses connected to the right person in city hall. You see that,

very pretty or unpretty,

drywall,

that was put up,

in the, adjacent to the entrance there. That's basically there's amazing things happening behind that drywall, and it's not gonna stay there.

There's gonna be some changes there too, and we're gonna be able to reveal that here really soon. We're gonna have a great party downstairs,

here in a few months, and Jeff's gonna tell you more about that here shortly.

Also just wanna mention that the Spool Park property that we're, acquiring,

we're already working with,

our vendors to get proposals to do survey work out there so that we can get out there. It's that predesigned piece. What's going on in that property? What can we do? The first thing we need to know is,

topographic survey and get some of that field data back here so we can start

bringing that to you and and making some decisions. So that work has already started.

Next one I'm gonna get to are the transportation projects, T Splas one. So in there, we have the two phases of Big Creek and then also our Southern Gateway Project.

The Gateway Project is expected to be moving forward into construction in '28.

Big Creek phase one is already under construction, and we are quickly getting into the to the, right away phase of Big Creek phase two, which will start to make that very, very real. I did have a question about the gap between the end of construction of phase one and the beginning of construction in phase two. And just wanted to point out that right now, we're allowing the,

construction phase of phase two to be led somewhat by GDOT.

We need them to get their bridge across 400 in. We don't wanna get too far in front of them. So we're working very closely

with their team to understand where that construction will be slotted so that we're making the right decisions on our side for phase two.

TSplash

tSplash

two is 11 active projects.

Ones that we'll mention today

are the Woodstock Multi Use Trail phase one.

That's going into construction,

here this fall very soon, and it'll be completed in '26.

We also, right behind that, have the Riverside Road improvements,

that are in design and right away currently, and we should be getting underway early next year with that one.

And then the last one I'll mention is the Pine Grove Road corridor.

Lots of work going on there with the design team. We're getting ready. We're getting 60% drawings in next month, which will allow us to move into right away, which will get us started as early as possible in 2026

with that construction project. As you recall, that that has been separated into a couple of phases. We have the two roundabouts

and the, the first the first phase one a, and I'm gonna look at Greg, is the roundabout and then all the multi use trail heading up to Mimosa.

And then the, one b is the second roundabout, and then phase two will be all the work in between. So that is just an absolutely fabulous project, gonna be a total game changer for the

city,

and great work is happening on that right now.

Then we have the second page of t splash two,

another set of projects there. Just again, these are a little further out, so I'm not gonna touch on those tonight.

And then we have a number of projects,

that Ardot is working on that had been funded through capital. There's 13 active projects there. The one that is,

most

imminent right now is the Nesbitt Ferry, Nesbitt Lakes Drive intersection.

We're just waiting on delivery of that mast arm. Our folks have been out there doing, electrical work and other activity and doing everything they can to be as ready as possible so that when that mast arm arrives, it'll be able to go right in. So we anticipate

that,

that happening

here in August.

We also are going to be initiating our 2025

resurfacing program. A contractor is telling us he's gonna be in Roswell in September,

and then also the Coleman Road sidewalk project will be starting here in the '25.

Okay. And then here's the rest of the list of capital. You'll see a number of these toward the bottom of the list have TBD on them. And, basically, what that's telling us is that funding for the initial phases of the project have been approved.

And when we get into the construction phase, we'll need to identify

funding. But some of these, there are potential opportunities

for grants and other manners of funding these. So these are some of the things we'll be watching a little bit further out.

The last thing I wanna touch on a little bit is the communication piece.

One of the things we've really benefited from is having council member Beeson being our liaison,

to the project delivery and the execution because she's also involved in the elevation of communications as a whole in the city. So some of the things that we're trying are a little different ways of communicating with folks. For instance, out at the parking deck, in addition to the fencing, you're gonna see a scrim, which is that covering, that screening

that'll be installed here probably in the next week or so right before the groundbreaking on August 7.

The scrim is actually gonna have an image of the parking deck, so anyone driving by will say, hey. That's a parking deck, so that must be what they're building there. And then there'll also be a QR code that's available there

along with that the the project is coming in summer twenty six. So they'll immediately know that's what's being built. This is what is coming, and there's a QR code if I'm really interested.

And the intention with the QR code is to provide timely relevant

updates via that QR

code through comms and then also the contractor we're working with Winter. Their marketing team is gonna help to support that content as well. And we're hoping that that's gonna make,

folks understand what's going on, a little bit of updates, drone footage.

We're gonna play around with it and see what's most effective, but, hopefully, that's something we're gonna be able to employ in other parts of the city on other projects.

Additionally, we had a neighborhood preconstruction

meeting the week before the contractor was going to,

arrive and start rolling in equipment and fencing.

And we invited,

the neighbors, the businesses. Roswell Inc did a great job helping us to get in touch with a lot of folks very, very quickly.

And I think it was really, really effective so that we basically said, hey. We understand we're coming into your neighborhood.

We understand we're gonna be disruptive.

We would just want you to know what's going on, have the information,

make sure that folks had a phone number and a person to call if they had a concern.

And I think it was really, really well received. So we're working on, the best way to interact with the community. We also are working on looking at our dashboards right now as as you're seeing all of these in one place. Right now, we're tracking them in three different places

or, on the website. And we understand that that's clunky, so it's something we're working on. If if there's we can streamline our dashboard. So there's a lot of attention being given in the communications

piece of it. And lastly,

the the last thing I wanna mention to you is we also recognize that you as elected officials,

oftentimes go through the approval process. We'll award a contract to a contractor,

but then we're dropping the ball and not getting the information back to you as to when we're gonna be on the property,

equipment hitting, fencing going up. And and a number of months can go by, and and we we've all moved on and we lose track of it a little bit. So one of the things we're doing is building out a tab in our legislative calendar

to start tracking that for you and find a way to communicate that to you. So,

open to any of your suggestions, but I I feel like we're headed in the right way and,

really excited to have all of this in one place for you and and continue to be able to inform you. Happy to take any questions.

Thank you, senior vice president. I so yes. Council member Beeson.

Not a question, but a comment. I want to give props to council member Hall on this grim concept because that came out of our,

retreat, was that she wanted to be able to communicate the project concept on the sign. We're just making sure that it actually happens. So, yes, that came from council member Hall.

Alright. Thank you.

Any other questions or comments,

for

for senior vice president Niso?

Seeing

none. Alright. Thank you. Thank you to the team, the entirety of the team,

for the quarterly management review.

A lot of work, a lot of progress,

some areas,

we still have a lot to accomplish.

But,

overall, I think the momentum is solid and the state of the city as well.

Alright.

One item,

that, one item that I neglected to mention at the outset and both senior vice president Letterman and Eizo mentioned was the Spruill property, the 25 acres that the city

acquired.

With your indulgence and approval, I would like to

add an item to the committee agenda, just a two or three minute,

brief description,

because it will be necessary for there to be an IGA with the Public Facilities Authority.

And so wanted to, have a brief discussion about that this evening if you are if the committee is

in agreement.

Motion by council or I'm sorry. Mayor Wilson.

So according to your

statement, I make that motion, Randy. Alright. Thank you. Thank you, mayor Wilson. Motion by mayor Wilson,

second by council member Johnson.

Any discussion?

All in favor?

Alright. Thank you. We'll add that to the end of the agenda. Thank you very much for,

allowing that, addition.

Alright.

The next item on the agenda, item number three

is consideration for the mayor indoor city administrator to execute an agreement

regarding pavement repair with the Crabapple Oaks Residents Association Incorporated and approved

associated budget amendment

that will be presented by,

both mister Nicholas and,

deputy

legal officer,

mister Cusack, who wears a number of hats with the city.

Yes. Yes.

Alright. Good evening. Thank you, mister Knighton.

So the Crabapple Oaks

Residents Association,

the HOA informed the city of Roswell,

that the subdivision developer did not complete the pavement work in the newest phase of the Crabapple Oaks subdivision.

The HOA

requested the city to finish the work,

which is estimated to cost around $32,242.

The city received

$21,000,

from the developer's bonds, leaving 11,167

to be covered by the HOA.

The HOA has agreed

to pay this amount from its funds.

The city would use its maintenance team for the minor curb work that is needed as well as utilize our contractor to,

resurface,

the pavement that was not done.

After completion, the HOA would finalize the plat,

making the city responsible

so with that, staff is recommending executing an agreement with the Crabapple Oaks Residents Association,

and there's no financial impact to the city. Alright. Thank you,

Nicholas. Mr. Cusette? You know, I'd just like to say,

Mr. Stroud from the Crabapple Oaks subdivision, who is headed up their HOA,

who got his HOA incorporated just for this specific

project because these bond funds,

had been called by the city is here in support of this and they've worked with us hand in hand to get this agreement to incorporate their HOA and ultimately

be able to come up with the funds to make up this difference to finish paving work that is badly needed in their neighborhood.

Alright. Thank you. Thank you, gentlemen.

Alright. Any, questions or comments

pertaining to this item?

Alright. We have a motion by, council member Johnson, second by council member Beeson. Any further discussion?

Seeing none, all in favor? Alright. Thank you very much. That, passes unanimously. And thank you thank you, gentlemen, for being here this evening. We do appreciate it. Thank you.

Alright. Item number four, consideration

for the mayor and or city administrator to award

to award a contract

with Jason Lau Construction LLC

for remediation and renovations at the Bill Johnson Community Activity Building

in the amount of $362,008.83

with a budget authorization of $434,410.59,

and that will be presented

by Steven Malone, director of recreation parks,

historic and cultural affairs.

Yes. Good evening, mayor and council. This item is specific to,

remediation and remodel work at the Bill Johnson Community Activity Center

small gym, which is located in Roswell Area Park.

This project has been identified. The city,

this is an exterior view of the small gym there at the BJCAB.

Staff has found that over the last four years that there's been a water intrusion

issue within the gym space. You'll see based on some of these interior wall pictures that there are several of these concrete block walls that are actually starting to deteriorate.

We are going to go back and replace

up to a 140

of those concrete

masonry block walls,

as well as going exterior to subgrade the exterior waterproofing,

do some site grading and drainage improvements to divert the rainwater

away from the foundation to help to mitigate this as we move forward.

Additionally, a part of this project is related to a renovation

opportunity, which would remove a section of this concrete block wall,

specifically

as it faces

an exterior room, which is called the team lounge located at the Bill Johnson community activity room. This would open that room for a viewing area for our potential move of the gymnastics

program into this space.

To give you a little bit of the project schedule,

if everything goes as planned, we would start construction September 1 with completion running around October 20.

We would would have the opportunity to start moving the gymnastics program in there, which would take a few weeks because there is a lot of equipment

and,

facility management as it goes into moving into that space

around November

3.

To give you a little bit of the, financial backroom,

a little bit of the financial impact dollars,

again, renovations would take place between September and October this year, 434,410

is the budget allocation,

and a portion of that is coming from the bond proceeds and a portion is coming from the impact fees.

It's important to note that this is phase one of a three phased approach

that involves

addressing a lot of our program compaction at the gymnastics

and the performing arts level.

By moving the gymnastics

program into the small gym at the Bill Johnson Community Activity Center, we are opening up 5,700

square feet of space for gymnastics

to expand their program capacity.

Currently, gymnastics is operating at about a 163%

of its intended capacity

within the physical activity center. So this allows for a large portion of that,

what I'll call overuse

to be moved into a space adjacent to the physical activity center.

Phase two would then involve

renovations that include roofing,

HVAC,

and remodeling of classrooms within the Crabapple Center to help to offset up to eight performing arts studios that would then allow our performing arts program,

which has doubled in size over the last three years. The opportunity for the same

goal, which would be program expansion

into the Crabapple Center.

The final phase of this project would involve going back into the physical activity center

and renovating some of that space within the physical activity center to then allow even more growth opportunities

for the gymnastics program as a whole. So that just paints a little more of the large picture that's coming behind it. This is the first phase of that three phased approach

to allow for all of that program compaction to expand.

Happy to answer any questions. Thank you, mister Malone. Yes. Council member Northland.

When, when you first started presenting here, the statement was made. We were moving the gymnastics program. And then as we got further into your presentation, you were talking about we're we're just expanding their footprint, giving them more space. So to be clear, we're not moving all the gymnastics program. We're just giving them more space to be more productive, more athletic,

more all star.

You are correct, sir. Okay. 5,700

square feet to be specific.

Sure. Thank you.

Alright. Thank you for that clarification.

Any any questions or comments for mister Malone?

Alright. Seeing none, we'll entertain a motion regarding this item. Motion by council member Morthland, second by council member Hills. Any further discussion?

Seeing none, all in favor?

Alright. That passes unanimously as well. Thank you so much.

And then we have

item number five as listed on the agenda.

Consideration of CU two 0251040

and

CV two zero two five one zero three nine

twelve

one two two two zero King Circle

for a carriage

house, and that will be presented

by mister Sykes and miss okay. Peyton. Peyton. Yes. Yes. Alright. I am not Richard. Yes. Thank you.

Good evening, mayor and council.

This

applicant has requested a conditional use,

with a concurrent variant

to,

seeking approval for a carriage house at 12220

King Circle.

The concurrent variant specifically asked for an increase in the square footage that's allowed.

A thousand square feet is what the code requires

the maximum square footage of a carriage house heated and cooled space to be, and they're asking for

1,240

square feet.

This shows where the applicant lives on King Circle.

It is an unimproved road off of King,

and, you can see they have a large property of over eight acres.

Specifically, the site is, Zone z or r s 30,

single family estate, and it's 8.22

acres.

The road and the surrounding

properties

are in the city of Milton.

There's an existing

6,239

square foot single family home on the property. It's located about 350

feet from the right of way with a pool in the backyard and a lake on the rear of the property.

This shows you how the city of Milton is shown in white and RS 30 for the city of Roswell is in the orange.

This is the site plan that shows the proposed structure.

It is to the south of the existing 6,000 square foot house.

The total building size for the proposed structure,

is 3,040

square feet with the lower two,

stories being garages,

one for vehicles, and a lower story,

which drops off in topography to the back, will be for lawn equipment.

The upper story is proposed to be a two two bedroom,

carriage house.

This is a little bit closer. You can see that it's about 35 feet from the existing structure,

and it it does meet the setback requirement of 15 feet to the south

side property line.

And it sits I'm gonna go back to the original. It's it's about 400 feet off of the property line,

to the front face of the proposed structure.

This item did go to,

planning commission two weeks ago on,

July 15.

Staff recommended approval with conditions of the conditional use for the carriage house. The conditions being to their approval shall be in substantial compliance with the site plan that was received on May 13

and that the applicant

provide recompense for a 26

inches hardwood

that would be impacted by the carriage house per the City Arborist approval.

Staff also recommended denial for the concurrent variance to increase the maximum condition square footage of the carriage house from 1,000

to two forty square feet.

Variant hardships are based on lot size, topography or geometry, and this is simply not a matter that a hardship exists other than the fact that the structure size

resulted in an upper floor

of

that exceeded the thousand square feet and the applicant

wishes to,

ask for that variance to be granted.

So planning commission

agreed with

staff's,

analysis and also recommended approval of the conditional use and denial of the concurrent variance.

I also have an item that,

missus Bachelor, the owner of the property, had stated that,

there were some existing carriage houses that had received

variances,

and so

staff has put together an item

to show,

kind of where that was.

The last item is probably the only item,

that was approved under this mayor and council.

And you can see that probably Stroop and

Meadow Glen Trail are the closest in proximity.

The applicant did mention during the planning commission meeting nearby houses, but they are located in

the City Of Milton where those carriage houses exist.

Do you have any questions?

Alright. Thank you, miss Payton.

Any questions,

regarding comments regarding this item?

Council member Beeson?

Can you go back and refresh us on the total property acreage again?

I'm sorry? Can you refresh us on the total property acreage? Sure.

So this is the 8.22

acres off of King Circle.

It's to reiterate, 8.22

acres, and we're hemming and hawing over how many

100 square feet? 200 square feet.

This is,

what is

there's like a proportionality

in now, like,

so, you know,

it's 240. I'm sorry. And isn't it Southern?

Milton?

Oh, it it's it's essentially in Milton. Facing Ross. What is it? You're you're far more concerned if someone pees in a pool than if they pee in the ocean.

I I I'm not concerned about the square footage of the addition to this property. That's just me, though. Well, guess the question. What did planning commission say no?

I Okay. I I believe I can represent because hardships

need to be on lot size, geometry, or topography.

That's what the code, you know, calls for, and that's what our technical analysis

and the reason for the denial would be. They just decided to agree. Yes. Council member Hall.

I think a lot of these discussions came about when when we were updating this probably about four years ago when there was,

we were looking at small downtown lots that were a quarter of an acre or half an acre,

and

that is more appropriate, you know, to be really considering

the thousand square feet.

But as council member Beeson,

said common sense and

But you wanna use my eloquent analogy?

Should prevail in in in this case. Laureate Allen.

Yes. Allen. We need you to weigh in.

Wow.

Alrighty.

Okay. Do we have any other further questions? Oh, yes. I'm sorry. Councilman, so You know, so so let's say we we do craft a very we grant a variance here. Do we craft it in such a fashion that it applies specifically to this property and doesn't become a precedent

based on the acreage, mister,

chief legal officer?

This yeah. This is a big question. Can't be cited because they're citing it as a pre precedent some other things. So

Each property is different. Fair enough. Yep. Yeah. Yeah. And there's no consistency to the precedent?

Council member Hills. Motion to move this forward. Alright. Motion by council member Hills, second by council member Beeson. Any further discussion? Wait. Wait. Wait. Oh. Motion to approve and move this forward. Yeah. Motion to approve and move this forward.

Motion by council member Hill. If anyone should make a motion. Just clarify.

It it doesn't say denial. It's it's a consideration.

No. The staff did recommend that. Yeah. No. No.

We we recommended approval of the carriage house, and and we recommended on the technicality that no hardship existed,

a denial for the increased size. We're gonna pull pull up pull up the the priorities for 2025.

Who's got that?

It'll take a minute. No. Don't worry about it. But private. Do you want me to go up to Yeah. The stupid code and all this yeah. It's like yeah. It's not the constitution.

We need a good time.

No. So I don't I'm just the point is yeah. Let's don't get caught up in legalese.

So I think Do the right thing. Do the smart thing. Become So we're approving Yeah. It's a way, the size and fix your motion. The motion by council member Hills, as I understood

it, was to

move this item forward and approve the item,

for or move it to the council meeting for approval

for the variance and the,

was it the carriage house? Is that right? Items. The two yeah. Yes. Yes. Yes. Okay. Yes. Motion by council member Hill, second by council member Visa. Any further discussion?

All in favor?

Alright. That moves thank you. That moves forward unanimously.

And then the last item

yeah. The last the last item as I alluded to earlier and you were

accommodating to,

add to the agenda,

is related to the

school property

and the need to enter into an intergovernmental agreement in IGA

with the Public Facilities Authority.

And we'll bring, Bill Godshall, our chief financial officer, to briefly explain this item.

Thank you, mister Knighton.

I, I don't have any slides prepared for this. This is just gonna be a a brief conversation.

Don't eat Chex Mix before you testify.

So

as a quick reminder, the Spruill property, went under contract,

with the sellers on 06/30/2025.

It includes a ninety day close, which means that we have to be closed on the property with funding

by 09/29/2025.

We picked the Public Facilities Authority or the PFA

to serve as a vehicle for providing funding for the purchase.

Through that process, an RFP was issued on July 9 to 58 banks to solicit

bids,

for what is

a little bit of a complicated request. We're asking these banks to bid

both a fifteen year and a twenty year term,

what the interest rates will look like, what their amortization will look like and what type of early payment provisions can they provide us and what will be the cost of those early payment provisions.

So this is not,

your typical geo type borrowing. This is a more of a tailored

product to to a tailored circumstance where we want

so called long dated money on a fixed rate, which is an area that some banks are not comfortable with, other banks are.

The deadline on responses

will be tomorrow, July 30,

to date.

Out of the 58 banks that were in a general solicitation and remember, this is a shotgun approach. Right? We solicit everybody that's in the database.

We've had five banks, express a positive intent to bid.

Our adviser has also called the remaining 10 to 12 banks that typically do bid in these types of situations,

to sound them out so that we can get responsive bids.

So we are expecting somewhere between five and seven responsive bids.

Anything more than that would be another indication that people,

continue to want to do business with the city.

We will conclude our evaluation of the bid packages with our financial adviser,

Tryon, led by David Cheatwood,

on Friday,

August 1,

and then we will have a recommendation for selection.

My my recommendation for that would be to call a PFA

meeting either next week or the, before the council meeting

to, discuss that recommendation,

and present the resolution for successful,

for the selection of the successful bid,

as well as adopted the lease IGA

that will serve as a funding mechanism and transfer

use of the land. And so what the lease IGA accomplishes, it allows the city to develop and operate the land according to its purposes,

and it provides the PFA with a revenue stream to serve the bond,

not a dollar more, not a dollar less. It will simply serve as a conduit

to serve the bond, and they will allow the city

to govern the actions of the PFA,

in order to properly develop the project the way the city sees fit.

We will have drafts of those documents ready,

in advance of the PFA meeting.

Once the PFA has adopted the,

the IGA and,

passed resolution for selection of successful bid, We would then present to this body as mayor and council,

on a regularly scheduled meeting for August 11 to adopt a resolution

to adopt the lease IGA, auto adoption.

That would then trigger the the bond validation process

with Fulton County. That would begin no later than the week of August 22.

We expect the resolution of the validation process to conclude the week of 09/08.

And funding would be expected to be on 09/11 or 09/12.

That would put money in our account no later than the week of 09/15,

probably on 09/15, maybe 09/16.

And then that allows legal counsel, David,

to execute a close

before 09/29.

Since we are taking his items here, we're taking the property as is.

And so it's simply a matter of getting the cash in hand to wrap up what has been an important property acquisition to the city for a

long time. So that's kind of an overview of the process.

We'll have more information available

in a couple of days, and then I'll inform the PFA, and we'll get that process started.

Mayor Wilson. Thanks, Mr. Chairman. Thank you, CFO Bill Gottschall. You're probably asking yourself, why is Bill here tonight on the committee meeting?

It's due to the process of the time the law is so tight. It's ninety days basically to execute.

You passed this on June 30, what was it,

Twenty seventh. Twenty fourth. Twenty fourth. He had a bid package out by July 9. So he put a bid to package together within two weeks, got it out. So it's pretty quick.

That process then requires

twenty one days

Yes, sir. Sir. To get a response, which he'll get

Friday,

I think. Friday is the

We'll get the responses on thirtieth, and we'll have our selection, maybe, tomorrow. That's right. He's getting responses tomorrow,

then they have to review

and then award.

So and then there's another what's the other process that takes long after that? The Validation.

Validation process.

Ninety days to do all that. So I asked them to come to committee, which is really

we're kinda

like, we would like to have the bids opened, reviewed,

but the timeline is so tight. I asked them to come tonight to you, which even though they don't open them till tomorrow, haven't ordered them. I wanted them to come see you tonight, explain it, and say, look. Because if he waits another two weeks,

he's really it's too tight.

Do we need to to motion this, or what what's the action that we need to take?

To move the IGA forward to the next council meeting. Do we need to have a special called or anything?

Or No. You're you're fine on the yeah. The the PFA will need to be called.

So the PFA is to reconstituted version of this plus,

with the goose act. I would imagine we could do that, as a regularly scheduled 05:00 special call meeting prior to the mayor and council meeting, but that's, of course, for you to decide. But Well, this is just this could be on the regular agenda. There's there's not a big if the Correct. If the committee agrees to it, it could be on the regular

JFA, right? Correct. The PFA meeting needs to technically take place first. That's Ellen's specialty.

We see how quickly he manages those.

Alright.

We have a motion by council member Hall. Okay. Motion by council member Hall, second by council member Johnson.

Any further discussion?

Seeing none, all in favor?

All right we'll move this item forward. Thank you very much and thank you for approving adding this item.

That concludes the committee meetings for

07/29/2025.

Motion motion for adjournment by council member Beeson, second by council member Johnson.

All in favor? Alright. That passes unanimously. Thank you very much.