All right, we will begin in 30 seconds.

So I can feel it be like, no, we gotta turn around and look at the dogs like that.

All right.

Ready?

All right.

Good evening, everyone, and welcome to the committee meetings of May 12th, 2026.

The elected bright body present, Mayor Mary Robichot, Councilmember Sarah Beeson, Councilmember Aaron Brumley, Councilmember Christine Hall, Councilmember Jennifer Philippi, Councilmember Alan Sells, and Councilmember Chris Zek.

I am the city administrator Randy Knighton, along with the City Attorney David Davidson and Nancy Long, the city clerk, with the deputy city clerk, Rachel Rainey here as well.

And we welcome you to the committee meetings.

The purpose of these committee meetings are for the mayor and council to receive information and updates on items listed on the published agenda or which are come upcoming and provide vital updates of information related to the operation of city government and by ordinance.

And also visit Roswell 365.com for a calendar of events.

The first item on the agenda this evening is the approval of the minutes for the committee meetings of April 28th 2026.

Do we have a motion?

Motion by Mayor Robichot.

Second by Councilmember Sells.

Any further discussion?

Seeing none, all in favor.

All right, that passes unanimously.

Thank you very much.

That will be presented by Mr.

Andy Flagger.

Always forget.

We are rebranding a little bit.

We're going to start calling this T Sploss 2026.

Moving forward, hopefully we have lots more of these, and it'll just be easier to keep track of them if we do it by the years they were voted on.

A little bit of background real quick.

Some are completed, but Big Creek is a long lead-time project, so we're in design phase.

We haven't spent construction money.

We did have a public open open house here on the 30th of April.

And this final list that we need to put together needs to be in Fulton County's hands by May 31st.

So the plan is to get final approval on what we're going to do today and bring that to council and to our mayor and council in two weeks.

On this public opinions, we've actually had almost 1,200 respondents to the surveys, which is a pretty good number.

Resurfacing ranked as top scores, the medians on Holcomb Bridge Road, got the lowest score.

Okay.

With that, I think the next step is to I meant to bring prints.

Sorry.

Council member.

Oh thank you.

Did have you shared that with us yet?

That Excel spreadsheet, the ranking one.

I s yes, that was in the packet we sent Friday.

It was on Friday.

That was in the email we sent Friday was the here's the results from the survey.

Okay.

I'm sorry, I'm I must have missed it.

Was it PDF or Excel?

We sent it as an as a PDF open list.

That's why, yeah.

If I can get that in Excel, that'd be great.

Okay.

Thank you.

So what I did with the list here, there are two projects that are highlighted in yellow.

That is the Nesbitt Ferry and the Hembry Road.

Both of those projects are joint projects with our sister cities.

They didn't rank very far near the top.

I did push them up, making the assumption that we wanted to be good neighbors and work with our sister cities.

Both of those cities, Johns Creek and the City of Alpharetta, have those projects as their first level of projects, tier one projects on their T Splos list that they're going to put out for their voters.

That can change.

What I did with this is in the order that the citizens ranked the projects.

Shaded that in green, and if we are going to put these in tiers to the public, present this as this is the group of projects that we're pretty sure we will have the money to go ahead and tackle and get knocked out of the way.

And the rest of the projects down at the bottom in order, bring us up to the 117 million.

My proposal, if I can make one, would be the items in green are tier one, the items in yellow are tier two, the bottom is tier three.

And unless you want to knock something totally out, that we leave all of these on the list of available projects depending on funding.

Yes, ma'am.

Council Member Hall.

Thank you.

Mayor had an excellent question about the Johns Creek project last time during the discussion.

Do we have the answers to that question?

And if I recall the question, it was how much of that is in Roswell and how much is in Johns Creek?

Is it 50-50 or maybe Mayor?

You could read it.

So Nesbitt Ferry, it pretty much splits half in half.

The the west side is Roswell, the east side is not.

That is our road.

That is a city of Roswell Road.

There was a phase one putting in a roundabout at Colony Club Drive.

Colony Club Drive.

That was on the last T Sploss.

They funded 80%, we funded 20%.

This is for the rest of the roadway, and they've asked if we would go 50-50 split on the cost of doing the roadway and the multi-use trails along that roadway.

But I guess uh are we doing the multi-use trails on both sides, one side or has that been determined, yep?

It's definitely gonna be a mix.

Um so there was a so there was a whole con concept that was done uh for the whole corridor.

Um I believe the concept actually called for multi-use trail on the uh Johns Creek side, uh but down near where the golf course is, uh River Club.

Um it sounds like the multi-use trail in that section would be on the Roswell side, and then at some point um it may flip, but then we would also get our sidewalk gaps filled as well, um, as well as some other intersection improvements.

That's what I'm assuming.

So where there are already some that appear to be multi-use trails, so like right when you come out of Nesbitt Lake on the St.

Clair portion, they've already done that'll be looked at, you know, strategically.

Yeah, then so we're not creating things replacing things that are already there.

Correct.

And then I know obviously further down, you also run into the two, both sides have cemeteries on both sides that um, and I know the one that's on the Johns Creek side when the kids are walking, you know, you can see the path that they walk through, walk already on that road to get to the school versus but the butt, but it is two cemeteries on both the cemetery, I'm sorry, it's one, but they're split by the road.

And so that would be obviously I don't think we should we need I would be very cautious of putting sidewalks on both sides where there are two you know cemeteries.

I know one we would have to, but that's all I'm saying is to be very careful, and I don't want I understand kids crossing back and forth or people, but um, you know, there's lots of patches of sidewalks that road that's yeah, and I think that this project would clear up the patches and make it consistent you know on both sides, okay?

Have that connectivity.

But so from your perspective, you feel the work that will be done, it pretty much is 50-50 the way, because I could see it going back and forth.

I mean, I just what I was concerned about.

Yeah, no, it's and it with it being our road, it it is a it would be a good benefit for us and and for the Roswell citizens.

Okay.

Yep.

Yes, Councilmember Hall.

Just to follow up on that, who is going to be the boss of that design?

Who's driving who's going to drive that?

Which city is going to drive that design?

So because John's Creek had more money in T Splos 2 than we had, they had seven and a half million, we put in one million, um, they were the lead agency.

Uh so they led the design of the concept.

And that was which road was that?

Nesbitt Ferry.

So this is a continuation of the Nesbitt Ferry one.

And before it was seven million dollars, Johns Creek, one million dollars of Roswell, and now it's 14 million and it's gonna be 50-50.

Yes.

Councilmember Zek.

Uh would it be possible to include the standard deviation in what you're currently presenting?

If not, I could reference what was sent on Friday, but at home.

I don't even know what that means.

I I can do that.

Okay.

I'll put it in the exhaust spreadsheet.

Yeah, I I don't have it at this time.

No, I could cross.

Okay.

Yes, Mayor Robo show.

So could you go back to the slide that talks about T Splot 2 and you know, we're at 110% expectations of the total dollar?

Uh probability of the total dollar we're gonna get.

Let's call it the probability.

Where were we plus two?

Is what you're looking for?

Yeah.

So with the revised budget of almost what it appears to be, were these again, not sure how some of how T Splot 2 projects were decided upon.

Was when you say on hold, was it the same ranked model when I see an additional you know, 15 million dollars or so coming in?

Or 13 million, sorry, that those the ones that I'm assuming were on hold, was that how were the additional projects chosen this time for this?

How which additional project additional projects that look like we're going to be spending additional money?

Oh, in T Splot 2.

So how was that additional monies to be spent decided?

So all the additional money that's come in above and beyond what was projected for T S PLOS 2 is basically being funneled to Big Creek Parkway at this point.

Okay.

Well, except right here where I see Woodstock Road, MUT, I see the projected was 70, 7 million, now we're at 9 million.

I see Riverside Road Corridor Improvements, it was 8 million, now it's 10 million.

I mean, I'm not sure when we say all of it.

Am I reading that wrong?

Or what am I not understanding?

Yeah.

So there have been a few projects.

The projects did the projects which were estimated at the time of T Splash back in 2022 ish.

Were those projects, and I'm asking the question because I don't know what were some of those projects based on construction costs higher, and then additional money is devoted to them.

Yeah, so as part of the budget in the last uh year or two, we added a little bit of some of the unallocated T Splash funds to several of those projects that we did need some more funding for, and then anything remaining is going towards Big Creek Parkway.

I just you know, obviously, as we're going to be out um talking to voters about T Splot 3, they're gonna want to you're telling me I had another 13 million coming in.

How and why was that determined?

So just that we could articulate that as we're moving forward.

Councilmember Philippi just but to piggyback on um the mayor's question and looking at your document here.

You're saying the original budget that was in 2022 is 73 million.

The revised budget with today's cost is 86 million, so that's already the 13 million there.

But there's an additional 13 million.

I believe what that is is when they originally went after T Sploss 2, the expected amount was around 70 something million dollars.

The actual revenue that has been coming in is larger than that.

Yeah.

Wish us up to actual money revenue.

I think we're gonna be around 86 million when it's finished collecting tax.

I'm just trying to put all that together.

Questions?

Councilmember Hall.

Thank you, um, Mr.

Knighton.

I have a question for legal.

Um so if can we go to your green, yellow, and pink sheet?

Tier one, tier two, tier three, please.

Um so that's 117 million that we'll put in for um T Splash or that would go out to the voters to vote on.

Uh all those so when it comes to spending the money, this is a roadmap for us, and and council um has the discretion to direct any of those at any time, or is there a uh priority or anything like that?

So uh if you decide that the greener shade is tier one, those are the projects that you are um supposed to be doing first, obviously, and then tier two if there's leftover money.

So you're prioritizing the ones in the green as your tier one projects.

Now, at any time the council can say, hey, this project's not feasible.

Let's move down and do one of the ones in the yellow.

So my question is specifically to the resurfacing, because that's been a very, very hot topic in um circles that that I run in amongst the residents, and all Roswell residents want to drive on, as Sarah put it one time.

Uh Councilmember Beeson put it on golden streets, or was that golden baths?

I'm not sure.

Golden streets or golden baths.

That's it.

Um and and basically uh the conversation that we had is um resurfing resurfacing is a maintenance item and it should be funded out of the operations budget.

And we're effectively, no matter how much money we throw at it each year, we're never gonna catch up.

Um and I don't mean to, I'm a glass half-full person, but um I think it would be difficult to say that we're completely ever caught up on resurfacing.

And I understand other cities may put that in, but other cities are have different infrastructure needs than we do.

We're 172 years old, other cities like John's Creek are less than 20 years old, and Alfredas, you know, a little bit more than that.

So that's where T supplast is very, very important for capital projects, like building out our um it multi-use paths and intersection improvements and and those things that we and and bridges and those things that we see down in your um tier three category.

Those are not discussions that you can have with somebody by sending out a survey and say what's important to you.

Everybody's gonna say, I want perfect, you know, I want I don't want potholes.

I want to be on uh really uh perfectly paved paved roads.

So my I people do have an issue with resurfacing and spending 25 million dollars of T Sploss on resurfacing when that's an item that should be budgeted by us as as a maintenance uh as a maintenance item.

Um I would propose moving that down to a tier three and using it as an optional item uh if we wanted, you know, if the body wanted to keep it in T Splost uh versus having it as a priority item uh because we do prioritize four to five million dollars out of our operating budget every year for resurfacing.

I think ideally we'd like to have eight or nine million dollars uh to keep us at that point seven or seven on the one to ten scale PCI rating.

Um so just wanted to throw that out there and ask how that's possible.

Councilmember Beeson, then council member sales.

I understand the feedback of maybe public not understanding the nuance um behind the priorities.

Um but I would probably liken this closely to in 2022 when previous administration went after the bond dollars with the understanding that that's such a large moving target, and all of that was deferred maintenance for the most part, with the understanding that typically deferred maintenance would come under your typical budget and not under bond dollars.

But at this point, we have so many roads that are behind in resurfacing that you're never going to be able to close that gap without additional investment from other funds like T Splost.

So I think in this situation, it still should be a priority because there's no way in the world we would ever keep up with the demand and where we are with PCI ratings if we were to only come out of general fund budget year over year, because that's on average, what a fifth of that goes into our annual budget for resurfacing each year, about five million?

About three million of ours, five million when we use GDOT.

Five million total, but three million of our million out of our budget.

We've only been doing three million uh when we really need 25 million total.

Um I realize that maybe repaving isn't the big sexy project.

Um, but that's the beauty of investing in infrastructure as a whole is that it comes with a maintenance cost that's just ongoing.

Um so I I understand your concerns, but at the same time, we also heard very loud and clear from the public that this is a very high priority for them.

Council member sales.

And then Council Member said.

Yeah, I don't know.

It can be sexy.

That's it.

I mean, I geeked out on concrete last time, right?

So yeah.

Watson's not here, so we can't do that again.

Um, you know, I guess uh uh I'm thinking about this conversation.

What about this?

Uh I I I would ask, were resurfacing not there, what would be the one or two projects that would percolate up?

And then I mean just as a as a as an exercise, which what are the most important projects that are not tier one?

And I don't I'm not asking what he ranked, but it but but we as a body, and the reason I'm saying that.

Well, let me do the I mean that's thought thought number one is if we said, okay, there are other worthy projects that if we only hit the 84 million low end would go wanting, right?

And the reason is because at 84 million, you know, something like uh 22 percent or so of the value of the whole raise is going to resurfacing.

That seems a little strong.

Does that make sense?

So 25 on 84, whatever that number is, like so that could call that 32%.

Yeah, 30% actually, yeah, that's right.

Close to 30%.

28%.

So what would what what if we broke the 25 into uh chunks?

And the reason for that is because then we could say, you know, if we have more proceeds from the the pro from the T Splost, we would do more resurfacing, but there are other worthy projects that would pop up.

Is anybody have a sorry?

Say more about the chunks.

The chunks.

So if you say if it was uh 10, 10 and 5, right in tier one, tier two, and tier three, right?

We just broke it into three three pieces.

Are there were the projects that okay, the some portion of the paving is on the calm, assuming that we exceed as we did last T Splots, what was it like uh looked like it was about 10, 15 percent over?

Okay, so if we are 10 15 percent over, we would it would we we pick up the next 10.

Does that make sense?

But in this at the same time, we would be able to do some of these other projects that might be worthy.

So I mean I'd like to I I I'm trying to square a circle here.

Yeah, does that make sense first what I said?

I think I don't know Councilmember Zet, you're gonna make it muddy for me.

Okay, no, actually, I I'll say conceptually, I think what you're proposing is reasonable.

Um what I'll say also too is uh I think we can't ignore that resurfacing came back to highest, and also it had I think the lowest standard deviation, which should also mean it's the least controversial.

Um I think your proposal is reasonable as far as a compromise.

I don't know the exact tranches, but I'll just say I think your proposal makes sense.

Um I think that's all I have to say.

So Councilmember Brumley.

When you say proposal, you mean Alan's proposal, not not Andy's correct.

They clarified.

I think what Alan is proposing is the citizens voted and said resurfacing is the most important thing.

And I think we have to honor that uh based on how the votes came back.

But I think it's also fair to say resurfacing as a 25 million dollar tranche, at least at the moment.

We and I'll kind of put this broader of whatever we do with resurfacing, I think as a body, we need to come to a conclusion of what our desired PCI is, and then set what our expected, if we're where we want to be, what our expected operational cost to resurfacing is to maintain that.

And I think when you establish that, then the catch-up with a CapEx project makes a little bit more sense and probably will make people more comfortable to say, hey, this is our standard operating.

We we all agree to that, that standard operating, and now the catch-up is to get to that standard operating, versus right now we don't have that upstream definition.

So I think that's where some of the concern comes from we will supplement good op X strategy because we don't have defined what our opex strategy is.

So that's kind of my the other thing I forgot to bring up is whatever we do with resurfacing, I still think we need to come to a conclusion as a body, what our standard practices, so what the supplementary value is actually is supplementary and not what we're defining in a new era, if that makes sense.

Um so I mean I I just don't agree with going piecemeal because then we're going back to the situation where we're at.

If we don't like I see these 25 million as a reset for the streets of our city, you know, like we're we're gonna start and from now on, you know, we if you if we keep lowering and lowering and lowering, which is gonna be cut being catch-up forever.

So these T splots, given that the public had a good feeling towards it, gives us a chance to reset and like okay, we're gonna get well as well better, and then we we're definitely need to you know work on that strategy on like you know, because this the next T splots, we should not be doing this again.

I mean, this is like a once in a blue moon that we're gonna do this and do that.

So I mean, I like what Andy presented, like you know, those three levels, and you know, hopefully we'll get to all of them, you know.

But I I do think that we need to add it, and if we just add it for resurfacing five million dollars, it's not gonna be very apparent that you know all those people ask for it and it's like, oh well, I just thought those streets were done, or whatever.

You know, if he's really wants to make an impact, that's what they're asking for so much.

I was you know, it's just that's that's a reality.

So I mean, I would I would like to to do a motion to do this because um, you know, we're not saying no to any, we're just gonna get there eventually.

And and I think it's also a good mix of things.

I mean, we do have you know pedestrian and bike improvements, which is the other thing that the residents have been asking for lately.

So that's that's my point.

Thank you.

Mayor Robashild and Council Member Paul Philippi Beeson.

So just we're going around the table.

So just um to clarify on the survey, the amount that would be here, 25 million for resurfacing, was part of the survey question.

That is correct.

Correct.

All these values were on the surface.

All the values were on the survey, so the citizens saw the values, still voted that as their number one.

My recollection, and I apologize if I'm wrong.

It was a you could choose from a one to five correct um value to you personally or to your perspective of what the city should be doing.

So then I'm assuming you took all of those different numbers, calculated them up, and we we were fed the final answer.

You were fed up.

But I'm saying, so it wasn't as if it was I'm gonna vote for I want resurfacing, and I want nothing else.

It was I got to go through every single one, rank them per se from a my recollection from a five to a one from a citizen's perspective as to what was important to that those thousand plus citizens that responded with them knowing and having seen the dollar value associated with it.

Correct.

Thank you.

Councilmember Hall.

Thank you.

And and surveys are not perfect items because you can't have a dis you're not having a discussion.

And where are the bridges on here?

They're in tier three, right?

In what so um a bridge may be very much in dire need of replacement, and we as a governing body know that, and yet it is on tier three.

So this is this is my point that there are items on here that are more critical as and we we should be funding, we should be funding ten million dollars out of our general budget every year for resurfacing, and that's what we should do.

We shouldn't be using T spots dollars for, and I'm not opposed to resurfacing, we just have to fund it out of our general budget.

Um these are the types of things the bridges that are compromised, they're in fair condition, as as we've been told, just one step above poor, and we don't have um they're in the bottom of the list.

So member the Philippi Councilmember Philippi.

Okay, so to Councilmember Hall and um Councilmember Zach's points, um with the PCI values for the repaving, do we or the resurfacing, do we know how much of the resurfacing we would get done from the 25 million and where that brings our overall scores?

Do not so when we are looking at you know, a combination perhaps of survey responses and public safety, then looking at those kind of scores across these projects and and having that as part of the evaluation, not just uneducated opinions, not not trying to call any, but you know, uninformed opinions, I guess is what it should be, non-data-driven opinions versus you know, or just our feelings versus some real concrete evidence of how safety-wise these should be ranked.

Like that comparison, I think would be helpful.

Okay.

Councilmember Beeson, then council my sales.

Uh just so I understand better.

If we were to vote and approve this list tonight, that's not the um the implication isn't that we're going to have to burn through the 25 million for resurfacing first before we move along to the additional projects, correct?

No.

So even if we were to do the scientific phrase chunking of the repaving, theoretically, we could break that up into tronching.

Let's go with French instead of chunking.

Um, yeah, so if we broke that up into tranches and did it in a phased approach, that would still be feasible if we were to vote and approve this list as is, correct?

Yes.

That would just be a policy decision by the group based off how we budget.

Second and third tier.

It would still, it would still have to come before second and third tier, though, correct?

No, I I don't think so.

I mean, all intents and purposes, this is never this is our color-coded sheet, correct?

Yes.

If we were to just have a windfall of T Splos dollars, maybe we could get to the very bottom one on Holcomb Bridge Road median islands, theoretically, if we were to be able to want to do that, correct?

So in other words, maybe we decide ultimately at the end of the day, median islands are really the way that we want to go.

We could always reverse that order.

It just has to be on this list.

That's correct.

I'm just saying, guys, I feel like we're agreeing.

I feel like we could approve this list.

Yeah, I was I was gonna go through, I was gonna talk about, I was gonna ask about that too.

I mean, it's it's not like it's and by the way, it's not the way we're gonna do it.

That's what we're saying.

It's not it's not like this is the way we it's we collect the money over some period of time.

Is there a tipping point where we start spending the money?

In other words, so T Splos 2 started on what 2022.

And we started spending on it in 2022.

2020, yeah.

Yeah, there was engineering design that we started you know right away.

And so we had we had negative equity as it were in T Splas 2 uh on day 365, let's say of T C plus 2.

Is that is that the way it worked?

Does that make sense?

Our spending was ahead of our collecting.

Not with the engineering, no.

As this starts coming in my mind.

Not we're not gonna go into a 25 million dollar repaving project that's the that's the second point.

Is it there's also a time question.

The the idea in my mind was that 25 million would be an additional five million a year to what we're already doing.

That would be a project that could be handleable by a contractor.

At the same time, as the money starts coming in, we can start kicking off the tier one projects, getting design firms on on board.

Those are the lower costs, it's not the huge amount of money, but as money comes in, start the design concept phases of those.

Um start looking at what the real cost is going to be based on what we want to do.

Um, and then we start year two, three, this design's ready, we know what it is, we can take some money, put it to it, and start moving it to construction.

Right.

Yeah, so so there's there's a couple of things in the timeline, right?

There's the nature of the project itself.

You probably don't have to do a whole lot of design for a repaving project.

You just roll the trucks out there and start with laying asphalt, right?

And you but you are saying that you would do that in some progression of you know, not walking speed of the truck or whatever the case may be.

Right?

Correct.

Okay.

Well, all I'm saying is is that you know, yeah, we we can decide to do it however we wish to, but I don't want the last project to be thought of as well.

Let's put it this way.

If if if if after two years of T Splos, we are look like we're on track to be at 25 million.

There's a zombie apocalypse, and we're gonna have a paucity of collections.

What do you do then?

We have to stop projects.

Okay, that's what I thought.

We could certainly sit with concepts done, you know, reports ready, we know what it would cost would be, and then we'll sit on the shelf until we move forward.

Yeah, and that's sort of what I'm saying is that there are other but because the resurfacing is going to be a continuous flow.

Perhaps we could perk up by saying, you know, look, we're gonna we're gonna commit to 10 the first 10 million dollar tranche of the resurfacing, but uh you know, just to pick one, the the first yellow one uh needs to be a top priority in the event that we're on track to hit 84 million.

That's all I'm saying.

And therefore, you know, break it into literally three three buckets for each of the colors and and start some of the other projects, move them up in the planning process, because I assume you could you could not start planning your your whatever that bottom color is, your brownish mud color.

You're not gonna start the mud-colored one, you're not even gonna start the design on that until you have some idea that we're gonna exceed 95 million.

Correct.

That's sort of the point, right?

So we are, you know, the bridge project, for instance.

We're not gonna do any design work on that until we know cock sure that we're gonna be above 95 million dollars.

That means it's unlikely to happen.

We we could also get started with getting toward the end of the year, end of it, start doing some concept work on it, start getting some costs on it, knock on wood, we're looking at another T Sploss, then it'd be we already have something underway, we need to fund construction, but we have parts of it.

Yeah, but you're the nothing in your green is something that we didn't do in brown on the T S Plus two or T S PLOS 1.

Yeah, right?

I don't think so.

Okay.

So that's uh that's uh that's a chimera.

Yes.

Okay.

Uh meaning it's it's illusory.

It's not gonna happen.

So if it's at the bottom of this list, it's gonna stay at the bottom of this list unless we hit 117 million dollars.

That's basically what and it will it and it gets pushed off and pushed off and pushed off.

And it'd be interesting to see what the brown was in T S PLOS One and T S PLOS 2.

You know, uh some maybe that maybe there's some things that maybe maybe that bridge was on T S PLOS 1 and T S PLOS 2, I don't know.

But I think we have to think about some of that, and that's why I say taking darn near a quarter of what we're we're really seriously projecting and say we're gonna spend that on road resurfacing is a big mistake.

That's what I'm saying.

Councilmember Hall.

Thank you.

And and this just goes to my earlier legal question about the order that um we take these in.

Is um is there a way to also first of all, we'd like to identify if if just say the number's 15 million and and you you came back and said, hey, if you did 15 million out of um T splots at one time and then funded five million like we do out of the budget, 20 million dollars, that would bring us up to the base that we need to be where we can spend five million dollars every year out of our budget um to maintain our roads.

I I mean I I have no idea if those are the numbers, and maybe I'm just being polyannish that that they'd be at that that level.

Uh my concern again is that 30 percent of our T Splos is is targeted towards um resurfacing on here, and we have bridges that are in desperate, desperate need.

I mean they're gonna be in the poor category from from the fear category, and we're not even going to start considering those or putting those into design phase until as council member sells was saying.

Forever ever gonna happen.

So, how do we how do we address that?

How do we how do we deal with that?

Yeah, I one thing I you know remembering here, we did receive some grant money for a bridge or two recently.

Did we not?

And I'm not saying obviously that um that um in any way uh is the supplemental action we should take with respect to the respect to bridges, solely grants.

Um obviously T Splash here can serve that purpose if the council so chooses, but um you know, for certain projects we still need to consider other funding mechanisms to try to see if those could come to fruition as well.

Mayor Robichau and then Councilmember Beeson.

So again, and I I appreciate you know I when I look at this though, so appreciate that it's resurfacing 25 million, 30 percent.

But when I add up all of the pedestrian bike, which is again important to a lot of our citizens, that comes out to 48 percent total of that top tier, which how many projects?

One, two, three, four, five.

One, two, three, four.

I'm not disagreeing, I'm saying, but one of them is twenty-four million dollars.

Um could say, why are we spending twenty-four million dollars on I mean, I think again it is a balancing act, and then twenty-two percent is on operations and safety if we just go by percentages.

So I think again, when I look at it that per se, the the citizens, we can all say surveys are good, bad, right, wrong, but it is a way to get input from citizens who want to give us their input.

They saw the dollar figures, even those that show that they were willing to look at a 25 million dollar uh project for resurfacing and a 24 plus million dollar project for a um I can't read from here, the the bike trail, which is great, but that's what the citizens as a whole are saying they want.

Councilmember Bieson.

Okay, I'm gonna put this in household expense terms.

If we were to look at the resurfacing schedule as if it were a credit card bill, if we keep paying the minimum payment on this credit card bill, we're never gonna pay off the credit card.

This really is us making a big dent in our road resurfacing debt.

However, if we were to look at the two bridges as our AC unit in our furnace, we know that any day now they could kick the bucket.

They haven't kicked the bucket yet, they're still functioning.

We just know one day it it jigs up, we're gonna have to pay for the replacements.

If the jig is up sooner rather than later, we can always reauthorize that as a way to reprioritize the bridges to move up in the schedule as long as they are on this master list.

I think the larger question is are we cool with this master list so that we can send this off to the state by the end of the month by that deadline?

I'm comfortable with this master list.

Council member sells.

So I know I'm sure you have a commitment this evening, but we still need to talk about this.

And you know, I'm not saying that we don't do it.

I'm not saying that at all.

What are my commitments?

I don't know.

I don't know.

But we like the third one.

I mean, I just don't understand you know, if we went back and looked at the other piece blasts, I guarantee you none of them were perked up by any council prior to us.

So what we're saying is we're going to kick that can down the road forever.

And I I think it is fair to say, yeah, resurfacing is important.

But some of it's gonna have to be based on overperforming on the revenue side.

If my HVAC goes out, I gotta fix it.

I know it's going to go out.

So I'm saying I got a plan for that now.

That's all I'm saying.

And whether it's what is the bridge?

Uh how much is it?

Six million.

6.7 million.

Yeah.

You know.

Yeah, but both of them six six, seven, and six.

Yeah.

Yeah.

Okay.

Well, so you could make one of those a tier one project, whichever one is the worst one, and then the next 10 million dollars comes if we uh I'm talking about in the resurfacing if we exceed 84 million.

That's all I'm saying.

Is it there?

We're just we we're we are sending a message that we got to get serious about some of these things that we know are real.

That's all I'm saying.

Councilmember Z.

Uh, this may be a point of clarity, but my understanding of what Alan is trying to achieve can still be done if the list is approved as is.

Yeah, yes.

Um, and so but it's never been done.

It's true.

Um but I'd also say and this I'm kind of taking my argument again.

Uh I continue want to go upstream to say what is our defined PCI we all agree to, and then that would help flesh out kind of what you're saying.

Because I don't know the answer.

It's possible 20 million gets us very close, and then to your point, having to trunch 5 million, which the people voted for, I 100% agree, and it needs to be recognized.

But the reality is if 20 million gets us to what our defined expectations are to get to regular opex, then that to me makes sense to tranche it.

But that goes in line with I'm comfortable given that we can make those decisions after this, as long as it's clear to Andy, and I'm trying to make that clear of like we need to have a strategy on what our OpEx cat uh resurfacing strategy is so the capital expenditure project makes sense aligned with it.

All right.

Okay.

Yes, go ahead, sir.

Would it make all of us feel better?

Oh, I like the idea of the of the groups.

The 25 million for resurfacing gets split, 10 million dollars is a tier one.

I push the green down, capture a few more of the yellows, 10 million dollars as a tier two, you know, tier two resurfacing, and then five million is a tier three resurfacing.

And it would kind of break it down and get other projects moved up the list.

Council member Brumley, and then Philippi.

It again, if you break it up, it's there's no point in the reset.

It's gonna be like councilmember Bson said, you know, that we need to make a big payment on the credit card, or we're just gonna keep on playing catch-up.

Philippines.

And I mean, what we want is just the list, and I think we all agree with this list, right?

I mean, the order is up to us once the funds start saying, and this is gonna be our guidelines of what is the order, right?

But what we need to send to the county is the list.

Well what we have to give to the voters and you know, here are the tier one projects that we're agreeing to as the money comes in, top priority, middle priority, lowest priority.

And yes, those can be moved around with council votes.

They can be moved around once that if the TSP passes.

Yes.

Okay, it do we need to make a motion to pass this list?

Councilmember Philippi and Hull, I believe still have comments.

Okay.

Councilmember Philippi.

So what I'm hearing is that if we can agree on what our PCI is going to be, then perhaps we are okay with tranching the resurfacing, but I am not hearing that we want to straight line shift things up, that we would perhaps want to move the bridges up.

So even though we had this feedback from the residents, there is a concern about the bridges, and they may take precedent over some of these others.

So I think that that we need to, you know, take into consideration both um council member sells and council member Zach's um comments here.

And in addition, I would just like to say I'm really uncomfortable with the budget conversations, knowing some of the information that we're about to receive.

And with concerns over, I mean, there's so many unknowns right now about the economy.

We have a lot of unknowns about our overall maintenance cost and how they have been neglected for many terms before us and and what that obligation needs to be for us.

Um so to just say like, oh, we can figure this out in the budget, I I I think is a little bit um optimistic to say the least.

Yes.

Councilmember Hall.

Thank you.

Um I uh like where uh council member sells and council member Zach are it are landing.

Uh my question is do we have to have three tiers?

Can we just have like a one and a two, uh a green, a green and a yellow?

No.

No.

So per for per Fulton County, we do have to have the three tiers.

Oh, we have to have the three tiers.

Um thing in tier three.

Pardon?

There can be one thing in tier three anymore.

I mean, at the end of the day, you could pick tier one projects, and if you wanted to do programs for tiers two and three, but say you want to do these projects, that could be decided at a future date and time.

So, what I understand from our attorney is that we can have all the greens in in tier one or or tier one as it is, and drop tier two, make everything tier two except line twenty on the Excel sheet, which is operations.

I'm just picking that one.

I'm not picking of them.

I'm just saying as long as we have one that is a tier three, everything else can be tier one and two, and it makes it easier to move things, move things around, and then also just to split up the resurfacing, because as you proposed the resurfacing, it was not all at once, it was five million dollars a year over five years.

So you move you change that to 15 and then put 10 million, or or some kind of combination thereof, all right.

Yes, Councilmember Peace.

So to clarify, Councilmember Hall's point, would you be comfortable with taking the bridges because in this situation it's structural, and moving them up to the yellow and keeping the record?

What he can do um what he can do is make lines 15 through 19 yellow.

If you make that yellow, please just for our purposes here.

Or the right color.

To the left.

Yeah, wrong.

Okay.

So I don't know, it looks kind of light orange to me.

And then uh then maybe make resurfacing one and resurfacing two, put resurfacing one up there in the green and make that 12,000 and and put resurfacing two in the yellow and make that 12,000 or 12,500.

12 million.

Yeah, 12, yeah, 12 million five hundred and twelve million five hundred.

That way that way it's more clear.

Yeah, yeah.

That way it's more clear for them as they're planning and and prioritize.

And then they can they're still will you still come to Mayor and Council when you go to do these, or is this an open roadmap for you?

Yeah, yeah.

Yeah, so with T Sploss two with the budget, the fiscal year budget, we have been putting our allocations in for T S BLOS projects.

So that's kind of been the approval that we've been getting to move forward on those projects.

Um so like if we put in obviously if we put in 12.5 million for resurfacing year one, you're probably gonna say no, you need to dial that back a little bit.

Well, the the object was five five million.

Yeah per I mean, that was that was the objective of why it was even proposed to be here.

Yeah.

Councilmember Promley.

So I don't like that part separating in two, because what is the difference between those two lines?

And then you know, and the total that we want for these T spots is 25, right?

You're gonna put 12 on one and 12 on tier two.

So what does that mean?

Do you do we have a list of okay, resurfacing the CPI is gonna be one, resurfacing the CPI is gonna be two.

We're gonna start getting questions like what why why are you separating?

What does this mean?

Why is it that all together when all the other pieces are like specific streets from one to the you know from one corner to the other?

I just I just don't see I just don't see why it's so important to break it up and it's just like okay, we're just gonna do resurfacing, we're gonna do the second and then the third tier.

Um what we want is this list, right?

We're not changing numbers, and I just think it's going to be better if we just have it all together.

I just I don't know.

It looks like we're met we're playing with numbers at this point.

So I I think the point is that the object is to complete your tier one projects first.

So you're gonna spend 12.5 million dollars, and then all these other tier one projects will get done before you do the other 12.5 million dollars worth of resurfacing.

Now the council can have a public meeting, public hearings, and they can change these whenever they want, like we've said earlier.

But I think this is hey, we're gonna we're saying our tier one projects are gonna be 12.5 million dollars worth of resurfacing plus these other ones.

Then we'll get into the tier two, and that could be six million dollars worth of resurfacing in some of the other tier two.

But it depends on what you collect, right?

And so you don't we don't know we're gonna collect these are all estimates.

But again, once again, we're getting to that band-aid mentality, right?

Instead of like doing the right thing, we're breaking it up.

And also what again, if I see the same thing in both, and I don't have clarity on what are you doing for the first year and second year?

Are you doing subdivisions first?

Are you doing you know East Roswell first?

What is one and two?

When we send that PCI rate.

Right.

Yeah, do you is that what you incend to the county?

To me, it would still, I would still try to limit you know, five million dollars a year of resurfacing.

So the first two years we knock out 10 million dollars of resurfacing, see where we are with the rest of it, or 12 million.

And with the collections.

And with the collections, see where we are, and then get into now we're in year three, another five million, year four, another five million.

Yeah, the the PCI, the pavement condition index again is something that I believe we had been used as a uh working document in quotes in terms of how the roadways were um assessed, and those essentially flowed to the top of the list for resurfacing each year.

Yeah.

Now I think the the number that had been used previously was a 70 is a PCI rating that was deemed to be um in very good condition, if you will.

That's my term.

It's not a technical term, it's my term.

But that that was done based on I believe the transportation department, some methodology you all used and saw as being um the point at which you wanted to reach uh for all roadways, a 70.

That would be a road that would be good to good to very good um in terms of condition.

That has not been brought before this body, is that correct, in terms of understanding that methodology or looking at the ingredients that that comprise that methodology, which is something I think we do obviously need to bring to you.

So you'll have that insight, make that determination of what that looks like for this body in terms of attaining a certain PCI level for each roadway.

Council member, council.

I I'll be quick.

I'm not sure if we've decided on the Troncy method, but if that is the method we go, I'd like to recommend to do it 1510 because then that'll align with the the years, so it'll be even numbers.

I'm not sure if everyone's an agreement if we go that route, but that makes sense to me.

It makes a lot of sense.

All right, councilmember Councilmember Philippi, did you have another comment?

Yeah, so I I mean I do want to reiterate about the PCI, so we're not getting lost in this.

And and one of the things that I'm hearing in this conversation and from council member Hall is that there is a concern about prioritizing these now when we know how long it takes to get to these T sloss projects.

Is there a cadence or is there um a timing when we could get together to review these priorities based on PCIs, based on the current rating of the bridges, based on the money coming in, things like that, like what would be an appropriate benchmark and and how do we re-review this list to make sure we're still in agreement?

I could absolutely do that.

Yeah, I mean that that could definitely happen anytime.

I mean, really between now and the end of the year before we start before we kind of if if the T SLAS vote gets approved in November.

Not the end of the year.

No, we could do it every six months as we're moving through and keep going back and looking at where we are, what the collections look like, where we are with different projects, what we're I think.

Yeah, and I don't know that every six months is appropriate, right?

Because it depends on the collection of the funds.

How much okay?

Now we have money to go out to bid for something.

Do we still want this to be our next project kind of thing, right?

Yes.

Okay.

Uh Mayor Robichau.

I think to what um Andy just said, I think all of us also still need to be remembered we have to be able to articulate this to the voters in November as to what they're voting for.

My concern is now we're gonna have to not only articulate, I mean, because the lists are gonna be there.

Their first question is, well, how much for real are we really putting in resurfacing when you say you know, 15 million here, 10 million here?

It's very confusing for voters to again having to explain these types of things, the nuances of it.

And I understand the concept of five million a year.

I understand the concept that it should be a little bit lower.

I just want everyone to be very careful because we can send in a list.

If the voters don't approve the list and vote no, because it's too confusing for them to understand what we all are trying to accomplish totally, even with the concept of this list can be adjusted, that's a big concern, and we need to be very aware of that moving forward.

Councilmember Sales and then Bromley.

Councilmember Sales.

So uh to riff on uh Chris's what the first one should be PCI below, we're gonna send 12.5 million dollars on PCI below blah blah blah, you know, and then the next one would be PCI bel below some higher number.

I mean, that would that's what you're basically saying is are we moving towards a mean?

What is our average PCI citywide?

Do we have a sort of like a magic?

Around 56 right now.

Yeah, so you know, anything below 60 would be the first tranche, and then anything does that make sense?

So that we're tying it to uh an objective of moving from 56 towards 70, because 25 million dollars wouldn't probably get us to 70.

This this also gets us to a different conversation about the I know the philosophy of resurfacing, you know, on the engineering on the engineering side.

If I want to bring the average up, I start at the lowest numbers, which are like ones and twos, and I do those streets, and that means I'm gonna do your street.

But council member Zach is your neighbor, and his street didn't get it.

But that's not efficient.

Yeah.

But that would be the way to do it.

We've so far we've done a lot, you know, try to do it all in the neighborhoods, try to do main roads.

If we really wanted to get it all the way up, we start at the bottom.

And we do the roads with the lowest scores, and that means I'm doing his street, not yours, not yours.

You're all in the same neighborhood.

Yeah, but that's game in the system, right?

Because as you you get mobilization cost increase, your the the how much the road gets used.

I mean, there are some pretty bad roads that actually nobody drives on it to spend money on those would be foolish, right?

So I mean, I I think we gotta play honest with this the game, but but nonetheless, it we could bring in this concept of our goal for the first tranche is to get us from 57 to 60.

Our goal with the second tranche is to get us from 60 to 65 or something like that.

Council Member Rumble.

Um so again, to you know, again, it's just playing with the numbers.

It's just gonna be why don't we just have one bucket if we you know, if you we're gonna be separating it, we're gonna like, oh, we're gonna do this and we're gonna do that.

Just have it only one bucket.

I don't understand why you had to separate it.

That reason, you know, what to mayor's rubber show point that we have to educate the voters.

You're gonna go out and say, like, oh yeah, I see two spots, two levels of this plots, and what is PCI?

And then you know, we we barely have time to tell people what T Splus is, and now we're gonna have to educate it about which ones and the other ones, and then you know, they make it with questions like that, like well, I have a lower PCI.

Why are they not doing my street?

Why isn't that that number one and number or or number two?

We're gonna have to, you know, all that it's it's too much.

If it's just the number, can we just put a number in?

Also, at the same time, if you scroll the list and you say, like, okay, I have all this tier one, it's in all this tiers two, but they don't want tier three, that also looks sus, as the younges will say.

Like, yeah, like why what is this?

And then we're telling no, it's because we have to have some something in the three.

Yeah, uh that's that's also not serious, right?

So I mean, those those are my comments on the council member is from the 8 and all the line.

Council member sales and then council member Philippi.

I I guess I mean it's not like there's a paving truck and it starts at zero and we're gonna run the damn thing until it gets to 25 million.

That's not the way this works.

We're going to do it based on PCI, we're gonna do it based on PCI plus uh the project nature of the project.

I mean, it's not like this is one continuous project in any event.

That's not what this is.

So all we're saying is we're going to try to use the first money because there is a flex budget here, a stretch budget, whatever you wish to call it, that we are not confident we're gonna hit.

Frankly, we don't know that we're gonna hit the first number.

And to say that, okay, we're gonna the most important thing in the city, notwithstanding any bridge that may collapse, is the paving the roads till we spend 25 million dollars.

We're just gonna hit go and we're gonna keep going until we hit 25 million dollars.

That makes zero sense to me.

No, not and that's not what we're talking about when we say tranching it.

We're saying we're gonna do this kind, we're gonna do so many projects, and I I mean you could list all the streets that you think would fit in 25 million dollars today if we if we needed to, and we put them all on the list.

That'd be stupid.

We're just saying we're gonna allocate 25 million dollars to it.

Councilmember Philippi.

Um, just a thought on the voter concerns.

This is a Fulton County wide vote.

In its entirety, that is correct, yes.

And that and so there's how many voters in Fulton County?

A lot of cities.

15 cities.

Yeah, it's 15 cities.

And and does Roswell vote on all of Fulton County or just Robert.

Yes, every Fulton County voter will vote on the entirety of the entirety of the list.

So are the voters really gonna understand.

I'm sorry.

I mean, whether or not we split the paving, are they gonna understand any details of really what's included in the T Sploss countywide?

They're they're more likely gonna vote on the philosophy of do I believe in T Sploss or not.

I mean, wouldn't we all agree with that?

That's probably fair to say, yes.

Okay.

Because be and and the only reason I say that is because uh a voter in East Point will probably be knowledgeable about some projects in East Point, College Park, Hapeville, Chattahoochee Hills, Johns Creek, etc.

etc.

Um, and probably we'll take a look take a look at the uh T S Blus in its entirety and what what can that do for my local community or by local roads?

I some people do have a global perspective.

I'm not dismissing that at all or discounting it.

Um but I think that um, you know, and and quite frankly, I mean when we had these survey sessions, obviously we'd only dealt with the city of Roswell, right?

I mean, we're not we're not we're not you know, um displaying a list from from Sandy Springs.

We're displaying a list from Roswell, and I'm sure the other cities the same.

Yeah, and I I would just add to that.

I mean, even for the the primaries that are going on right now, I mean, I I have the majority of people emailing me or texting me and saying who should I vote for, right?

So to think that the majority of the voters are really going to analyze the list that closely, I I I think might be a little bit of a concern that we don't necessarily have to concern ourselves with the mayor Rob Show.

And I'm just gonna I appreciate what you're saying, but I am gonna caution because we are already, I know my office already is getting questions about the concept of T Splot 2.

I thought this was on the list.

This wasn't I'm not saying from a few, but and I know that's going on in other cities, so people are already looking at, we've done two rounds in Fulton County, and total voters is about five million if you add them all up.

But that's not everybody votes, that's the other thing.

But I'm just saying, I think it's simple because other cities are already posting and publishing their list.

I mean, what they're proposing to Fulton County to get voters interested to go ahead and vote for within theirs.

I was saying even to the citizens of Roswell, we want them to vote for this.

That's why we asked them what did they want and to prioritize it, and that's all I'm saying to communicate this to get a positive vote across.

I I just think that the the voters that are gonna look that are gonna look at it that closely are gonna understand the tranching of the surfacing reserves.

Yes, uh council member Pisa Given the fact that it's voters have to authorize T splass as an as an entirety.

I'm going to use a uh expression that my Iranian father uses, and I hope this translates well into English.

Uh the grass has to be sweet to the goat.

In other words, there has to be an incentive there for people to want to come out.

If the public is telling you that resurfacing is what I want, to me that seems like the carrot that we're trying to use to get people to come out to vote for it, because they're telling you this is what's going to get me out to go vote for T S Boss.

And then after that, we have to manage it in a way that makes sense.

That's good.

Yeah, but the other thing too, just as a matter of just general information as well, for us and for the public is obviously is this goes forward uh toward November for a potential vote or a vote uh by residents, the the city itself or other cities and the county cannot advocate for voters to vote for or against.

We can educate and inform.

Here's what uh those monies might be used for, would be used for here's the tiering system, etc.

etc.

And uh educate and inform and not advocate.

So all right.

Comments further, council member Hall.

So I I would I would support this in the other format that we had it where we had tier one and tier two and had white one item in tier three and split the um split the resurfacing into tier one and tier two as as we were looking at it.

But I did want to make one thing and and just um I just want to show the I I think this would be a very good example of something.

There's an item on there, and it's on XL line 17.

It's the bike pedem number 10 off system trail, Eaves Road, three three point two million dollars.

That is that sounds really great, and it's on Eaves Road, but that's that private road behind a neighborhood.

And voters don't when they answer that question, had they known that this only serves about maybe 20 homeowners, um, would they have selected that?

You know, it is it is towards the bottom, but would they have chosen something higher?

So those are those are kinds of the things that we still should consider as we are moving this towards towards council, and I don't know if we're gonna have a time to email back and forth before the council meeting, or you know, we may agree on the list, but um how we're gonna move forward with that.

I mean, i I mean that's that's something that we as a governing body we have to I mean there's three point million dollars, you know, that can go to something else versus um a private trail behind a handful of homes council member Bromley But it's on the tier three, so we may never get to it, right?

We can always do other things.

That's why it's on tier three.

However, I I'm just at this point I'm very confused about what is ask of us.

Is it to approve this list?

What what is it as of us right now?

This would go to the next council meeting, correct?

On May 26th, which is a Tuesday.

Remember, we'll have committee and a council meeting on Tuesday due to the Monday Memorial Day holiday.

So we'll have two the two meetings on Tuesday the 26th.

Is that correct?

This will if this is moves for if this moves forward, it will go to the 26th.

It has to be submitted to Fulton County by the end of the month, the 31st or 3030.

Which is so basically 29.

Yes.

Council So go ahead and finish your thought.

Yes, go ahead.

Uh so we need to move forward this list to put it up to vote that day.

So is that that's that's what we're saying, right?

Correct.

And needs to be on the twist.

That day, then what is the plan B?

I'm sorry?

Is that if he doesn't pass that day?

If if this body okay.

All right.

Yeah.

So, you know, and this is all to say like you don't know.

You don't submit a list.

Uh yeah.

This list really try not to extend that.

Council member Philippi, I believe.

Philippi and then Zach.

Okay.

So I'm you you sent us an original list that had over 120 projects on it, correct?

And can you remind us how we got down to the shortened list?

That was through another committee meeting.

That we all agreed on this shortened list.

So we agreed to put the Eve's Road on here for the public to vote on.

Yes.

Okay.

Just quick reminder.

What is that?

Sorry.

Quick reminder, what is the uh estimated amount that we're expecting to receive for those?

85 to 95 is the estimate.

Okay, thank you.

All right.

Okay.

All right.

Further comments.

Is there a motion to move something forward?

Yeah, what is what is my direction?

Tell them what to do with the thing.

Council did you have a comment prior?

Councilmember Hall, go ahead.

My comment is that I would propose that we um have one item as tier three, make the other ones tier two as we were using it and break break the resurfacing into the two.

Um one in tier one and one in tier two.

And that's what I would support.

Are you are you shaping that in a form of a motion?

Or are we seeking?

I would like to make that motion that we that we I'll reshape this.

I'm sorry, I didn't mean to usurp your motion.

No, I was trying to go.

Okay.

I I would like to have uh tier one and tier two, and um we can pick any single single item for a tier three.

Uh Greg, did you want to I think tier two needs to be like a hundred percent of collections, which would be close to that ninety-five, hundred million dollar mark.

I'm not sure I'm looking on that other thing.

Let's just put the only thing that really needs to be done is just what it does.

So tier two cannot exceed 95 million uh on the list.

Yeah, so the way Fulton County does it, like tier one is kind of 85 percent of estimated collections, and then tier two is a hundred percent, and then tier three is like a hundred and ten plus percent.

Okay, but then my then my motion would be to split the resurfacing, put 15 million in tier one and ten million in tier two, like we had, and would that open up some of those tier threes to make them yellow?

Is that or a couple of they would move?

I'm trying to move the bridges up, is what I'm trying to do.

So that's that's my motion.

All right, everybody clear on the motion.

Do you need to restate it?

We need a visual on the motion.

Yeah.

I'd like them to make an amendment for a motion.

All right, would you accept the friendly from Councilmember Zach?

Yes, yes.

Council Member Zach.

Um, the that's kind of conceptual, but I think you'll get what I'm asking.

So conceptually, what we're doing here is saying we want to create the ability that if the bridges collapse, we can actively make decisions to move forward the second tranche and resurfacing if we have to.

Uh with that, the amendment I kind of want to make conceptually is I do believe resurfacing was the highest item, and it's being represented in the first tranche as so.

And I also would like that it be on the tail end that if the expected amount is reached, that it would be fully funded.

So I don't know how you move those items in a way, but why I want to recommend that is because it goes aligned with what I think the intention of what is what the people want is that's the number one thing, and they voted on that dollar amount, but then it does give that hey, if we have an emergency and need to ship things and we don't get a hundred percent, or we have to move the bridges, then that could get moved.

But if we do get a hundred percent, then it's still the twenty-five million is covered in its entirety.

So hopefully that makes sense, and hopefully that's amendable.

Well, I was trying to write it down.

Councilmember let me make sure Council Member Brumble, if you have a question because I do want to come back to Hall's original.

Council Member Brum, yes.

In that understand what you were trying to say, and I think it's making it way too complicated, and the bridges are on the list.

So if something happens, they will be done.

It's not, you know, putting them in the third tier doesn't mean there's not gonna be done.

If there's an emergency, they will be done.

Isn't there's no you don't need to start changing all the I couldn't follow what you were saying?

Yeah, to to make it fit.

You know, they're there.

Make sense?

I get what you're saying.

I'm not sure I did that or five.

Council member sells the money.

All right, council member sells, I think is working on something, something a motion here.

And let me let me also obviously I think we are we're clear that if the point about the bridges is Detroit is to, I think what I'm hearing is to move the bridges up to a higher category in status so that they potentially can be addressed sooner.

Obviously, our desire, of course, is to monitor said bridges and all infrastructure to ensure they do not um result in any catastrophic failure.

Um, because if we were at that point, then obviously we would we would um I'm sure you as a body would leverage every available resource in finance to make sure that was repaired, but we want to make sure obviously on the front end that those items um are kept in good repair and are maintained accordingly.

But of course the point is to bring the bridges up to a higher category in status for in order to be addressed sooner.

Yes, Councilmember Pieson, buying Alan some time to finish drafting.

Uh friendly reminder as well, even though the bridges are rated as fair according to the bridge rating, that just means that it doesn't look cute or pretty.

There might be some aesthetic issues, uh, there might be some slight dings, damages, that does not mean that they are not safe.

That's not a failing bridge at that point, and you still have several points before it degrades into failing territory.

So while I I understand that's just kind of the example we've been giving so far of like failing bridges, but just to reiterate for the public, we're nowhere near failing bridges, they're just on there so we can maintain them.

Alan, you got it?

All right, council member cells sir?

Councilmember Sales.

David wanted to make a point.

So so I believe that you can say bridge repair replacement instead of okay, it's gonna be this bridge, and another bridge fails, and then you can't you can just say bridge repair.

Yeah, that's what I did.

Such as Og Waller Creek and Oxbow Road.

You don't have to be so specific to a project.

Right, brilliant.

Okay, so member Hall.

Just for clarity.

So you're suggesting instead of we could just put 12 million dollars on there for for bridge repair or 13 million, whatever it is, instead of listing the bridges separately.

I mean, it's kind of like resurfacing.

You're not naming all the roads you're gonna resurface.

Yeah, yeah.

Yeah.

You're looking at your most dangerous bridges.

Those are the ones that you're looking to replace, repair, whatever.

Okay.

All right, Councilmore Sales.

So I would like to make a motion to make resurfacing at $15 million as a tier one to achieve a PCI level to achieve a targeted PCI level as determined by R dot.

You guys ought to come back to us on that.

And to move approximately 10 million dollars of bridge projects up to tier one, and further a second tranche of resurfacing of 10 million dollars be added to tier two to achieve the 90, is it 100% of the expected value of the T Splash?

Okay.

Let me read again.

Sorry?

This is very confusing.

Uh can you read it again, please?

Because I think I don't know.

Will you please read it again?

No, because it's not all written, but I'll do my best.

So uh I am proposing a motion to make resurfacing uh a $15 million tier one project to achieve a PCI as determined by RDOT, and to move approximately 10 million dollars of bridge improvement projects up to tier one, and further to add a second tranche of resurfacing of 10 million dollars in tier two to achieve 100% of the expected value of the T Sploss budget.

Mr.

Flecker, yes, sir.

Did you for the bridge to tier one?

I did.

Did you want it to be the total of the two bridges we have named, or you just want 10 million dollars?

10 million dollars, yeah.

Okay.

And and I this is this is frankly to David's point that we don't have to say what bridges we're just saying that we such as repair replacement.

Yeah, that is correct.

And it's on it's on video, so we can uh we can craft it appropriately.

That's that is my motion.

Okay, we have a motion.

Do we have a second?

We have a motion and a second.

We have discussion.

We have discussion.

Yes, okay, discussion, yes.

Mayo.

I need to see it.

Okay.

I need the spreadsheet, you mean?

Yes.

It helped me to promote it.

Okay, well, all but you what you had a moment ago where you had 15 million at the top.

Yep.

I I I want to see the totals because I know up to 30, 85% is tier one and the rest.

And again, it's just moving numbers and it's just not good.

Moving numbers is the stuff of this meeting.

That's what we're doing.

Uh moving numbers that is gonna confuse the public more.

I just again I don't understand why we have to have two, and I also don't want at this point to have uh our department of transportation to figure out what is a PCI because then that we're gonna apply for each level because then we're gonna get also into and to a discussion about what is are we doing average PCI?

Are we doing medium PCI?

Because if doing average, we could you know, like you said, manage the number.

It it just gets so complicated.

All right, we'll get you gotta take out the two bridges.

Andy, thank you for your on the flywork.

Yeah, let's see what we end up with here in terms of uh I missed something.

Right.

This is roughly because I lost two million dollars somewhere.

Well, you you just want the bridges for 12 million and you put 10.

That's right.

Yep.

So that's that's where it is.

So we're now down to 115 million.

Yeah.

So you got 84.

They were yeah.

So we need to go to what about 85 million to start with.

Yeah.

Tier 1s, these are tier 2s.

And I could ask, but can you put the second tranche of resurfacing as the first item and uh the second uh priority?

That would answer my convoluted question.

I did that over.

That's that's that's now tier two.

Yep, that's tier two.

Something like that.

Yep.

All right.

That's it.

Mr.

Councilmember Z.

Sorry.

Just uh close the loop to my convoluted question.

Uh this does answer for X to me that if we had a hundred percent funding, then resurfacing would be a hundred percent covered.

So that's what I want to do, and this represents that.

All right, uh Councilmember Brumley.

Uh what is so tier one, um what is the balance that we're supposed to have?

85 million and tier one.

Tier two is supposed to be 95, right?

We are way over 95.

Yeah, so tier two should be around 100,000.

Uh 100 million.

Yeah, 100 million.

Uh again, I just the original one just seems clear, and the numbers are there.

All right.

We did have a motion and we had a second.

Uh did we have do we have further discussion?

Is this looking good?

We'll get there.

Come back to us in the next year.

Yeah, we can clean this up.

Uh yeah.

You outline.

Yeah.

And maybe to Alan's point, we can maybe fix tier two and tier three and put more kind of buckets, and just say such as some of these other projects.

Yeah.

Um, and we can bring that back.

All right.

So we had a we had a motion, a second.

Further discussion.

See none.

All in favor of the motion moving forward.

All right.

All opposed.

Okay.

All right.

The motion does pass with the two uh doted dissents.

And um this will move forward.

This recommendation will move forward to the May 26th council meeting uh for a formal approval.

Um consideration by the mayor and council.

Thank you.

All right.

Thank you very much.

Time one.

Yeah.

Thank you.

All right.

All right.

Um under the regular agenda, the next item is a consideration of a resolution to approve the 2026 annual action plan.

AAP for community development block grant, C B G, and budget amendment.

BA22570101-06-08-26 to set up the grant in an amount of 443,594.

Presented by Chief Financial Officer, Mr.

Bill Godshaw.

All right, Mr.

Mr.

Godshaw.

Thank you, Mr.

Knighton.

Thank you, Mayor and Council.

My first item tonight is the annual action plan as Mr.

Knighton had read.

I do not have a presentation for this.

A quick overview of the annual action plan and then some of the key dates that we have coming up that will culminate in a final approval opportunity for you as Mayor and Council on a Monday night meeting in June 22nd.

So the annual action plan specifies the city's intended use of its community development block grant funds.

The use of these funds aligns with the 20 to 23 to 2027 previously developed consolidated plan, which identified affordable housing as a number one priority for our block grant funds.

The 2026 allocation of 443,594 will be used in its entirety for the annual debt service of the $2,029,000 Section 108 loan that was secured last year for Roswell Housing Authority to uh perform the redevelopment of Pelfrey Pines.

That loan was closed and funded in 2025, and we are uh we have pledged our block grant funds over the next five years to provide the debt service for that fund.

We are required to post a plan for a 30-day comment period, which will also include a public session at City Hall.

Once the comment period is completed, we will come back to you, the council, with our report and recommendation related to the filing of the annual action plan with HUD.

The plan will be posted on the city's website with printed copies available at City Hall, Roswell Housing Authority, the Roswell Public Library, and the East Roswell Public Library during the comment period.

The meeting for the uh approval to uh this meeting is for the approval to proceed.

Uh other key dates include tomorrow, May 13th, when we post the uh to the website uh the aforementioned plan um as well as at the uh locations that I specified.

And then we will release a press release uh tomorrow to inform the public, and then we will also stage uh other communications through our various channels, including website, Facebook, and so forth.

On June 3rd from 9 a.m.

to 1030 a.m.

we will conduct a public hearing in city council chambers.

On June 15th, we will close the public comment period.

Uh we will summarize the results, uh finalize our recommendations, and bring that to you on June 22nd to a mayor and council meeting.

Uh if that is acceptable to this body, then we will file uh the annual action plan with HUD on or before June 30 of this year.

The uh absolute deadline is August 15th, but that does uh the reason we want to file on June 30, that's the HUD's requested date, and then it allows us for any um corrections, uh follow-up responses, replies, and so forth.

So it gives us 45 days to make sure there's no issues with our plan.

With that, I'm glad to take any questions.

All right.

Um questions for Mr.

Godshall.

Everyone okay, everyone good.

All right.

Where are you on VCI?

All right.

Do you really want to know?

All right.

Um I need is a recommendation to proceed.

Yeah.

Motion to proceed by Councilmember Sells, second by Councilmember Beeson.

Any further discussion?

Seeing none, all in favor.

All right, we'll proceed and move forward.

Thank you.

Thank you.

The next item on the agenda is the presentation of the FY 2026 quarter one quarterly management review.

That will also be presented by Mr.

Godshaw as well as Mr.

Panino.

Gentlemen.

So I've asked uh Dr.

Panino to join me uh for the presentation, and I'll explain shortly in a uh why.

Again, thank you for having me tonight at our committee meeting uh to discuss the quarterly management review uh of the city for the first quarter ended March 31, 2026.

Um I've asked uh Joe Panino, our deputy city administrator who oversees planning performance and innovation to join me as we walk through this review.

This presentation is intended to provide a balanced view of both operations and finances of the city in the past three months.

We intend to cover key performance indicators and service delivery outcomes, citywide goals and operational progress, including a deep dive into one of our measures to give you an idea of where this can go, an overview of community and economic conditions, and then I'll dive into the financial performance and projections for both the first quarter, the year to date, and then we'll look at the five year summary, and then we plan to wrap up with the key priorities and risks moving into quarter two.

As a reminder, all financial information in this presentation is unaudited, and because the 25 audit fiscal year 25 audit is still underway, these numbers could change based on audit adjustments proposed in the wrap up.

Let's talk real quick about the financial frame the frameworks that we use.

We use three key sources as our framework for this QMR.

And as a reminder, this is an evolutionary process when we first started QMR in April 2025.

Um it was mostly about presenting financial results and talking about uh some of the operational measures that we're trying to uh to develop.

Um we are now using uh three different bodies, generally uh governmental accounting standards board, the GASBY.

They provide perspective on governmental reporting uh with the basis that it should help citizens understand not only where the money was spent but what was accomplished with those resources.

Uh the other body that we're relying on from a financial perspective is the government finance officers association perspective.

The uh from their perspective, quarterly monitoring should be moved beyond simply identifying variances, and instead explain what is driving the changes in these amounts and what is driving the uh the ultimate outcomes of these numbers.

And then I'll turn it over to Joe so he can talk a little bit about the ICMA uh and its basis and uh yeah.

So from a KPI standpoint, uh ICMA talks about using three to five per service area and making sure that the KPIs connect to the priorities goals and ultimately the budget approved by the city shows the the connection between the work being formed and the actual results of that work.

Um, and then as we move forward, we'll talk about comparing those results with similar communities and the region.

So the first slide here is is kind of a high level overview.

If we were to look at one thing to look at the overall uh condition of the city for Q1 and where we're headed, um these are some pretty good indicators.

We have public safety 911 calls answered.

Um that's both when the dispatchers pick up the call, and then what we have here is fire department response times, and you'll see these metrics are presented in different ways.

Uh we have averages, we have uh counts, and we also have the 90th percentile.

So the 90th percentile uh for the eight minute and 33 second response time.

That means essentially nine out of ten 911 calls are responded to in eight minutes and 33 seconds or less.

We have some resident services, uh, calls handled in Q1, average speed of answer, uh, also the infrastructure projects that we have underway, the total cost of those projects underway, and then from a community development standpoint, um, planning and zoning, uh, plan reviews and LDP reviews as well.

Um, from a clean city, uh we have the 99.95 percent solid waste pickup uh accuracy.

These are more broader KPIs and workload measures.

Um so we have everything for public safety, infrastructure, organizational health and finance, and then community services.

Uh call out just a couple of them.

Um for the uh total calls for service for fire is a general workload measure.

Uh 2300 calls for service in Q1.

We have police violent crimes.

We also have again the road issues fixed in seven business days.

This is from when someone puts in a hyperweb request to get a pothole or something fixed to the time when that is actually uh finished and closed out.

Uh, and then some more descriptive data from communications, website visits, uh total social media followers.

The one thing that this doesn't provide is benchmarking.

So, as Bill talked about the iteration of where we've come from and where we are going.

The first thing is making sure that you are measuring things accurately, and you have a source of truth for where the numbers are coming from.

And that actually takes some time, especially when there's many different disparate data sources that you have to go track down, and some of that data is very cumbersome to try to locate and reproduce on a consistent basis.

Uh, that's one of the things that we're working on on an IT front right now is a data lake to make sure that all that data is easily accessible.

It's clean data, and these results can be replicated.

So here's a maybe a snapshot of where we would like to go.

And this is moving from data that is descriptive to data that is spatial and geospatial.

We also have data in here that uh shows trending uh longitudinal from previous years, 2022 to 2026.

Also has democrat demographic uh data as well.

So this is showing a live in Roswell and it's using place or AI data.

So this is essentially um group cell phone data to show where people are coming from and going to a live in Roswell.

You see, we have a group of people coming from Athens.

This also shows our pop our attendance over the past several years, and it shows how long they're staying there, as well as demographic information of household income, medium age and level of education.

So this is again moving where where we would like to move from from just purely descriptive data to data that really tells a story and that can be used for things of how we are um dispatching our public safety um, where our investments are being made in the parks and where our residents and visitors are um going to hang out for the most part.

These are our goals.

So when we went to the retreat, the leadership retreat earlier this year, we presented you all with goals by department, asking for your adoption of of these goals and basically to go forth and prosper and um carry out those those goals.

So what we're doing now is reporting out.

So this is the Q1 report out on the goals.

We've taken those goals, um, broken them down by quarter and reported out.

This is now live on the city's website.

So you've got Roswellgov.com forward slash gold tracker.

Um this is also found under divisions in the Roswell website, and you can go look at all of the goals by quarter, uh, by department, um, and even by level of completion.

So this is the first time we've really kind of reported out in this kind of transparent way.

It's something that we want to continue to move forward on.

We've had some conversations uh as recent as this week with the mayor and some some other council members, the city administrator on Bloomberg um what cities work certification, and it's basically just creates this roadmap in conjunction with Harvard, Johns Hopskins University, and basically says to be a certified city, here's how here's how you interact with the public when it comes to data.

Data is open source, easy to access, the public can see where data is informing budget decisions, the data is showing the performance of the city by department, uh, and the taxpayers can kind of see where the tax dollars are being spent and what that return on the investment is.

That's something that we are certainly um, we certainly aspire to get to.

Uh again, we're in the early stages, and and hopefully by Q2 we come back and at least have that next layer of benchmarking for you all to look at.

So as we move to the financial as we move to the financial overview for the first quarter of the forecast and beyond, I think it's important to provide some context about our community.

Um, our most recent population.

If you could pause for just one moment, Councilmember Hall.

Before we move on to the finance can we ask a couple questions on the performance piece while it's fresh and in front of us.

Yeah.

Um just is there a model city that is using and has adopted a lot of these metrics and and is using this methodology and reporting out to their residents.

Is there somebody that we're looking at that we aspire to be like?

Um or a group of cities.

Yeah, going back to what I was speaking about about the Bloomberg philanthropies, there are two cities that are certified in the state of Georgia.

One of them is Savannah, and the other is uh Athens Clark County.

And they are the only two out of about a hundred cities in Georgia.

And again, we have a call with them uh next week, and and actually, this is something that um we found out about in attending the mayor's uh Metro Atlanta mayor's meeting.

Someone from Bloom uh Bloomberg came and spoke and showed like this is a free certification process.

You take a survey, um your city takes a survey and how you're using data and how you're reporting out, and then they assign someone to you and essentially provide you support in a roadmap to get you certified as a city.

It's all uh completely free, it's just the staff time and putting the work to kind of get that done.

Yeah, Bloomberg is international, as a matter of fact, some of the cities that we met with in Slovakia and the Czech Republic were Bloomberg certified cities.

Yeah, absolutely.

So um interesting.

Thank you.

And and just a couple other questions on the the metrics and the customer service.

Do we um I don't know if it's automated, if we're measuring this, uh, do we do a how did we do, like perhaps when somebody's been through the zoning and permitting process, when that process is done, is there a some kind of email or survey or a call or text that goes out to how uh how did we do that?

Deputy Chief Leatherman uh can address that real quick.

There's a point of clarification too.

Thanks um in terms of the number of jurisdictions, 159 counties in the state and five hundred and thirty-seven cities.

I think they drop on maybe five thirty-six cities.

Anyway, I'm sorry.

Just there's a lot of them.

Yes, sir.

Two parts uh to the question on the the call side, every caller receives an opportunity or an option to take a short three-question survey any time that they call the city.

As it relates to our plan review process, part of our goals in Q2 is working with our community development and communications team develop a after action survey to send out to our customers that have now gone through the plan review process in quarter one to get that feedback from them.

Okay, yeah, I just that's been the biggest pain point that I think we all collectively have heard for many, many years, and I know we've made great strides, so it'd be nice to be able to get that feedback.

And then uh is there I I know that many companies are very focused on on customer service and becoming customer centric.

Um, do we have a standard reply time both internally and externally, as far as if somebody sends an email or an inquiry, like do we have uh a 24 hour you need to reply in 24 hours either with an acknowledgement like hey, got your email and we'll follow up with the answer or or the answer is there, something like that in place.

So I'll cover it in two different ways.

Within our um resident and business services team, it's uh business day reply to the general emails that are coming in.

So we have a reply same day, even it's if it's going to take us a while to track down the information, they're getting a reply from us.

As it relates to the hyperweb tickets, and I think um you can see if you look under community services, um, there's a couple of different thresholds that are used for safety and non-safety items.

So the bottom two bullet points in our community services are actually the hyperweb tickets that are coming through the system.

And our safety items uh within recreation and parks have um an hour rating to them.

So we want to respond to those same days, and you see the average response time is three hours on safety-related items in the parks.

As it relates to the non-safety items, we have a target of three days to resolve those items, and our average right now is 1.8 days.

So that's coming through the automated system of recreation and parks in the hyperweb system.

Each department has different thresholds because of the types of calls for service that they potentially get and how complicated they are to resolve.

So, my my question specifically is to um the residents that may just write into mayor and council um just in in the general email.

Is there a target to respond to those within 24 hours?

Is that I've just had some feedback that that we are probably can do a lot better in the response category in that area, and that's where in council?

Yeah.

That's our wrong.

Well, there's 30 people on that email.

Yeah, we've got our problem.

So yeah, that's probably something that we could firm up.

Okay.

That's a big group and um probably some etiquette on who takes point and how we respond to those.

That would be great if we can um do that because uh I know I do see that we we as a council at council members try and reply, but many of those things are not something that we can address.

So let me also go to council member.

Okay, quick question and kind of bandwagoning on Christine's question.

Um as a citizen, if I feel like the process is not meeting expectations, is there an escalation path that isn't going to council and mayor?

And not saying that that's a problem, that is our job, but um I'm just curious if they have a remediation where they don't have to go to the top immediately and if they know that remediation context might help while we talk about a utility bill or we talk about a land of service permit.

I mean, to Jeff's point, each one of the services we provide has very different time frames and response rates.

But the idea is phone call first.

If it can't be dealt with a phone call, it gets escalated through a hyperweb ticket.

In some cases, it might be through an email or through a voicemail.

But the idea is that there's a series of escalations built within the city apparatus, and by the time it's landing on you, my guess is my my interpretation would be that they've exhausted their options to their capacity of willingness to to address, and and now they're looking for somebody to lean in on us to do a better job.

That's the way I would put it.

And to your point, I recognize different processes, how we'll we'll have different escalation paths.

But if I speak to it and kind of in the corporate world, oftentimes we're dealing with third-party vendors, and we might have an SLA that says three days or something like that.

But part of whatever engagement I have with that third party, I'm gonna have points of contact that says, hey, if we didn't make our SLA, this is your point of contact to try to resolve that, and that may have one or two chains before it goes to the top.

So that's kind of my question.

If in the public sector with the same perspective, if I'm saying, hey, I don't feel like you guys are missing or making the SLAs, is it clear who their escalation chain is?

Um to try to find remediation.

So within the resident business services division, which is where most of our initial correspondence come through, uh, we do have escalations in all divisions and all departments that are defined in that team.

Um and as Mr.

Godshaw shared, those are escalated through a ticketing system so that they can be tracked and closed out so we know exactly how how much time those escalations take and what the remediations are.

The challenge within the city is there are a number of paths for communication, and so sometimes the funnel is not through the resident business services, it comes top down.

It comes directly to the email that is posted for um mayor and council on the website, and so there isn't the opportunity that is given to the resident business service to go through the normal process because we leave those channels of communication open.

Normally in a corporate setting, you would have a single channel of communication, and we have multiples.

Um and so it's very difficult to channel all of that communication and direct it into one place to kind of command the process, if you will, um, because the council and really the staff at the director level want to be available and want to be available to our community by email and by phone number.

And so we have the expectation set that if you receive somebody, you are the first point of contact and you are the customer service person at that time, and the departments and the team are trained in that way that if it lands in your lap, you handle it.

I hear what you're saying, and um just just for a point of clarity, what I'm hearing is the escalation process is really your internal system mechanism for escalation.

Um and this is at least again kind of going to the the corporate perspective of if I have a problem with whatever my third party vendors doing, I know the person I could call.

Uh that's the point of the next point of escalation to try to drive it.

And that's kind of my question is do the residents know or have any way to know that hey, I think my um permit is taking too long.

I could go to Jeff Leatherman to help resolve it, versus they don't really know, and so it's easy for them to go directly to the top.

So, no, we have not defined every single escalation path and where you would go if the points of contact that you have for the city does not satisfy your level of expectation and whatever it may be.

Um the challenge is, you know, as I see it right now, is we have you know hundreds of potential question lines that would come through in that way.

Um generally speaking, that's where the department directors um usually the community can filter their topic by department director.

They know if it falls within recreation parks or within community development, that they can start to funnel in that way, and the directors are available on our website, and they're generally the point of contact for escalation.

Um again, it doesn't always happen that way, but that's the general rule in my experience that I've seen over the last eight years or so.

So uh when I get a help desk call right from a client, because they come to me as a CEO or you know, and they'll just they know my phone number still essentially.

I send it to the help desk, right?

I say, hey, that's a great question.

I'm gonna put you in contact with somebody who can help you because I can't.

Whatever it is, I probably don't have to do it.

That's true here too.

So what would you have council members do?

Is there a general place where we should send things because typically I'll call one of the three of you or Mr.

Knighton or something like that?

That seems terribly inefficient.

If we could send them to one place and be confident and hear back that it was resolved, because that's really the the big issue, right?

Closing the loop.

I mean, a lot of people call us because they didn't like the answer they got, frankly, right?

That's that's one of the paths.

And so if it's if there's a place where we can send it, and it and I don't mean that to be you know dismissive, but I really can't help them with their problem most of the time.

Right.

So is there such a place?

And I think the and I would just follow up with uh I think re-emphasizing the expectation though that you have the ability to track back if you get a question that that thing has been handled, whatever it may be.

Um right now I would say we don't have a defined process, as Joe said earlier of that being in place, um, something that we can absolutely put on the list and start to work through.

It's kind of that general catch-all that you're saying is the emailers coming through.

Um, as was stated earlier, usually myself, Joe, Sharon, or the chiefs are the points of contact uh for those items, and then we usually delegate it from there where it needs to go.

Um but if we need to automate that system, as you said, potentially get us out of the middle of it if that's the expectation and get it directly to the people to work with.

Well, not only does it get you out of the middle of it, which is also terribly inefficient.

I know how much you guys are like meeting animals, right?

So uh you're always in a meeting.

Um but also it's part of the statistics, right?

If I call you, it's being lost in the data flow.

It's not going through a process where you capture that and say how long is it that guy sat, and you know, and therefore when I go back with the feedback, it's like I think they're working on it, but I don't know.

So that that's true.

Um I guess maybe having come in and having had processes already in place.

And I would applaud you and your division directors, because I maybe I've I'm used to this.

I went like you, Alan, I would get calls as a vice president level, and I always top I send back a response to the person who's emailed me and say thank you for your inquiry.

I am sending it on to, and I give them a name and a contact, and typically I send it to the ELT member associated with it and the director of the department for now because they vary so much.

I and I'm going to make a claim and I don't have documentation.

99.9% of the time they send me back a response saying they are looking into it, taking care of it.

Um so I I'm trusting that they have.

I I have not closed another loop, but I figure I don't get another email requesting assistance, so y'all solved it.

Maybe I didn't know that was a different way you wanted it done.

I I don't know.

So before uh Jeff had diplomatic RBS and and the team down there with 5-9 and some other solutions, uh finance received the number of calls directly.

Um and some things got lost in the process, and so there was some follow-up problems.

So we used to get a lot more mayor council emails around property taxes, utility bills, and some other problems like that.

Um anything that I received from a former from the former mayor or a council member, I would do I would do exactly like you described.

I would contact the resident, first of all, I would call finance department what's going on, explain this to people, right?

Like I'm five.

Um and then I would send an email to the resident as well as a finance person, put them in touch, and then ask for a follow-up, you know, off not in the email but offline.

Um I feel like that's something that we could with some work uh put a more formal process around as an education and and meet the objective of making sure that it's captured, reported on and not lost in the data stream.

Councilmember Zek.

I'll say that at least for me personally, I'm not trying to solve for X, but I at least like to get the perspective that it although true and fair when something does go at the council, we I do think we kind of know the right people to get to.

But there's also the people who don't feel comfortable kind of escalating to the top right away, and so that's I think a gap of customer service.

Um again, not trying to solve for X, I at least want to get the perspective.

Uh-huh.

Yeah.

All right.

Um, Mr.

Gotcha, please proceed.

Are we ready?

Thank you, Mr.

Letheman.

He's bolting.

Okay.

So as we dive into the financial side of the presentation, um, as I stated, or as I started, I think it's important to put our community uh into context, particularly some of the economic factors.

Right?

We have a rope, you know, fairly stable population, around 93,000.

We have a a very high median household income, especially when you compare it to Georgia median, uh, about 138,500.

Our uh unemployment rate is 3.3% compared to the state and national averages of 4.3%.

Um, and our property tax base uh is 9.5 billion on an estimated basis.

We inflated the uh the tax digest from 2025 by 1.5% to stay on the conservative side.

Also, this was prepared during the state legislature debate about the future of property taxes.

Uh so we wanted to be a little more conservative than usual.

Um, and I'd like to think we're a fairly conservative group when it comes to forecasting the revenue side.

But you know, in summary, Roswell is a is a uh it's it's it's doing well.

Uh it's it's got a lot of good activity.

Um if you look at some of our our more specific economic indicators, our sales tax collection continues to exceed uh prior years on a year over year basis.

Uh we have uh exceeded by five point five percent year over year uh through quarter one.

Our construction permit activity is up almost 105 percent.

Um now we don't really have a good uh historical reference for business license applications because as we transition from the paper to the electronic, there's been some some difficulties.

I think you heard a little bit of this last night in the zoning discussion.

Um but we do have 54 new uh applications in the first quarter.

These are businesses that have started that did not re these are not renewals.

Um our effective borrowing rate is currently about 4.2 percent.

Um, and we'll talk more about that later.

We'll also talk about CPI later because these numbers are outdated now uh given what was released today.

But that sort of sets the baseline for how we perform and and what we're working with from a resource perspective.

So first quarter overview.

Um the gray bars represent the Q1 budget, the green bars represent uh actual.

What's important to understand about the budget uh for the quarter?

Uh this is also an undertaking that we took last year.

We continue to refine is that we are shaping the budget by month.

So rather than just straightlining the budget out 112th per year per month, we're saying, okay, if you have seasonality in your budget, what does that look like?

And and that was an iterative process where we did some benchmarking in finance through regression analysis and otherwise.

Went back to the operators to confirm that shaping, and then it built it in here.

So you'll see things like certain revenues, sales taxes will be fairly consistent, but property tax will be extremely low in the first quarter because we're typically a fourth quarter collection of property taxes.

Other will mostly include commercial and business uh revenues uh in there, and that's a big first quarter increase.

Did you thank you, Mr.

Gaucho?

Council member Hall.

Just on the prior slide, and we had talked about this briefly.

Um the business license applications versus the how many applications is it it would be more meaningful to see what the the net increase is.

So how many businesses are closing?

Um how many new ones we got?

Here's the the net number.

Just if you can't, that's I don't have that off the top of my head, but that is a number we're progressing to because again, we want to be able to benchmark these numbers, and then the next question becomes kind of to Joe's uh Dr.

Panito's uh discussion on best cities.

You know, what is our expectation for for that as a as a uh the the types of yeah?

So I mean, are they and then I know that the reporting capabilities inside of uh of the new software will then start to allow us to drill into the types of industries, the types of businesses that make up the 54 or the lost ones or the existing ones.

So much more data-rich environment.

We just need to get it up and running and trying you know, there's a lot of transition uh from the paper.

Thank you.

Um so kind of the the short story here is our revenues were 23.5 million, um, slightly above uh budget.

Our expenditures were uh 21.8 million, uh, slightly below budget, and we wound up the quarter with a surplus of 1.7 million.

Um, and then we what we end at a uh fund balance of approximately 40.6 million at the end of the first quarter.

So mindful first quarter and fourth quarter are best performing quarters because we have big pickups in uh commercial taxes and property taxes, sales tax tends to um trend up in the summertime and back down, uh and then there's another uh pop uh in the holiday buying season.

Uh so we're going to probably start seeing um either flat or even deficits in the second or third quarter as we move towards the fourth quarter.

This is a detail of the various uh components of the budget.

Uh again, property tax uh numbers might look interesting because their budget is so large, but as you can see, we've only collected one million in the first quarter.

Um if you look at business taxes, we're about 50 percent of the way on business taxes.

Um from a uh expense perspective, a little more consistent here uh over the year.

We had 109 million approved budget.

Our actual is 21.8 million.

Uh the one I want to emphasize here is fire.

Uh we had pretty big weather event in the first quarter, as y'all can remember that resulted in unplanned overtime, and we are looking at how to cover that unplanned overtime and get fire right side up.

But this is not I would say there's not an operational failure.

This is an example of actually fire stepping up and doing its job when it was called to, and and now it's my job to make sure that we can get their money back to where it needs to be.

Um CPA is in the room, Alan.

You can raise your hand.

Uh, this is our favorite statement.

This is the balance sheet that shows us what our borrow capacity is, what our ability to absorb shocks and emergencies and unplanned uh crises, so to speak.

Um our cash continues to remain strong.

Again, this is general fund balance sheet level, not citywide.

Uh our cash does remain strong, our fund balance remains stable.

Uh and as you will see in the forecast and the five-year projection, uh, this is a fund balance that we need as we start entering into some some choppy waters.

For the year, uh our projected revenues are right now looking to be about 105.7 million dollars, um, which is fairly close to uh our budget.

On our annual spend, it's 106 uh point three million, uh also fairly close to our annual budget.

It projects as an annual net deficit of 600,000.

Um if you go back and look at the budget book, we had actually planned to use 2.8 million dollars of fund balance in the 2026 budget.

So right now we're projecting using 600,000 of the fund balance.

But again, I would caution this is first quarter projection.

These numbers will change.

Uh and when you take a look at some of the risk factors we're facing at the end of this presentation, you'll understand why I'm not warned completely by these numbers at this point.

As we move into the five-year projection, if you remember from our strategic leadership conference back in January, we started talking about where are we looking at in five years.

So we've projected revenues based on enacted rates.

So this is a uh a key term for accountants and for financial forecasters.

We are not assuming a change of property tax rates, sales tax rates, avalarum rates, or or any other types of rates.

The only changes in revenue that we would take into account is potentially the taxed base.

Uh and again, because of all the controversy, not controversy, but discussion of the state legislature around property taxes.

Um we tried to escalate these at what we felt was a conservative but but realistic amount.

Uh the other components that you see in here, we have a what we call baseline spending.

This is meeting uh basically the current service levels year over year, mostly takes into account um inflation uh uh at the salary level and the operating call uh operating cost level, uh, but does not include uh expectation of expansive service.

The operating expense requests do um contemplate some expansion of service, uh especially in areas where we feel that service could be improved.

Um we have some examples here.

We're gonna undertake a salary compensation, so in fact I think you're doing that now, right?

We're undertaking a salary compensation study that will probably reveal some anomalies and city salary structure versus what we should be at, and then we can have a conversation about how or whether we address uh that that differential.

Um our computer aided dispatch continues to need reinvestment.

It's it's an antiquated, it's a it's an older system.

Um we're seeking grant funding, but in the meantime, we still have to continue to maintain that for public safety purposes.

Cyber uh, you know, security over the enterprise network, fleet maintenance support is always a cost.

On the capital side, we had a fairly robust discussion about deferred maintenance versus uh uh capital.

Uh so we'll kind of just uh not much more to talk there.

I will say this is not designed to be a panic slide.

Um you know, we do project deficit of 120 million at the end of five years.

This is to prompt a discussion about what are the steps we need to start taking now to to address that number and to push that number down lower as as we move uh through the five-year progression.

Um I didn't know if you wanted me to pause here if you all have any questions on any of the slides.

I see people crabbing mics.

Sales.

Um could you expand upon the operational expense for cybersecurity and the VPM?

Because I believe both those software should be in place.

So I'm kind of curious why they're called out here.

Yeah, so I can't speak to the VPN at this time, but I think the cybersecurity and the network protect protection or replacement of firewalls.

That's on a three-year replacement.

We did some this fiscal year and are planning to do the the rest over the next two years.

Where I'm kind of shaking my head is that I'm on the fence of whether I think that's an opex versus CapEx, but it's not huge.

Yeah.

Okay.

Councilmember Sales.

So uh I think in the three on three I said if you turn this around back the other way, basically, if you go run the clock backwards, you'd have the same gray snow bank where we had deferred capital expenditures, deferred maintenance, stuff like that that built up, and we did a bond offering, and that's that, and so basically we're starting a little square and then going out from there.

That's sort of one observation.

And the second thing is is that obviously what this screams out for is we have to find ways to drive revenue for the city and economic expansion is is the one that is not on the the backs of the residents.

Uh if you uh we need only to go back to it, but basically uh a disproportionate share.

We get sales tax, we got business uh um business tax, but this is the residence tax is 33 percent.

That's different than it is in our sister cities.

That's that's much higher percentage on the residence in the residential real estate.

So I mean what this is saying to us is that we better figure out how to grow the economic base of Roswell or we're going to have a waxing problem that looks like that big gray snow blank bank.

Councilmember Philippine Um I have a few questions.

When you go back to the um sales tax increase, but if one of our cities, whether it's Cister City in North Fulton or another city uh south of the river, has a really really bad performance, we could wind up actually having our sales tax go down.

So to get insights out of this number is extremely difficult.

We have uh someone who's helped us with economic forecasting, and as we put together the forecast for Hill Street and for other opportunities, sales tax is the hardest number for us to get insight into because it runs through two meet grinders before it gets to us, and all of that information is lost any sense of identity, it just becomes a check.

Okay, so what I'm hearing is Fulton County doesn't share any of the details behind where they're capturing sales tax from.

It actually goes above full county.

And we don't have audit rights.

Yeah, okay.

Um with the business occupational tax being down 444,000.

Um do we have any visibility into the health of like our top-tier businesses that can help signal whether this is just a blip or some sort of signal in the market?

So this is not meant to sound like a standard accounting answer.

It's about to um we think partly a timing difference between uh the systems that we've used for this.

We changed systems this year to EPL.

Um the prior system was cash base, and so we recognize that uh sorry it was accrual base, we recognize revenue on accrual basis, not a cash basis.

This system is a cash basis, so we think we're anytime you switch from accrual to cash, you get from a revenue perspective, you get a small drop-off at first.

It tends to level out once the collection cycle is done.

So I want to revisit this one in the second quarter.

Um we talked a little bit about uh the business licenses, right?

What do they indicate and what where are we losing businesses if we are and in that narrative and see if we can put some numbers to that and determine do we have an issue, or is it just an anecdotal observation?

So I hope to have that for the second quarter uh report as we continue to iterate through this.

Good.

And then when we're looking at um the graph that you had with it expense and um uh one more, I think.

Yeah, they are at the bottom left.

Where are we um or what do we have in there for um like maintenance cost in terms of us keeping up with some of these things that we're now having to make up for with like our PFA or even this conversation about using T spas for paving things like that?

So uh the 2026 the PFA that you just approved um will apply about $13 million to the backlog.

No, but what I'm saying is that we're using that to pay for um deferred maintenance, right?

Like the roof and the HVAC.

So that we're not digging ourselves bigger holes with deferred maintenance.

What are we accounting for in this graph in terms of keeping up with maintenance?

At this point, the only revenue you see on here is the recurring revenue.

There's no additional borrowings or any of that.

No, but the expense in terms of expenses.

So you have question is what is our reserve?

How much are we putting in reserve for we have a schedule that we did?

But I think the question is does this represent all our diversions that you put into those wrap?

Are there things that not being covered here that may make those number higher if we include it everything?

It's it's my belief that this is everything that we've captured everything.

Um we monitor it, we update it, we're gonna have an update coming out as we work through the 2027 budget where we'll drop the year and add the year.

But in the process, we'll also take a look at the in-between years to say are these still good numbers?

Have cost escalations impacted these numbers, have we fixed things that caused projects to come off?

So it's it's a living number, but we believe it's the most accurate estimate we have right now.

Right, right.

So when I was talking to you about like my experience at my church as the treasurer, right?

We have the list of all we have our our AC, we have our hot water heater, we have, and we know when we need to replace them, and we're trying to make sure, like Christine saying that we're saving up the reserves to take care of this.

You believe that is accounted for here.

I believe we have the list.

I believe we accounted for the cost of the list, the reserves question, not so much.

That's where we're running into uh a challenge.

We don't we don't have the necessary reserves at this point to deal with this.

Okay.

And then um for context of this um five-year trajectory.

Um, can we get a reconciled multi-year view that bridges the accounting year transition?

The transition to the fiscal year of the fiscal year.

Fiscal from calendar.

None of these so that we can directly compare from previous years, yes.

Uh yeah, I wish you were the first one to ask that question, but unfortunately I have the answer.

Um it's gonna continue to be asked because it's it's usually it's a fair question.

I'm not I'm not debating the the uh the merits of the question.

The problem is the way our accounting system works, is that it's an older accounting system, and it did not have the ability to track a six-month period as six periods.

So in 2025, we put the last six months of calendar 24 as the first period of 25.

In the second period of 25, we put January and February 25 into that period to break those apart and to separate the effective audit adjustments at June, July 24, uh December 24th, January 25th.

We've we've been working at this basically since the fiscal year change over.

Lynn's kind of giving me the look like, please don't ask me to do it again.

Um there are just some numbers we can't untangle in in that system because of the way it was captured.

We've done our best, and the numbers are really choppy and spiky and don't make a lot of sense at the cutoff periods for when the decision was made to change fiscal periods.

Council Member Zach was first.

Oh, sorry, will you finish?

I'm sorry.

Go ahead and okay.

Now I didn't want to if you I just wanted to add on what this may be kind of a double issue.

Are the expenses here also including um the the pension delta that we've identified?

It includes the payments on the pension liability, doesn't include the pension liability is currently satisfied expect to be satisfied over a 14-year period.

These are the level payments during that five-year period.

Thank you.

Councilmember Hall?

Oh, I'm sorry.

Just going to where um Councilmember Philippi was going.

Um perhaps there's there's some single metric numbers that we can uh extract and look at those.

Um I I understand your um challenges with the accounting system.

I mean it it is antiquated and it I mean that's an understatement, but um perhaps there's some single metrics that that we could look at and just separate those easier than trying to do you know a some kind of a consolidated uh comparison.

That that's all I was gonna I I don't know which numbers you're looking towards, but maybe there's you know, if we're just pulling one metric, that might be easier to identify.

Yeah, I uh yeah, I think it's just important to to be able to see us tracking trends over time.

Um, you know, we talked about personnel and head count and um appropriate um compensations and and things like that, just all the ways that we can look at our various expenditures across those years and level set in some sort of way.

And between the system grouping all six months into one period and then two more months into another period, um, and the effect of how audit adjustments get booked.

It's and and the fact that we have several funds.

We have general funds, but we have a number of other funds that pass in and out from an accounting perspective to the transfers account.

It's just it's a it's an undertaking that would uh that at some point I just I realized I had to get on with the regular day to day for lack of a better phrase.

Yeah, I I just think um for transparency with us and with the public, we we have a lot of things kind of mixed together, and it's really hard for anybody to get a clear picture, right?

So when we're talking about paying for some deferred maintenance with bonds, and we're we're we're not able to track um um expenditures or or things from from one year to another, like we're just having a really hard time comparing apples to apples across a many spectrums.

I understand.

Yeah.

Well, David and I have a thought, but we need to think about it more.

I understand I love when lawyers offer accounting advice.

No, I understand what you're saying.

And I probably and I don't pretend to know all of the nuances of an accounting system and finance and so forth, but there may be some resources we can bring to bear to help that situation.

That's all.

So let me give me an opportunity to kind of work through that if you can as well.

Um I'm sorry, council member sells.

Yeah, I actually raised Rose to speak on the first thing that you said, Jennifer.

But thinking about this 12-month thing, um, just briefly, I mean there's a couple things.

It every 12 month period from for comparative purposes has 12 calendar months.

It's just a question of whether they begin or not.

So you can compare, let's say, 2020 to 2025, and it's going to have the same number of 12 months, and it's gonna have it's gonna have a January, it's just gonna happen to be in the middle in one and the end at the other.

So on an annualized basis, comparing those periods to this period is really the same to me.

I mean, you disagree?

Let's let's I I I disagree.

So I it could I'm not talking about the intra.

I'm talking about 12 month period.

I uh as one who has audited dozens of stub period like this, not the stub period bill.

I'm talking about but one of the things we're asked by the acquirer is how do we annualize the stub period?

So we'll do a trailing twelve that spans cutoff periods.

The problem is the how is the cutoff from the last December or in this case June accounted for?

Is it accounted for in July?

Is it counted for in June?

How much of that gets accounted for in December?

How much gets counted for in January?

Under our previous audits, none of our cutoff entries got dumped into December.

In 2024 and 2025, our cutoff entries are getting dropped into December because we don't have a robust monthly reporting system yet.

You're used to an environments that we come out of, you're used to a hard clothes on a monthly basis.

That's not the government experience.

That's just under GASB and fund accounting, that is less possible.

And under MUNIS, it's even less possible under diversion of mutants that we have.

Yeah.

I guess I assume that we don't have material adjustments on a year-over-year basis, but that's a whole other conversation.

And I don't think we do.

I don't I'm not so sure that I I don't want to I I didn't rise for that, so I'm gonna leave that.

Okay, you and I can argue about that over a beer.

Uh but the what I did rise to was the issue of you you talked about sales tax in particular.

I mean, if you go back to that pie chart, because I wasn't gonna do that, but but let's do for a second here.

That 30% is washed through state collections, and there's some agreement on the split between state and Fulton County that we are not a party to, which is a basically a negotiated.

There may it may be precise, but it's voodoo from our perspective.

The state takes one percent off the top.

Okay.

Okay, so is it that you're saying that the state does give us full visibility, gives Fulton County full visibility.

Gotcha.

Okay.

That's my point.

Yeah, exactly.

But we can't audit their that's my point.

As it gets washed based on some basis in Pontol County.

And then Fulton County washes it again based on some negotiated percentage.

So there's no way.

What I'm trying to say here is is that as an economic matter for us to try to drive sales tax is the wrong economic strategy.

I'm not trying to do that.

Okay, that's that's all I'm saying.

What the right economic strategy is to drive property values because that is directly tied to our collections.

And so as an economic strategy, we should be focused on trying to drive the value of property in Roswell.

And the way we do that is by placemaking and boundary breaking projects.

I understand that this is your philosophy on everything, but I'm not talking about driving economics.

I'm talking about predictive analytics.

And I'm talking about trying to understand where that number's coming from.

And I'm not trying to talk about digging down to the Roswell level.

What I'm trying to say is that doesn't the state tell us in general what industries are making up our sales tax, and are we looking at that?

So that we can understand are we going to stay at 30% sales tax, or is that number going to fluctuate?

Yeah, so you speaking from one who has not had anything to do with the last loss, I got to watch it as a citizen.

So like all of us, we get to sit there and watch the negotiations.

I think that there is absolutely no way we can predict the sales tax that's going to come to us, other than generally speaking, based on past trends.

That would be my view.

Yeah.

Right.

But but I I'm making a side I I agree with you, I understand what you're saying, but I I think where we as a group need to make our focus on terms of trying to change this the gray snowbank.

That's a different that's a different conversation.

Huh?

That's not the conversation.

I know, but I am.

The problem is is if you go to the next slide, we got a gray snow bank that's going out to 126 million dollars.

What the heck are we going to do about that?

That's the question that I I mean I I hear you.

We we'd love to know what was in this, but go to the snowbank slide.

The only way we can address that ourselves is by making our property more valuable.

And the way we do that is by bringing economic development.

That's what we have to do.

And we all we we talk about the price of housing, and frankly, all of that being part of our conversation about while it's too high in Roswell.

Well, it's not high enough in that regard.

We need higher values, and the way we do that is by improving the quality of life and by building better economic opportunity in Roswell, and that's what I'm saying.

Councilmember Philippi, any other comments, right?

Okay.

All right.

Um, Councilmember Hall, then Councilmember Brumley.

Just to add in on the conversation, I love the conversation.

Actually, this is a great, great conversation we're having, but uh, you know, on the sales tax on the sales tax side, um, being that it's Georgia, I mean, we all benefit when when Georgia benefits because it it's coming from all over the state.

So that's not what what's more important is the occupation tax is the tranches and the categories of of that is what I would be focused on.

Just I just wanted that.

Council member Brown.

Uh so I just wanted to go back to this um to this part.

Um that that deficit of 120 million.

I I'm new here, I've been here for four months.

That amount seems to me that's something that previous administrations could have foreseen or got in.

Was there a program that was kind of looking about because like if we're having a deficit of two million per year, I'll be okay.

But this is 120.

It's it's just such a big number to be, you know, as I start this term, um what um what has been the history in the past five years, you know, like five years ago.

What's did anybody the forecast or tried to figure out so that we didn't get to this?

This is you know, I'm just saying like five years ago, no far from now.

It's just it it the number is just staggering to me, basically.

Councilmember Hall, the council member sells.

Yes.

So seven years ago, nobody was looking at it.

Four years ago, five years ago, we started asking those questions, the administration.

We've been asking for this chart since Mr.

Godshell got here.

We knew we knew this deficit.

We knew in crude terms, not in as fancy terms as this.

So that's why we've been balls to the wall for four years in economic development and driving it till we just can't even stand it anymore.

Um, and that's what we need.

And I will let you add on because I know you're passionate about this too.

Well, I I appreciate that point.

And we did a bond offering and basically caught it up, and that's how you got to the shape of the chart you have right there.

Because all of that, the the the everything except the blue is discretionary because it's CapEx or discretionary op X.

And what happened was they put all of that off for years and years, and so we did 182 million dollar bond offering that got us back to where we are, and now we're starting over again.

That's what's going on.

And so we have to think about growing the economics to cover that total picture.

Again, Mike.

So that's that that is like I mean budget is for one year.

Budget is for one year.

We don't we don't.

This is not a budget.

This is him saying, hey, this is what it looks like, even unless you do something.

We do budgets year to year, that's number one.

And number two, we are cash basis bookkeepers.

We we record and spend all of the revenue as cash in the year that it's collected or spent.

Yes.

So that's what we were focused on.

The bond is a source of funds for the purpose of making up for that gray bar from the to the to the left of the chart you see.

That's what that was.

So you don't do a budget for five years.

That's not what you're not you're not gonna vote on 2020 uh nine.

You're gonna vote on 2027.

But we also didn't have reserves.

That was you don't build reserves like that.

I mean, you you know that you have to I'm not sure what you're talking about, but you're talking about uh I believe capital reserves is a part of the budget that goes on on an annual basis or building building up a capital reserve.

Is that what you're referring to?

Okay, all right.

Councilmember Beaston.

Just for the sake of not dying of old age in this room.

Um I understand that the conversation at hand is analyzing what we are supposed to do about that 120.2 million.

That's for an academic term, not great.

We are going to have to solve for that.

The purpose of these presentations, and Lord have mercy if we have to do this quarterly.

I will fling myself out of that window.

We have to do this quarterly.

It is so that way we're not looking directly at our feet.

We are actually looking up the road to see we are what where we are walking.

It is going to stay in the red until we start making decisions that makes that turn black.

So ultimately, for the sake of discuss discussion, let's make decisions that turn it black, regardless of what the philosophical reason is behind it.

But I would love to see slides 13 and 14.

I bet they're exciting.

Thank you.

Councilmember Hull.

As I stated at the retreat, there's three ways to turn this the three ways or any combination to turn this black.

You raise taxes, you raise commercial revenues and not burden the taxpayers, or you reduce expenses.

Boom.

Well, that's part of that's part of economic development.

Model that out.

Yeah.

Model that out.

That's I think you'll be surprised.

All right.

Uh yes, Councilmember Brum Brum Brum was Brumley.

Councilman Zach.

I'm sorry.

All right.

Uh a quick question.

Yes, Councilmember Z.

Just for clarity, the surplus is over the five year next five years.

What's what's the delta for next year look like?

What's the surplus deficit?

Yeah.

We have just started the process for budgeting for 2027.

Um we don't know that number yet.

The the delta here would imply somewhere probably around four to five million, six million.

But we have to actually put pen to paper um on the on the uh the refinement and the forecast for revenue as well as refinement on expenditures.

Uh maybe I'm misreading.

So if I'm looking at projection for FY 2027, right?

Green would represent all revenues.

So it would I'm sorry, your focus on the blue to green.

Well, no, but I'm focused on the total.

So and tell me if I'm wrong.

Like our our deficit next year is looking like take the green bar, which looks like roughly 110 to the orange bar that looks like roughly 135.

So the deficit next year is 25 million.

Is that a correct assessment?

Uh that's about where yes.

That's where I would land if you took into count um the entire stack of all three components.

I haven't said mill as yet, no.

All right.

Further questions, uh, we'll proceed, we'll move forward.

All right, gotcha.

Slide 13.

Um it is an exciting slide because our first goal has been completed.

The Green Street parking deck is open.

Mayor drove the car through for the first ticket.

Clap, clap, clap, clap, clap.

Uh public safety headquarters is on track to be completed in the second quarter.

We just had a robust and endearing conversation about T S Plus 3, uh, which will come to final vote in a couple of weeks.

Uh we continue to work on the unified development code.

Um we are also working uh with Joe's help on real-time operational dashboards, which will also include benchmark uh measures so that we can actually put our statistics in in context, if you will.

Um, and then uh they are activating summer camp uh over crab apple, uh, which would be uh a nice pickup.

From the risk perspective, what I call monitoring, you know, there's still some uncertainty about how federal funding is going to work.

Um we continue to get different notices on different programs.

So we've kind of we continue to monitor that closely.

Energy prices, I don't think I need to tell you.

Energy prices started off a year ago at $3.37 a gallon.

I think just recently I read their $550 according to triple A.

Um we have looked at the impact of the Ukraine war in 2014 on energy prices and how long it took for that to sort of um level off and let the system adjust, and it took about eight months.

So we feel energy prices are going to continue to be a significant risk in our set in uh in our budgets.

CPI, um, if you go back and look on the overview slide, I believe the February number was 2.3%.

March was 3.3% um annual CPI.

And just today we learned that CPI came in at 3.8%.

Um, and we also learned that the consumer sentiment index is the lowest reading in 50 years.

Um so we could potentially be facing some very challenging economic um headwinds, which is ironic since our economic vitality as it's measured today is strong.

Um we have low unemployment, we have stable commercial activity, and we do see continued investment in the city.

Um and our capital project overruns also run low.

We brought the garage deck in on time.

We continue to uh do well in our Rex Park projects as well as uh E911.

So this will be your favorite slide, Councilmember.

All right, so questions, Councilmember Zach.

Um this may be more of a statement, and I I like to do it in this group because if others disagree, then they have the opportunity to do so.

Um much like Alan Sells is hyper-focused on making bad jokes.

I'm hyper-focused on this.

My grandkids like them.

You all get the joke.

Okay, let's uh I'm hyper-focused on organizational excellence.

So you know, non-jokingly, Alan just trying to figure out how are we going to improve revenue.

Just from my expertise and my experience, I'm really more focused on how do we cut costs and improve efficiencies.

And so I'm gonna use this slide and then kind of two things to pull from it is one as Joe Panino knows.

I'm hyper focused on the data modernization because I think the upstream effects of that drives a lot of downstream value, um, not only with insights but with automation.

And then secondly, as procurement, which believe it or not, I'm a procurement expert.

I know it's weird.

Um, but I know you have a new procurement director, and I I just kind of want to continue to push and emphasize that.

I I truly believe that we are going to find a lot of opportunities in procurement with a strategy.

Um, and so I want to emphasize that kind of direction to staff on both ends of the data modernization automation and from the procurement strategy.

Those are very key things to me to help drive those numbers down.

So if I could respond to that, um you and I had a conversation about this last week.

Um I think we're 100% aligned on your objectives uh both with data.

Um I think data-driven decision making is the most important thing we can introduce into the city apparatus top down.

Um I also think strategic purchasing and improvement in our procurement processes will yield uh significant benefits.

One of the things I've asked Joe to help me with is what I'm calling a functional review of the finance department.

How is finance serving the city um in all ways?

Right?

Are are we on time?

Um are we finding the best deals possible?

Are we holding a line when the line needs to be held?

Are we providing resources with the resources DPL?

The snowstorm example with Babel incurring overtime, right?

That's a public service need, and that's a public safety issue that we need to address.

But are there other areas where we maybe could achieve better savings either through the use of data?

Like you said, data has a downstream effect when it's done properly or through the purchasing.

So we expect in the next two to three months to be coming back with some recommendations on that functional review and what that means to the finance function and what that means to the service to operating departments and therefore the service to the cities, to the citizens.

So kind of on it, we hope.

No, sir.

Future revenue.

So if you think about go back to that slide, please.

12.

That one.

That one.

T Sploss is not in there.

So the green bar does not over the next five years include the 90 million that we expect out of T Splost.

Not to be a technical nerd, but I'm gonna be a technical nerd.

The green bar is general fund Ts plus goes into a restricted fund.

Fair enough, but those capital expenditure requests.

Well some of them.

Yeah, exactly.

Yes, exactly.

Exactly.

So it won't necessarily affect the green line, but it will push down the orange.

That's my point.

It'll push down the orange.

That's correct.

Yeah.

And there are other things like that.

Uh we got T Splash two, one and two money left of $78 million, which are also not on the green line, properly so.

Right.

But that's what makes up the rest of these capital expenditures projects.

Things like that.

Council Member Beeson, did you have a comment?

Comment and a question, comment first and foremost.

I appreciate y'all putting this together.

I understand that this is not something that we have done historically.

Um and I also appreciate the um aspirational target to include KPIs and future slide decks or future briefings.

Um, because that's what not only provides context for us, it provides context for the public.

Are we doing good?

Are we doing bad?

Yay and nay.

Um so thank you for flagging that for us and putting this together.

Um also it gives us a much more forward-looking approach for long term, which has not been previously done before.

So thank you.

Um that said I do have a question.

Does this include does the revenues include our bond income?

Uh no.

Well, it the the PFA money indirectly does, uh, because it addresses some of the the orange, some of the capital outlaying, so which is you know kind of tucked on the deferred main or deferred maintenance is tucked on the capital.

So there's a little bit of that really.

Some of those are bond accounts, particularly.

And and like Councilmember Sells mentioned, um, things like the roof, the HPAC, those are deferred maintenance items that are in the bonds.

So they will, but they've been accounted for in here.

Okay.

Right.

But a future PFA, although you we have to always continue to monitor our borrowing base and our borrowing capacity.

There's both limits set by law and there's sort of expectations by the credit agencies on what restricts our amount to borrow.

But are we recognizing that revenue?

From the bond dollars?

We recognize the revenue when we spend it.

Okay.

So that's not reflected in this, correct?

Okay, thank you.

All right.

Thank you.

And that to concludes the quarterly management review.

Uh seeing no further questions or comments.

I don't believe.

Thank you all very much, and we'll make sure that we continue to push this out on our public domains to ensure the uh public has uh visibility here and continue to refine um uh the metrics and uh um the uh the metrics and measurables that we are uh providing and next quarter um you'll see a refined uh report as well and more information, more data, and we'll continue to um engage the public in the information that uh is resulting from uh departments and we encourage residents if you have questions about these matters, please feel free to contact us.

Contact the staff.

Um we are more than willing and uh encourage you to uh engage us in conversation and discussion.

Thank you.

All right.

Um exactly.

All right.

Next up we have a question, yes.

This is the only time we're hearing it's our property, right?

That's correct, yes.

But that's right.

Yes, that's correct.

Yes.

Yes, it'll go up on the website.

And and I'll mention again there are multiple layers behind this information.

It's great work by the team, great work by the data analysts.

A few of them are in the back, the data analysts are in the back.

Great work by them.

Do we have a moment to honor some of the right things?

Yes, he was recognized.

Thank you all very much.

Yeah.

All right.

We're going to start from the bottom and we'll start from the next up we have item number five, which is the quarterly economic development review, the first quarter of 2026.

Presented by Deputy City Administrator.

Mr.

Jeffrey Leatherman.

Thank you, sir.

Appreciate everybody being here this evening.

And I'll do my best to get through our economic development report here as we roll through.

It has been a while since we have sat down as a community and here in the committee meetings or at our council meetings to talk through what we've been working on in the last uh quarter and really the last couple of months of last year as well.

The last time that I provided this report, we went through the comprehensive planning process.

And I'm gonna go through these slides uh relatively quickly because it but I do think it's important to set the context for what we're working through, and some of the most important work that I think that we've done really in the last quarter is aligning our comprehensive plan with our economic development strategy.

And you'll see that in some later slides.

But the foundation that we have really draws back all the way to 2011.

And in our previous conversation that we were having around budget and forecasting, the comprehensive plan gives us the opportunity to look ahead at where our community is going, where we're moving to, and start to set some targets for where we want to grow and where we want to develop.

And that includes both our residential and our economic development priorities along our commercial corridors.

We've spent a tremendous amount of time over the course of the last six months refining what we wanted to do in our economic development corridors or corridors in order to drive this conversation around how do we increase revenue and particularly property tax revenue and some of our aging commercial corridors and what we're seeing in the steering committee, um, and just a couple of facts as we think through the challenges that are ahead of us and what we're solving for is when you think about the Holcomb Bridge corridor, all the way uh from the east side of town through to the what we like to call the Chick-fil-A corner there at town center.

If you take that north up towards the hospital, over 50% of those parcels just in that corridor are between 40 and 50 years old.

They have reached their useful life as it relates to commercial property, and it's time to think about their future.

And we have been talking about their future since 2011, and now we're really putting a strategy together, memorializing that with a comprehensive plan.

And so obviously we're very excited about the planning process, but it also comes to execution, and that's what we'll talk through in some of these slides as well.

As you think back to 2011, we were talking about zoning code changes, where the city was going to invest in urban design, um, some tax incentive policies around that and branding and initiatives.

Uh we focused on town center, which focused on the areas of Holcomb Bridge Road and Highway 9 from a strategic perspective on how we potentially would revitalize that corridor.

Um if we're not careful, we potentially would be sitting here in 2026 talking about the exact same parcel in the exact same way, and here we are thinking and talking about what the future of that parcel can be.

So not only is it important that we have a planning process, but we also have to have an execution process.

And I would say for the cities uh for the from the city's perspective, we have begun, we have begun to develop that execution process, and it's truly in its infancy over the last couple of years.

As we think through a historic reference, this goes to our 2030 comprehensive plan, focusing in and around the 400 corridor in Holcomb Bridge Road.

Um I would say that we didn't take some opportunities here in this corridor, and it's worked to our advantage here in 2026 because we have a significant realignment that's coming.

Um, that realignment of 400 expansion, but then the realignment of the interchange itself needs to be thought through as a strategic advantage to the city of Roswell.

It is going to transform the east-west connector of our city.

What's also not contemplated in the 2030 comprehensive plan was the east-west connector of the Big Creek Parkway, and that investment that you also just had a conversation around T Sploss when T S PLOSS 1 and T SPLOSS 2 invested in that overpass, it created economic development opportunity, but it also created job connection opportunities that also created mobility connection opportunities, all factors that are considered as part of our redevelopment plan and are being considered as part of a redevelopment plan for 2026 and our 2045 comprehensive plan as we move forward.

As we think through the 2035 historic reference, economic development was a key component of this planning process, but it wasn't activated on until much later.

Educating our citizens on various forms and functions of development, attracting new business, expanding high-tech infrastructure, increased higher education options, increased class A office space, dodged a little bit of a bullet with that on the increase side that we've talked about.

Increasing housing options that we've talked through from 2016, and the city needs to define how and where infill redevelopment will occur.

That has been the work in the 2045 plan of our steering committee of the community and of this council is starting to define how and where we're going to prioritize infill and redevelopment.

And we've got some key letters of intent and MOUs that this council has supported that's driving those changes forward in a real way, which is very exciting as well.

As we think through the comprehensive plan also in 2035, we have our character areas that started to take shape, and those are taking shape more in the 2045 plan as we move forward.

But we're thinking about the downtown, midtown, uptown, and the east side of our community all together as a comprehensive strategy and driving those ideas forward to implementation.

These were the building blocks of the existing big box development that either have evolved, so we forecasted this by 2035 that they're going to evolve and essentially run their useful life, and we're seeing that continue to happen.

That the big box stores mainly around town center, which is the Holcomb Bridge and Highway 9 corridor, but also we saw that on the east side of town with the transition of some very significant big box stores.

You had Home Depot move across the street to a larger venue, but there was nothing there to backfill it.

And it sat idle and empty for quite some time.

A complete transition of the target shopping center into something very different along that corridor.

Won't get too far into that part of the conversation because there's a variety of uh opinions around it.

But the reality is if we don't have a strategy around big box doors or large-scale development and redevelopment, it will happen to us.

And so the strategy is how do we make sure that we drive what we want to see in our community, and how do we memorialize that in our economic development strategy.

As we moved one step further in the 2045 comprehensive plan, we spent a tremendous amount of time on our residential communities.

So we've identified that there was economic development that was needed.

But in the 2040 plan, we spent quite a bit of time protecting our residential community.

Honestly, I think it was a wise move.

Um it took time, it took purpose.

Um, but we now know how we want those residential communities to behave in our community and where we want to see growth and what that growth looks like, and that drives us to the 2045 plan.

Um again for historic reference, we're still attracting new business.

So if you take this all the way back to 2011 and then drive this forward to five years ago, we were still working through what was the strategy on attracting new business, a diversity of land use to contribute to the tax base.

The city is built up, limiting economic growth.

The city needs to define how and where infill redevelopment will occur, all similar themes around the last 10 plan years of planning, and now we have to tip the scales into action.

And that's what we've worked on in the last couple of years is getting from a planning process into the action.

And that's where our economic development strategy has come from.

Um that was the basis of our economic development strategy from 2024, figuring out how we're going to grow from an action-oriented perspective, balancing and the brand, along with integrating, optimizing, and innovating and realigning our economic development thinking into actual strategy.

We have now taken that economic development strategy and we've married it with the planning cycle that you all see as part of your comprehensive plan.

And I think this component you will see in the next couple of months, which will be very important for all of us as a community to review, evaluate and provide comment, and we will be asking the council to review, evaluate, and provide comment.

We've been working through the steering process, steering committee process, and we have gotten the plan to the point now where it's going to move to the most important phase of memorializing that plan with the council, then memorializing it with the state, and that becomes a defensible document that our yes can be yes and our no can be no.

And that has been the challenge that we have had from a I would say legal perspective, but also just from a developer relationship perspective.

What does the council and the community want to see?

And sometimes that's a very difficult question to answer.

Our 2045 plan is intended to answer that question with clear visions in our community for what we want to see and where we want to see growth and what it should look like.

We also defined utilizing systems and tools and geographically catalytic projects that defining those in 2024, and now we're moving into the sector strategy and the boundary-breaking development of our redevelopment plan here in 2045 as part of our comprehensive plan.

And that takes us here.

And I want to just forecast the work that we've been doing since June of last year, bringing that forward to council.

Many of you, I think all of you have been involved in one way or the other.

We have two of our council members on the steering committee.

We are bringing that forward to memorialize our economic development strategy, but also importantly, alongside of that, our recreation and park infrastructure, also our housing strategy as it relates to our economic development growth moving forward.

All components and required in the complan.

And more importantly, we will be asking for feedback from the community.

We're taking key themes in the last three iterations of our comprehensive plan and putting pen to paper in an economic development strategy that we will deliver to the community with your endorsement and support.

We're unlocking the five activity centers downtown, Midtown, Uptown, the Holcomb Bridge Corridor, and of course East Roswell.

Limited to no undeveloped land, therefore, redevelopment will be the primary way that the city attracts amenities and services that's desired by our residents and our strategy.

And the development should include appropriate transitions and buffers to preserve existing neighborhoods.

All policies that we're carrying forward to deliver on our economic development strategy for the 2045 planning cycle.

Probably one of the most important things, I've said that now.

I have three more most important things.

So I have three most important things tonight.

So I apologize.

Important thing is our tax allocation district that you see in yellow.

We've talked a lot in this last session about what do taxes mean to the city of Roswell.

And in this case, we're talking about property taxes and the commercial corridor basis.

This is roughly about a thousand parcels represented in our main corridor along Holcomb Bridge Road and then turning north on Highway 9.

These are the core areas of needing redevelopment.

And we have put forward a strategy to use tax allocation to reinvest this area in this area.

And I would say for the community, the most important takeaway of a tax allocation district is we are placing a bet on current property tax.

We are going to invest in this yellow area to hyper-speed redevelopment in these corridors, and then we're going to stop that hyper-speed redevelopment, and we're going to increase our tax basis exponentially.

That's essentially the fundamentals of a tax allocation district.

How do you invest now to reap the benefits benefits in the future?

Beyond just a three or four percent growth, we would be looking at 3x, so 10, 12, 13% growth in these corridor areas so that you reset the tax base exponentially different than what our projections are right now.

And just polling on a slide from uh Mr.

Godshaw that he shared with you earlier.

You saw the green bar that was kind of running down at the bottom.

The intent of focusing on the tax allocation district is to take that green bar, and as it starts to roll off, meaning we pay off the bonds of investing in our commercial corridors, you see a large spike in those years where the tax comes back on and is returned back to the city.

It's returned back to Fulton County, assuming that they participate as well as Fulton County schools.

And so we're all taking a bet on these commercial corridors redeveloping in a way that benefits our tax basis in the future.

So we talk about forecasting five and 10 and 15 years down the road.

Part of our tax allocation district is for forecasting 20 and 30 years down the road so that we can truly reset the future of the next generation as it relates to our commercial corridors.

Sorry, that was a little bit of a riff, but as we think about preserving our residential neighborhoods, everything in blue is the residential areas of our community.

And we've talked about this quite a bit, that that limits significantly where we're talking about our commercial corridors.

So every move that we make matters.

This council has supported our Bowen and 92 effort of taking a property that is currently owned by the city, which provides zero tax benefit in the balance sheet, and converting that into a commercial project.

That will then exponentially change that parcel of eight acres and how it's generating not only taxes on the for the community, but also represents about 130 jobs within our community.

And so now not only do you have new tax basis, but you have jobs in our communities.

You've got one-time construction benefit of the construction process in 2027 and 2028 that's driving one-time economic development impacts.

Part of our new strategy with our economic development and comprehensive plan is we have developed a custom tool to forecast every single project that we have in our community when it comes forward.

That tool is an economic development indicator that generates a projection on tax basis on job creation and business licensing tax, not only for the city, but also for the county and for the schools, so that we know what kind of benefit that we're having, not only in our local economy, but also in our surrounding economies so that we can project how we're going to benefit Fulton County and the schools alongside of the city of Roswell, which is an important level of understanding.

If we go into a conversation asking for their participation in a tax allocation district, we need to be able to also show them where the benefits they're getting elsewhere in the city.

The second project that I would just highlight as part of this transformational component that every project matters is the mayor announced our independence high school strategy that we forecasted a couple of years ago and committed to in our economic development strategy of being able to negotiate and purchase that property from Fulton County, Zone Civic, provides no tax basis to the city of Roswell and transitioning that into a commercial development, which we will move forward in this year, and really starting in this quarter.

All of those matter essentially one parcel at a time when you think about how do we make a difference in the community and for the city of Roswell and for our citizens.

And so it's nice, it's fun to talk about really big transformational projects like 48 acres around city center and about Holcomb Bridge and potentially 100 acres there, or up at Mansell Overlook with another 48 acres, or what's going to happen at the GM property.

But the reality is we also need to pay attention to the single parcels, the single movements that we can make, and we can make transformational growth in the city.

We have to do it responsibly.

And those are some of the key accomplishments, or takes us to some of the key accomplishments that we have in 2026.

And this is we've started is transitioning our economic development strategy from a contract services model to an in-house services model.

That is the work that we have started in this first quarter.

The council has authorized us to hire two additional staff members as part of our additional or part of our existing services that we have for the city of Roswell.

We're in the hiring process for that right now.

And then we finalize the integration of the economic development strategy into the recommendations to the 2045 comprehensive plan.

I talked about this a couple of times in a few slides, and I can't underscore the importance of this integration.

Because really, what we are saying is that as we bring forward the 2045 plan, we're demonstrating to the community that this is supported by not only the council, but we're certifying this with the state, and this is the playbook that we will have for the next few years moving forward.

And as you'll hear in our presentation, it can be amended, it can be adjusted, we can continue to tweak it, and we should be.

We should be looking at our economic development strategy every year as we think through what the right strategy is for the city of Roswell.

But this is our defense mechanism for things that we do not want in the community, and it's our way to also say yes to the things that we want in our community.

So this is a very important milestone from a planning perspective.

It's hard because you can't put it on a key performance indicator yet.

You can't put it anywhere on a dashboard that says, hey, this is really neat.

Look how great we are.

But the reality is this sets the foundation for how we're planning and projecting in the future.

The challenge in quarter one is also that we're running all of our economic development projects in parallel.

So we don't get to do this in sequence.

We can't just stop everything and say, hold on, everybody wait, we're gonna get the comprehensive plan done first, and once we get that done, then come and talk to us.

So just wait until we're finished and then come on back.

And so we're trying to run our projects at the same time, thinking about our strategy, how those projects that developers are bringing forward to us and that we're going out to solicit fit within the framework of the economic development strategy moving forward as well.

And the community is aware of many of those projects.

We have a number of uh MOUs that are in process right now, and I anticipate uh with the work of the council as we continue to grow our team that you will see more and more of those moving forward.

Some small projects, some very large and significant projects here in the next three to six months, which is very exciting.

I'm gonna stop there for a second, then we'll get into the next two slides related to the transition of our in-house team from our contract services model.

Council Member Sales.

As you talked about your tool where you are projecting out the revenue, you also project out the cost and the participation by the city, which is an important element as we think about you know the investment that we as a city make and how those play out.

So talk just a second about the integrated model and how you're using that.

Thank you very much.

You know, we have a number of tools that we've developed.

Uh, we have the Roswell Development Authority, we have the Downtown Development Authority, but we also have our uh incentive policies that will be coming forward for revision right after the comprehensive plan is is finished and adopted.

Uh, those tools all provide ways that we can incentivize redevelopment in our community, and some of the biggest challenges that we have are infrastructure related.

You have transportation uh related infrastructure improvements, but also stormwater-related infrastructure improvements.

And we can bring a tool, whether it be perhaps a tax abatement or perhaps an incentive around uh waiving impact fees.

We can bring those tools forward, we can model them in our financial projections so we know what the cost is to the city, but we can also identify what the benefit is to the balance sheet on the developer side.

Uh recently, and I'll just use one example.

The we started our Roswell Development Finance program, which was targeted specifically at hotels.

We passed that Roswell Development Finance program as a council in August.

We had our first application in September, and then we had a hotel being built right now.

Um, and so if we find the right tool that we can bring to the marketplace that drives a capital exposure and solves a problem, we can see redevelopment in the city of Roswell.

The demand is here.

We just have to marry some of the financial constraints that we have with an older city.

And I think somebody mentioned, you know, 175-year-old city.

We've got 175-year-old problems.

A lot of that is infrastructure related as it relates to drainage, transportation, and others.

And that makes us high risk in some cases for redevelopment.

When you go up to our sister cities and they've got green field development, the infrastructure is in place, the sewer lines are in place, the drainage lines are in place, and sometimes all they really need to do is find the right capital to build something vertical.

In our case, you have to tear something down.

You have to rebuild the infrastructure underneath it before you even start going vertical to make money on our project.

So you've got to be able to cover all of those bases before the pro forma even begins to work, which makes our work around economic development that much more complicated.

You'll also see as part of our recommendations post-2045 adoption, uh, bringing our impact fees forward.

We've had a committee for the last year looking at our impact fees.

What does it cost to bring this infrastructure to bear across the city of Roswell?

And we will be having some recommendations for this council to consider to adjust our impact fees, commensurate with the cost that it is to provide services in the city.

That also creates a way for us to create additional incentives and benefit the marketplace by using those impact fees, either putting them to work in the marketplace or perhaps using them as an incentive to build in the marketplace.

All part of the tool chest that we are using, and I'll go back to the tax allocation district.

Frankly, probably one of the most important tools that we could potentially have in our commercial corridor that truly will transform the city of Roswell.

That gives us bonding capacity to help with some of these infrastructure problems and provide investment into projects that are transformational in nature.

And what we want to see is transformational projects that not only benefit that project location, the four walls of that project, but also expand out in a halo effect that goes right next door and causes the commercial market to respond and say, hey, they want to look over the fence and say there's something happening next door.

I can redevelop my 20 acres next to this 45 acres, and now the infrastructure is there to support me to do that, and I can transform something that's next door, potentially potentially underperforming into something new without the city's hands or fingerprints on that project, except for zoning.

Because there are lasting consequences and opportunities that it comes with zoning as it relates to whether it be density, housing, vertical construction, how tall do we want buildings, all the above come into those zoning conversations and can create tremendous opportunities, but also create create tremendous risk as it relates to it could change or transform the way that our city looks, feels, and behaves.

And so this council is challenged with finding the right balance, and we'll do our best to provide those recommendations through the planning process.

All right.

Thank you.

Proceed, sir.

Thank you.

Okay.

So this is a little bit microprint, and I apologize, but I wanted to get it all in one place so that we could see this.

The transition from a contract services model into an in-house services model goes to all of the different projects that we've been working on for the past two years under our master services agreement with SEER.

And we have been closing some of those projects, the vast majority of them out.

There are three active projects currently as the printing of these of this slide that are in the process of also being closed out.

The bottom two, number 22 and 23, uh the Bowen and 92 implementation and closing management.

That's in the process of being closed out this week, along with the tax allocation district support.

We had a few items on building out our slide deck and making sure that we had all the data that we need, but those will also be closed out here in the next few days.

And the communication scope number seven is still open, and that will be closed out as part of this process.

Wanted to provide the summary, happy to answer any questions about any scopes in particular.

At the bottom, you see the contract amount total and build through uh the five-five uh time frame, and we'll provide another report as we close all of these out to really put a the finishing touches on the information.

Uh some may say um I just want to just point out that the master services agreement was agreed upon for two million dollars per year.

This spans multiple contract years.

So this is a summary of everything, which is why it goes over the two million dollars uh there at the bottom.

Okay.

Uh with that, the final slide is also a recommendation to at the next meeting to bring forward.

Well, there we no, I don't know how that happened, but we'll just have to work with that.

Uh, May 26th at your next council meeting, including a recommendation for the mayor and council to consider closing the master services agreement with SEER World and providing a summary report of all the scopes of work that when they're finally closed out.

Uh this would require a uh notification process uh in the Master Services Agreement that we would send after the May 26th date.

Um and there's a 30-day close out period beyond this that we would go through if the council were to authorize it and move this forward.

Uh that is the conclusion of this presentation that we have for quarter one.

Be happy to answer any additional questions that you may have.

Questions for Mr.

Leatherman, no comments?

Yes.

Oh, I'm sorry.

Okay, all right.

Appreciate the great work that's been done.

You need a second, Councilmember uh Zach, I'll give you a moment.

Um, also for a matter of information.

Um mayor and I went down to Atlanta today for the service delivery strategy meeting, spent three hours down there with me down.

15 other yeah, 15 other cities and uh the county uh made tremendous progress.

I'll I'll likely send you out something just for your information next week.

Um basically there were uh we've been able to through the city managers, we met four times and been able to get through about 93, 94 percent of all of the listed 67, I think it is, um, topics of service.

Um and we've been able to get through those.

There were six outstanding that were discussed today, uh, which involve jail, animal control, uh water provision, wastewater provision.

Some of those don't involve us, it it's more sandy springs, Atlanta, um South Fulton had some issues.

Animal control, which we want to dig a little bit deeper there with our data with our data analysts, yes, and senior services.

And some of those uh centered around a couple of cities in South Fulton.

Um animal control, we still need to dig deeper into jail is an issue because they it's a there's a constitutional officer, i.e.

the sheriff, makes things extremely complicated even for the Fulton County Commission.

Um, but we're able to work through most of those issues, identify them with all of the cities and the county.

I'll make sure that um I send you something out uh next week just for your information and review.

Also, um, and so we're we're coming up onto a point in period where there's still some formalities that need to be done with an IGA essentially June, July, July, August, July, August.

Well, yeah, we have to submit uh we have to know if we're gonna go into mediation as a start in June.

We don't see um the city of Roswell, I think we're in good shape in terms of any mediation issue.

There will be a couple of cities, i.e., well, I won't name them, a couple of cities that uh tracking that mediation issue, but again, I will emphasize that as long as we are able to come to agreement on the issues that are pertinent to us, the city and cities, um, if there is a city and or county uh that has a remaining or outstanding issue, they cannot settle, and they don't settle it going to mediation, and they can't get an agreement done by the end of the year, then that's on them.

They're in jeopardy of losing uh grants, um, they're in jeopardy of losing Chief of loans, they're in jeopardy of using a number of the funding sources, but that would not have impact the other cities based on the new law that has been written.

Again, that was just to provide some filler before council member Zach.

Councilmember Zach was ready to go.

And if that if I can just say it's too part of this also is not just that the city's county have to agree on what we can and make those agreements.

It also then also has to have a pre-approval from DCA before we can even do the final submission and moving forward.

So it's uh so I yeah, and I and I will say um at Fulton County team, the administration, their manager and their team have done a very good job, I thought, um, and uh everybody uh working together and facilitating a process again, uh notwithstanding some of the outstanding issues that still have to be addressed and uh the formalities of uh review and approval.

All right, council member Zach.

I'll try to be as brief as I can.

So uh I had the privilege of being able to sit down with you and talk through all these items.

Um I'll say uh well, first SOW2 is missing.

I'm not sure if that's um yeah.

Sorry, that is the COO report.

Yep.

No worries.

Um before we bring it on.

If you could be so kind, and then also what I'd ask is I would I the presentation I got, I think would answer the concerns that a lot of the citizens have.

And for sake of brevity, I actually think it would be easier to consume if I could ask that you just write kind of a detailed description of what the SOWs were for, just kind of intent and thought.

Um, because I kind of got that privilege when you sat down to meet with talk to me, and I'm not gonna ask you to do that again.

I think people, if you do that in a document, they could find it, they'll appreciate that.

Um the next thing just quickly on probably just use the uh the the recitals at the top.

Yeah, I was gonna say all the scopes of work that has a an intent, essentially the first page, and so we can just consolidate all those first pages that says essentially this is what it's for.

Said be where I'd start, um, so that it doesn't need to be redrafted, and that's for me personally, it's better to track back to an approved document that somebody can cross-reference as opposed to recreating something different.

So if that's sufficient, that'd be my recommendation to respond to that.

Yeah, I think it will be.

Um package page 36.

You have boundary breaking infrastructure, it says development that attracts visitors for short-term stays.

Why I bring that up because Alan just kind of talked about what he envisions the economic development strategy to be an increase in in property tax, and to be fair, maybe there's um two um strategies um with what the boundary breaking infrastructure drives.

Uh, but it kind of leads to my broader question on the the economic development strategy.

There is a correct me if I'm wrong.

That's a what pages yet?

Uh I think it's the you're talking through the economic development, the economic development strategy has a um I can as a document, yeah.

Yeah, 34.

Here it should be this.

Oh one more, I think.

One more, actually, sorry.

And so this is yeah, I'm I know I'm a thorn in everyone's side when we talk about economic development, but you correct me I'm wrong.

This is a a pretty intensive document, right?

The economic development strategy.

It's about a 26-page document or so that outlines the strategy that essentially takes the vision of the comprehensive plan and puts pen to paper on how we're gonna execute.

Um clarifying question, that's not a like binding document, that is a uh directional document, correct?

So it was approved by mayor and council and went to Mayor and Council in a uh council meeting, it was approved and acted on.

Now it is a strategic document, so it's not necessarily prescriptive in nature, but it is directional in nature for sure.

Okay, and that's kind of the broad thing, and I'm not gonna try to solve for X tonight, is I want to make sure as we have a new council that whatever our strategy is cohesive with the new council's vision, or we are in agreement, we're continuing the old strategy as is.

I'm a little afraid that there is taking from the old and taking from the new.

Um that is not defined in a way that gives you guys the exact direction you need to execute.

Um that may not be true, but that's at least a concern I want to bring out.

Um, so I don't know how to solve for X outside of it, might be good to revisit this document with the new council and make sure there's alignment with it.

Um, if you don't feel like you have the exact direction you need to execute.

Yeah, and if I could just maybe offer some feedback in that, is the the comprehensive plan as it brings forward in 2045, sets the vision, and from the vision, then we can refine and redefine the economic development strategy, should it need to be and what adjustments need to be made.

Um and so I think as a council paying close attention to ensuring that we have the vision correct and that the broad base goals that we're defining in the comprehensive plan are all pointed in the right direction.

From there, we'll take small segments.

That's where your five-year park master plan comes from.

That's where your transportation infrastructure plan comes from.

It truly, when we say comprehensive plan, it is that it is the broad-based vision of the city that provides the individualized direction for all the departments to say, okay, I need to align with this plan, and now I have my individual plans, five-year plans, economic development strategy, all of those tuck in and should tuck in behind it in your annual work plans to say this is the execution, this is the execution plan of your comprehensive plan.

I think your uh ordering makes a lot of sense, and I guess the only thing I'd say to that is I don't know if that we are in a gap period where you are using this economic development strategy document as your visionary document, and there is alignment with that visionary document in that gap period.

That's fair.

And I don't know, it that's maybe the rest of the council don't have the same concern I do, but I I think it would be worthwhile for us to have agreement, like what is our vision in that gap period still.

And uh completely agree and and heard that the advantage that we have right now is the gap period is getting really really small every day that goes by because we're bringing the comp plan to you here in the next really four weeks.

And so we've got we're tightening that window as it relates to the comprehensive plan and what the alignment is from the council.

Uh it is the comprehensive plan.

If you haven't ever read one, it is going to be a beefy document.

It's going to take time.

Uh we had a conversation today.

We're working through the right tool in order for you all to be able to provide your feedback to ensure that we have the correct alignment, and that will be delivered to you as part of the process as well.

And last question, and I know it's late.

Um we've talked you've talked about a couple of like the boundary break green infrastructure projects.

We could use Hill Rose, for example, with your new uh process to calculate the benefit to the city.

What's what's a general estimate?

And I know that's an impossible thing because you do it in years or whatnot, but I still have to kind of ask what is a what is the projected revenue that a project like that returns to the city?

And as best you could quantify it, because I know that's a loaded question.

Hillrose is a tough one.

I don't let's not use that example.

Um because you've got land there, there's a there's a completely different land use structure within Hillrose.

So well, let me just use Hillrose, and I will say that Hillrose isn't necessarily indicative, it's gonna be lower than what you would see normally because of the way the land use structure is there.

You've you've essentially layering three types of taxes.

So you're laying property tax on top of a couple of others that are are really workhorses, essentially.

And so your property tax value.

Uh before I even try to estimate that, let me just go back and I will provide that answer um the next, and I can do that in writing, just so that we make sure that we get the model right.

And I don't want to put it on the public record if I'm way off and just trying to think late at night.

But think about the three major property uh the categories as it relates to Hillroads.

So, first and foremost, you have your property tax basis.

That's your foundation.

Then you're gonna have your business licensing right on top of that, and then you're gonna have potentially alcohol and other types of taxes, and then potentially personal property tax on top of that.

Hotel motel, like Shambri, so the two workhorses within the city of Roswell beyond property tax, hotel motel tax and alcohol tax.

Those are the two big workhorses on a per square foot basis that you see within the city.

So when we talk about boundary breaking infrastructure, we're thinking through okay, how many hotels can we accommodate?

We saw in Roswell Inc.'s presentation.

Um we have a high demand uh for hotels within our community, and we're like number 17 on the list of people who come to Roswell looking for a hotel stay and stay someplace else.

So it takes 17 choices of a hotel before you even get to one in the city of Roswell if you're coming to hang out with family.

Um I've got family that are coming from California, they're all staying in the city of Roswell.

Um of it at the house.

Um, but the reality is is that's limited.

You have graduation weekend like we've got coming up, and they're gonna be looking for other places.

So those are kind of the workhorses.

But I'll get you that answer so that you can kind of define, and each project type is gonna be different.

So as we think about perhaps a green grocer out at Bowen in 92, that's gonna be a little bit different kind of tax-based scenario, but the job growth on a per square foot basis in a grocery store is another workhorse that you have to be thinking through as well.

So that's where the model comes in, and we can show you side by side models.

What you also see, and I'm just gonna rift just one more time.

Um, as we bring the data center forward and the analysis around data centers, you're gonna see that model working in the first time.

You're gonna see data centers and their value uh to the city of Roswell from a tax basis perspective compared to warehouse and compared to office.

Um big spoiler alert, data centers have tremendous value of purple personal property.

All of the servers, all the equipment that is in a data center is significant and outweighs from a property tax perspective, outweighs property tax.

But what kind of jobs does it create?

What kind of environment, what what kind of quality of life does it create?

That's where the comprehensive plan comes in because now we get to define what do we want for our community?

Do we want 300,000 square feet of data centers?

It may be a great revenue driver, but the quality of life score in a data center is at the bottom.

Uh, and the comp plan drives those kinds of data decisions moving forward in those kinds of practical zoning decisions moving forward as well.

Yeah, I kind of just asked the Ulided question on the spot, so by all means, I think taking the time, but at least to state the reason is we are kind of making an at least a consensus somewhere the bet on these uh the strategy, and I think having the numbers to help either prove or disprove will be a big benefit.

Agreed.

Um, and we have the advantage right now of some new projects coming online.

So we did some early assumptions on Chambray Hotel and Hillrose, and as soon as they come along and you get occupied, then we can go back and test those assumptions and make sure that we're dialing that strategy in as well.

Mayor RoboShow.

So I know you and I have talked about the new modeling, and I just don't remember as we talked specifically, let's say about data center.

Not only is it about the property, the tax increase are basis for the city.

Does that model also include what the infrastructure cost?

Additional infrastructure costs so you can compare those models too.

So not just what the tax base would increase too, but what would it also cost the city to support different types of things like that?

It doesn't get into the infrastructure base in the model itself because that generally is location specific, because each location is a little bit different, but it's pretty easy to kind of take a look at projects that we have experience with, and we can look at what's the infrastructure cost to essentially upscale a property from 1940s, 1950s, 1960s construction to current day.

Um and you know, give or take, you're looking at at least a couple hundred thousand dollars per acre just on the infrastructure cost before you get into the transportation conversation.

Um so we can start to do some of that just as a back of the napkin estimate as we're going through.

Um, and it'll get more refined as the project gets defined because you also have to understand are you doing commercial, residential, how tall are the buildings, and that's going to drive an infrastructure piece as well.

As we're trying to balance it out, absolutely, because it's it's a dynamic, complex conversation when you get in, especially as we start to bring tax benefit and or tax investment into a project, those are the numbers we need to know.

All right, yes, council member sells been moiling mulling your question about boundary breaking, and and you know, it's first question is what boundary are we breaking with a given project, and that sort of depends.

It could it could be like for instance, if it's aeronautics or something like that, that's we're we're trying to move in technology space.

So the boundary we're breaking is our own brand.

We're redefining our brand, and so the the benefit may be non-compensatory in in one way, but change the the thinking about Roswell and the types of businesses that it attracts.

So we have and and that's one element of the boundary breaking that I'd like to make sure that we think about, right?

And the second thing is is that because the we're not market makers in that we're not like we can go anywhere, we got this project, we can go anywhere.

We have very, very few single pieces that would would fit into that.

So we're the the boundary breaking is a combination of a piece of ground and its its surroundings and accoutrements and limitations and all of this stuff like that, and the opportunity that we can bring to bear.

And that's where it to me.

So much for dinner, huh?

You're getting takeout.

Yeah, there you go.

But you know, uh that's why so much emphasis has been put, frankly, on going and finding the types of businesses because the land was a given, let's just say we knew.

I mean, frankly, we know the 15 or so possible spaces in that map that could be used for uh for something specific that that would increase the opportunity.

Correct.

And so the dating game is talking to those people and bringing that together, and that's the boundary breaking in my view.

And and so it, you know, I'd be I'd be cautious with a spitball on what that value is, but it it it's it's clearly bigger than you know, let's put it this way if it doesn't 10x the yield to the city uh for a given piece of ground, then it's probably not boundary breaking, right?

Like like Hillroys at 17, 18,000 a year versus what it's gonna be in the future.

Yeah, hundreds of thousands.

Yeah.

Um the and I think I would just add to that as well.

Uh the other component of the boundary, and we start talking about hotels is how do you come into our community, enjoy what the community has, and then go home.

Um, we're not just necessarily relying on the local tax base inside the four walls of the city boundaries, but also we become a destination, and we are.

Um we are a destination as you think about the the attributes that we have with the Chattychi River with our downtown corridor.

Um, and correct, we're not monetizing and we're not lengthening the the time of stay, meaning we're not taking one day into two days into three days, we're not taking two hours into three hours into four hours.

And so that also gives us and drives a certain level of uh transformational related projects.

Um, and those are few and far between, as council member sells said, is we've got to be very intentional about the three or four large-scale projects that we're going to be willing to invest in that are going to transform the city, and then let the market take hold of the rest of the process behind us.

All right.

Any further comments or questions?

Thank you for uh the presentation.

Yes.

Yes, that's correct.

Yes.

Motion, yeah.

Motion by Councilmember Beeson.

Is that second by Council Member Zach?

All right.

Um further discussion?

Seeing none, all in favor.

All right.

That passes unanimously.

We'll bring it forward on the 26th.

Well, that does conclude the committee's agenda for May 12th 2026.

Uh we'll entertain a motion of adjournment, motion by council member Bson, second by council member Philippi.

All in favor?

Thank you very much.

Have a wonderful evening.

Tomorrow night, have a working role.

No, I just want to go for uh nine.

Sounds like the right one.

So I don't know if they're okay.

I will not make it a little bit more.