2026-04-28 · City Council · Agenda Packet · Work Session Meeting · Agenda Packet

STOCKBRIDGE CITY COUNCIL Mayor At–Large Work Session Meeting Agenda April 28, 2026 6:00 PM Jayden L. Williams Mayor Pro Tem Elton Alexander Council District 5 Councilmember LaKeisha Gantt Council District 1 Councilmember Antwan Cloud Council District 2 Councilmember Kyle D. Berry, Sr. Council District 3 Councilmember Yolanda Barber Council District 4 CITY MANAGER Stockbridge City Hall Shawn Edmondson 4640 N. Henry Blvd. INTERIM CITY CLERK Stockbridge, GA 30281 Cassandra Lester CITY TREASURER Frank Milazi CITY ATTORNEY Quinton G. Washington Website: www.stockbridgega.org Phone: 770-389-7900 Fax: 770-389-7912 Translation and Interpretation Services are available with (7) days prior notice. Please contact the City’s Human Resource Manager at 770-389-7908 for assistance. AGENDA WORK SESSION MEETING CITY OF STOCKBRIDGE TUESDAY, APRIL 28, 2026 6:00 PM CALL TO ORDER INVOCATION PLEDGE OF ALLEGIANCE ROLL CALL ADOPTION OF THE AGENDA ADOPTION OF THE MINUTES 1 Approval of the City Council Summary Minutes April 13, 2026 Approval of the Planning Retreat Summary Minutes Day 1 - March 4, 2026 Approval of the Planning Retreat Summary Minutes Day 2 - March 5, 2026 Approval of the Planning Retreat Summary Minutes Day 3 - March 6, 2026 PUBLIC COMMENTS - All persons wishing to speak for public comment must sign in with the City Clerk prior to the beginning of the meeting. You must sign your name, address, and phone number. You will be able to address the Mayor and Council for three (3) minutes. Speakers must respect all members of the elected body, officials, and staff. Defamation, unruliness and/or swearing will not be tolerated while meetings are in session. QUARTERLY REPORTS 2 City Treasurer's Quarterly Report - 1st Qtr. 2026 Public Works Quarterly Report - 1st Qtr. 2026 Human Resources Quarterly Report - 1st Qtr 2026 Economic Development / Main Street Quarterly Report - 1st Qtr. 2026 Events Quarterly Report - 1st Qtr. 2026 Municipal Court Quarterly Report - 1st Qtr. 2026 Police Department Quarterly Report - 1st Qtr. 2026 Governing Body Quarterly Report - 1st Qtr 2026 Clerk's Office Quarterly Report - 1st Qtr 2026 Information Technology Report - 1st Qtr.2026 Community Development Quarterly Report - 1st Qtr. 2026 Page | 3 CEREMONIAL REVIEW - Improving Mental Health Through the Move with the Mayor CONSENT AGENDA 3 Stockbridge Police Department Wrecker Service Council consideration to approve the renewal of the piggyback wrecker contract through the Henry County Board of Commissioners with Supreme Trio LLC, d/b/a Swanson Towing and Recovery. - Presented by: OLD BUSINESS 4 LIVABLE CENTERS INITIATIVE--FUNDING REQUEST. (Citywide) Consideration of Community Development's request for a letter of financial commitment for a local match not to exceed $40,000 to support the City's effort to compete for a grant from the Atlanta Regional Commission (ARC) to undertake a new LCI Study for the City. - Presented by: Ryan Anderson PUBLIC HEARING NEW BUSINESS 5 DONATION ACCEPTANCE OF 0.86 ACRES OF LAND FROM THE STOCKBRIDGE PRESBYTERIAN CHURCH. (Council District 4) Consideration of a resolution authorizing the Mayor and City Clerk to execute all documents that are necessary to accept the donation of approximately 0.86 acres of real property from the Stockbridge Presbyterian Church. Acceptance of the donation would transfer ownership of the property to the City at no cost. - Presented by: Ryan Anderson 6 Council consideration to Amend The Text Of The City Of Stockbridge (“City”) Code Of Ordinances By Revising Chapter 8 (Buildings And Building Regulations) To Add Article XVI, “Water Efficiency Standards,” To Adopt Local Amendments To The Georgia State Minimum Standard Plumbing Code Pursuant To O.C.G.A. § 8-2-25(C); To Provide For Water Efficiency Requirements Consistent With The Metropolitan North Georgia Water Planning District; And For Other Purposes. - Presented by: Decius Aaron 7 Council consideration to approve the renaming of the City cemeteries from Stockbridge Cemetery to Stockbridge Memorial Garden and Burk Cemetery to Burk Memorial Garden. - Presented by: Decius Aaron 8 Approval for Outbuilding - Presented by: Richard Godfrey 9 Approval for Flock (LPR's, OS, PTZ) - Presented by: Richard Godfrey 10 Consideration and Approval of Paylocity Software Agreement for Human Resources and Payroll System and Services - Presented by: Dwayne Pollock 11 Council consideration for approval of the 2025 Year End Budget Amendment - Presented by: Frank Milazi 12 Roslin White Center Letter of Support for The Housing Affordability Breakthrough Challenge April 28, 2026 6:00 PM 4640 N. Henry Stockbridge, GA 30281 Phone: (770) 389-7900 Page | 4 Request Council approval to authorize the issuance of a letter of support on behalf of the Roslin White Center and Quintessential Homes in support of Linda Anderson’s application to the Housing Affordability Breakthrough Challenge. The letter will affirm the Council’s support for efforts to advance innovative and sustainable affordable housing initiatives within the community. - Presented by: Ryan Anderson MAYOR'S COMMENTS (Jayden L. Willams) EXECUTIVE SESSION (Exemptions to the Georgia Open Meetings Acts) ANNOUNCEMENTS OF UPCOMING MEETINGS & EVENTS Council meetings will be held in the City Council Chamber, while some Board and Committee meetings will take place via Zoom. Meeting dates and times may change, so please check the city's website at www.stockbridgega.org or contact City Hall at 770-389-7900 for updates. The City of Stockbridge complies with the Americans with Disabilities Act (ADA) and does not discriminate based on disability. Individuals requiring auxiliary services for meeting participation should contact City Hall at 770-389-7900 in advance. ADJOURNMENT April 28, 2026 6:00 PM 4640 N. Henry Stockbridge, GA 30281 Phone: (770) 389-7900 CITY COUNCIL PLANNING RETREAT SUMMARY MINUTES WEDNESDAY, MARCH 4th, 2026 8:30 A.M. Mayor & City Council Mayor Jayden L. Williams Mayor Pro Tem Elton Alexander Dist. 5 Councilmember LaKeisha Gantt Dist. 1 Councilmember Antwan Cloud Dist. 2 Councilmember Kyle D. Berry, Sr. Dist. 3 Councilmember Yolanda Barber Dist. 4 Administration Shawn Edmondson, City Manager Frank Milazi, City Treasurer/CFO Cassandra Lester, Interim City Clerk Quinton Washington, City Attorney Megan McCulloch, Associate Attorney Mission: Is to provide visionary leadership and superior municipal services that enhance the quality of life for citizens while creating a welcoming business atmosphere focused on sustainability and expansion of tourism and cultural events. Facilitators: Michael McPherson & Pete Pyrzenski of Georgia Municipal Association Staff Present: Decius Aaron, Public Works Director; Ryan Anderson, Community Development Director; Tiffany Burke, Management Analyst; Lisa Fareed, Interim Economic Development Director; Richard Godfrey, Interim Police Chief; Demeatrius Ivy, Information Technology Director; Tranita Jones, Executive Assistant to City Manager; Dwayne Pollock, Human Resources Manager; Rosalynd Rawls, Executive Assistant to Mayor & Council; Genea Stanley, Court Administrator; Shana Thornton, Public Information Officer; Charisma Webster, Events Manager Day one of the City Council Planning Retreat commenced. The interim clerk visually confirmed attendance, and a quorum was established. Councilmember Kyle Berry was not present. Welcome, Outcomes, and Ground Rules The retreat began with facilitator Michael introducing himself and co-facilitator Pete from the Georgia Municipal Association (GMA). He shared his 30 years of local government experience, including 14 with GMA. Pete, with nearly 28 years in local government and 20 as a city manager. The facilitators set ground rules, emphasizing equality, a focus on the future, communitywide thinking, and the importance of trust and respect. They encouraged direct communication and followed with exercise where attendees shared one word about their feelings on the city's direction, with responses like "excited," "welcoming," and "historical." Pete Pyrzenski led a vision exercise where council members and staff chose cards representing their current vision for the city. Michael McPherson emphasized fundamental 1|Page governance principles, noting that "politics is perception" and that local issues impact higher political levels. The discussion highlighted the importance of leadership, with management setting the tone through their actions, impacting staff morale and public perception. Council members, unlike staff who require qualifications, rely on votes, making their example crucial. Professional conduct is essential, as any lapse can demoralize the public and staff. The session also addressed the council-manager government structure, where council members guide the community while under public scrutiny, and the city manager oversees daily operations. He also discussed the risk of ultra vires actions, which can create liability for the city when elected officials operate beyond their authority. The facilitators emphasized that building organizational trust requires not interfering with each other's roles, having written protocols in place (SOPs that protect both staff and council), understanding good governance principles, and operating under a comprehensive strategic planning process. The session concluded with emphasis on the fundamental principle that team formation requires the ability to count to three (achieve majority consensus), which depends on council members' ability to communicate effectively, understand each other's perspectives, and build the trust necessary for collaborative decision-making. The facilitators stressed that without this foundation, the council cannot effectively serve their constituents or move the city forward strategically. Governance and Team Operating Model The facilitator emphasized that while council members don't need to be personal friends, they must maintain professional relationships and understand each other's perspectives when conducting city business. The discussion highlighted the importance of regular communication among council members. The facilitator recommended that council members establish a routine schedule for communicating with each other - whether weekly or bi-weekly - to build understanding and trust. The conversation addressed the administrative responsibility of the City Manager Shawn Edmondson, who must balance communications from all council members while protecting staff from conflicting priorities and instructions. The facilitator explained that when staff receive conflicting directions from multiple leaders, it disrupts their ability to maintain proper priorities. Roles and Responsibilities A significant portion of the discussion focused on clarifying roles and responsibilities, particularly regarding who serves as the city's CEO. There was discussion about language in the city charter that references "CEO" under both the mayor's and city manager's responsibilities. The facilitator clarified that the CEO reference under the mayor's role applies only when there is no city manager in place, at which point all administrative responsibilities fall to the mayor until an interim or new city manager is appointed. 2|Page Councilmember Gantt raised concerns about staff feeling compelled to act on individual council member requests without proper council approval, noting instances where staff may have responded to persistent requests to avoid continued pressure. The facilitator emphasized that staff should only act on direction backed by council votes, regardless of the tone or persistence of individual requests. The discussion included recognition that some charter language needs clarification. There was mention of previous charter changes, including modifications that allowed the people rather than the council to select the mayor, and discussions about the mayor's veto power. Communication and Professional Relationships The discussion reinforced that while council members represent individual districts, they must work collaboratively as a whole since they don't vote by district. The goal is ensuring collaborative decision-making that benefits the entire city. The facilitator emphasized the importance of the mayor and city manager working in lockstep, particularly given the mayor's role as the face of the city. They need to establish regular communication schedules and coordinate their efforts to form consensus among council members and ensure ideas flow effectively. Strategic Plan Re-Anchor The facilitator discussed the comprehensive plan and its role in guiding city priorities. The discussion emphasized that while the comprehensive plan provides broad guidance, the council's priorities can be more specific and targeted, as long as they align with the comprehensive plan's overall direction. Governance and Team Operating Model The facilitator presented governance principles and organizational keystones for effective team operations. The discussion covered three primary groups involved in local government operations: elected officials, managers, and professional staff, emphasizing the importance of understanding each other's perspectives to remove friction and misunderstanding. The presentation highlighted that success depends on the ability of these three groups to work together effectively. Key principles of civility were discussed, including being considerate of others' opinions, managing emotions, making points about issues rather than people, active listening, and learning to engage respectfully. The facilitator emphasized the importance of the acronym "QTIP" - QUIT TAKING IT PERSONAL - and stressed the need for empathy in all interactions. Strategic Priorities Deep Dive (Part I) Presentation: Adam Price (Falcon) Adam Price from Falcon Engineering presented information about various infrastructure projects. The discussion covered multiple initiatives including downtown connectivity improvements and trail development. Price presented plans for a trail extension project downtown that would provide better access to the amphitheater and improve connectivity throughout the downtown area. He explained that the project would cost approximately $1.5 million and noted that the city had $2 million allocated in T-SPLOST funding. 3|Page Mayor Pro Tem Alexander suggested moving forward with authorizing the full design phase of the project to be ready for construction. Mr. Price explained they would need a task order from the council to proceed with the design work. Councilmember Cloud expressed strong support for the project, noting its importance for downtown development and access to the amphitheater. He emphasized that the current access from the eastern side was inadequate and that this extension was one of the key reasons the city wanted to expand downtown connectivity. Motion: Councilmember Barber moved to increase the task order for Falcon Engineering to five hundred thousand for phase one design plan. Councilmember Cloud seconded the motion. The motion passed unanimously 4-0 Additional discussions covered parking concerns for downtown events and the amphitheater. Councilmember Barber suggested implementing paid parking for special events, noting that while the city couldn't control all parking issues, they could establish policies to help manage downtown parking during concerts and events. Price also discussed Falcon Engineering’s role in overseeing construction projects and the bidding process. Price explained that they typically help the purchasing department oversee construction and bidding for all projects they design. He provided an example of a recent project where they recommended against accepting the lowest bidder due to incomplete documentation and past performance issues with change orders. Strategic Priorities Deep Dive (Part II) This session continued from Part I, focusing on refining and solidifying the city’s strategic priorities. Council members and staff analyzed ongoing projects and future initiatives that will impact downtown development, infrastructure, and community engagement. A significant portion of the discussion centered around downtown revitalization efforts: Pedestrian Pathways and Trails: There is a strong emphasis on expanding pedestrian pathways and trails. Planning and budgeting are underway for design and construction phases, with rough estimates indicating approximately $1,500,000 available for certain construction projects. Staff provided insights into project phasing to avoid bottlenecks with trail infrastructure and sidewalks. Parking and Business Community Concerns: The council deliberated on the current demand for downtown parking and concluded that demand is presently low. The consensus was to hold off on pursuing new parking projects until clearer demand emerges and feedback is received from downtown businesses. Additionally, they discussed potential parking fees for special events at the amphitheater to help manage resources responsibly. Infrastructure and Project Management: The city’s bid processes for construction projects were explained, highlighting the importance of using vetted contractors. Past experiences were cited where low bids were scrutinized for compliance and quality assurance. The council emphasized maintaining a contingency reserve of around 10% in project budgets to address potential change orders without needing additional council approval each time. Recent bid projects showed competitive pricing well below engineer estimates, reflecting shifting market conditions. 4|Page Sewer and Grease Trap Updates: Updates on sewer and grease trap infrastructure for downtown restaurants were reviewed. Task orders for necessary upgrades, including updated sewer plans, were discussed, with preparation underway to issue Requests for Proposals (RFPs) once approvals are secured. Coordination with Utilities: Staff assured ongoing collaboration with Georgia Power and other stakeholders for utility surveys and infrastructure needs in downtown project areas. Legal and Contracting Considerations: The possibility of using on-call contractors for specific pedestrian pathway improvements was discussed, pending legal review to determine the feasibility. Outcome: The city council agreed to proceed cautiously with downtown infrastructure and development projects, prioritizing strategic allocation of funds and responsive engagement with local businesses. They authorized moving forward with • Downtown trail and pedestrian pathway expansions — This encompassed expansions to trails within the downtown area to improve connectivity and access. • Sidewalk improvements — Particularly those in areas where the city already owns easements or property, such as the corner at Second and Tie streets • Back Alleyway project sewer and grease trap upgrades — Updates to existing sewer infrastructure and installing individual grease traps for downtown restaurants were also set to move forward pending task order approvals. Strategic Plan Presentations by Department (not all departments presented in person due to time constraints). Clerk Office Department: Interim City Clerk Cassandra Lester presented the Clerk’s Office strategic update, focusing on what was completed under the 2022–2026 plan and what needs to improve moving forward. The update centers on maintaining the Clerk’s core responsibilities while making internal adjustments to support consistency and long-term operations. Previous Plan Performance The 2022–2026 strategic plan was completed at an estimated 70%–100%, showing that most initiatives were carried out, though not all at the same level of consistency or impact. Shift to Internal Restructuring The next phase is not about adding more initiatives but restructuring tasks and workflows to better align with the Clerk’s office responsibilities as outlined by the city charter. Focus on Continuity & Role Clarity Efforts are centered on ensuring departmental continuity by clearly defining roles and making sure essential functions are consistently covered through cross-training and task restructuring. 5|Page Back to Core Function The Clerk’s Office is prioritizing its primary role of being the office of legislative history, legislative support, records management, and compliance without expanding beyond what the department is structured to sustain. Human Resources Department: Human Resources Manager Dwayne Pollock presented a forward-looking plan to modernize HR operations, strengthen leadership, and improve employee engagement across the city. While acknowledging that the city’s cultural transformation is still in progress, the strategy focuses on aligning workforce structure with leadership priorities, improving systems and processes, and building a more engaged, accountable, and servicedriven organization. Workforce Alignment & Job Analysis A comprehensive job and compensation analysis is being proposed to ensure every role and classification supports the Mayor and Council’s goals, helping better align staffing with city priorities. Employee Development & Engagement Focus New initiatives like the REACH customer service training, monthly “Lunch & Learn” sessions, and employee recognition programs aim to boost morale, reduce compliance issues, and create a more engaged workforce. Leadership & Onboarding Gaps Identified There is a strong push to implement structured new hire orientation and dedicated training for managers and supervisors, addressing gaps in leadership readiness and onboarding processes. Modernization of HR Systems & Processes A major priority is transitioning from inefficient paper-based systems to a fully integrated HRIS platform, improving payroll accuracy, data security, and overall operational efficiency from hiring through retirement. Executive Session The Council adjourned to executive session to discuss real estate, personnel, litigation, and cybersecurity matters. No actions were reported upon return. Adjourn: Day one of the Planning Retreat adjourned at approximately 5:46 PM. Respectfully submitted by: _______________________________ Cassandra Lester, Interim City Clerk ___________________________ Jayden L. Williams, Mayor 6|Page CITY COUNCIL PLANNING RETREAT SUMMARY MINUTES THURSDAY, MARCH 5th, 2026 8:30 A.M. Mayor & City Council Mayor Jayden L. Williams Mayor Pro Tem Elton Alexander Dist. 5 Councilmember LaKeisha Gantt Dist. 1 Councilmember Antwan Cloud Dist. 2 Councilmember Kyle D. Berry, Sr. Dist. 3 Councilmember Yolanda Barber Dist. 4 Administration Shawn Edmondson, City Manager Frank Milazi, City Treasurer/CFO Cassandra Lester, Interim City Clerk Quinton Washington, City Attorney Megan McCulloch, Associate Attorney Mission: Is to provide visionary leadership and superior municipal services that enhance the quality of life for citizens while creating a welcoming business atmosphere focused on sustainability and expansion of tourism and cultural events. Facilitators: Michael McPherson & Pete Pyrzenski of Georgia Municipal Association Staff Present: Decius Aaron, Public Works Director; Ryan Anderson, Community Development Director; Tiffany Burke, Management Analyst; Lisa Fareed, Interim Economic Development Director; Richard Godfrey, Interim Police Chief; Demeatrius Ivy, Information Technology Director; Tranita Jones, Executive Assistant to City Manager; Dwayne Pollock, Human Resources Manager; Rosalynd Rawls, Executive Assistant to Mayor & Council; Genea Stanley, Court Administrator; Shana Thornton, Public Information Officer; Charisma Webster, Events Manager Day Two – City Council Planning Retreat Day two of the City Council Planning Retreat commenced with the Interim City Clerk visually confirming attendance and establishing a quorum. Councilmembers Kyle Berry and LaKeisha Gantt were not present. Strategic Plan Presentations by Department (Note: Not all departments presented in person due to time constraints.) Police Department Interim Police Chief Richard Godfrey presented the City of Stockbridge Police Department’s 2022–2026 Strategic Plan. The plan outlines the rapid creation, growth, and continued evolution of a modern police agency built from the ground up. Following an intensive startup phase, stabilization, and state certification, the department is now entering a critical phase focused on refinement, accountability, and long-term sustainability. The strategic direction emphasizes a transition from rapid expansion to strengthening internal systems, leadership alignment, and overall organizational effectiveness. 1|Page Key Highlights: • Transition from Growth to Refinement: After establishing a fully operational department in under one year, the 2026 focus shifts toward evaluating, refining, and improving existing systems and structures. • Three-Phase Organizational Evolution: o Build (2021–2022): Rapid hiring, setup, and departmental launch o Stabilize (2023–2025): Policy refinement, training, and state certification o Refine (2026): Institutionalizing best practices, strengthening accountability, and aligning leadership • Enhanced Hiring and Leadership Systems: Early rapid hiring revealed gaps in vetting, cultural alignment, and performance management. The department is now prioritizing stricter hiring standards, clearer accountability metrics, and improved leadership structure. • Commitment to 21st-Century Policing: The department’s strategy is grounded in six core pillars, including community trust, technology, training, and officer wellness. This approach reinforces the vision of a highly professional, community-oriented agency focused on improving quality of life for both employees and residents. Following the presentation, Mayor Williams introduced an item from the March 4 executive session for a vote: Mayor Pro Tem Alexander made a motion to authorize the City Manager to appoint Dwayne Pollock as Human Resources Director; seconded by Councilmember Antwan Cloud and passed unanimously with a vote of 3–0. Intergovernmental Visit – Brookhaven City Hall As part of the Planning Retreat, the City of Stockbridge conducted an intergovernmental visit to the Brookhaven City Hall to observe municipal operations and exchange best practices. The tour was led by David Kano, Director of Events; Tim Grow, Executive Director of Explore Brookhaven; and Sheila Hayes, Executive Assistant to the Mayor and City Council. They provided a comprehensive overview of operations and key initiatives. Staff received the “Brookhaven Yes!” publication, highlighting major accomplishments and strategic priorities. Brookhaven Mayor Pro Tem John Funny delivered remarks on current initiatives, including the city’s affordable housing education program and mental health program. The visit supported knowledge-sharing and provided valuable context for evaluating municipal practices and potential partnerships. Return to Planning Retreat Session Finance Department Finance Director and CFO Frank Milazi presented an update on the Finance Department’s progress and strategic direction. He introduced new personnel supporting grant acquisition and management, emphasizing a coordinated, citywide approach to external funding. Mr. Milazi reported that approximately 90% of the department’s standard operating procedures (SOPs) have been implemented. He also outlined a forward-looking goal of increasing transparency by making financial processes publicly accessible online. Additionally, he clarified the purpose and timing of budget amendments. 2|Page The governing body engaged in discussion regarding current SPLOST 6 balances and explored potential funding strategies—including grants and bonds—for the proposed Youth and Senior Center. Key Highlights: • Structured Citywide Grant Strategy: The addition of a Grant Administrator and grant writer reflects a centralized and strategic approach to securing and managing grant funding. • Progress in Financial Infrastructure: With approximately 90% of SOPs implemented, the department is approaching full operational standardization. • Commitment to Transparency: Plans to publish SOPs and financial information online demonstrate a commitment to openness and public trust. • Advancing Funding Strategies: Leadership continues to evaluate SPLOST 6 balances and explore a combination of grants and bond financing for major capital projects, including the Youth and Senior Center. Major Projects and Capital Initiatives Management Analyst Tiffany Burke presented updates on capital projects across multiple departments: • Community Development: Unified Development Code (UDC), Planning Area Study, GICH Certification, and an RFP for the proposed Youth and Senior Center (to be named the “Stockbridge Recreation Center”). • Public Works: Curb and gutter sidewalk renovations, resurfacing projects, Reeves Creek Trail extension, Tye Street sidewalk plans (pending easements), curb and gutter installation from Shields Road to Clark Park, wayfinding signage, underground utility relocations, Norfolk Southern lot lease, downtown storage container project, and City Hall signage. • Trails: Brush Creek Trail design completed (easements in progress), with an additional neighborhood trail project currently in design. • Rock Quarry Projects: Road widening and extension projects are planned, with design phases forthcoming. • Infrastructure Improvements: Ongoing sewer system improvements and stormwater infrastructure evaluations. • Parks and Recreation: Development of a parks master plan is anticipated. • Information Technology: IT infrastructure refreshment and upgrades to the City Council Chamber were discussed. Community Development Director Ryan Anderson also provided a recap of all cityowned properties to the governing body. 3|Page Executive Session The Council adjourned into executive session to discuss matters related to real estate, personnel, litigation, and cybersecurity. Upon returning to open session, the following action was taken: • A motion was made by Mayor Pro Tem Alexander to approve Jonathan “William” Smith as Economic Development Director. The motion was seconded by Councilmember Antwan Cloud and passed unanimously with a vote of 3–0. Adjournment The second day of the Planning Retreat adjourned at approximately 5:54 PM. Respectfully submitted by: _______________________________ Cassandra Lester, Interim City Clerk ___________________________ Jayden L. Williams, Mayor 4|Page CITY COUNCIL PLANNING RETREAT SUMMARY MINUTES FRIDAY, MARCH 6th, 2026 8:00 A.M. Mayor & City Council Mayor Jayden L. Williams Mayor Pro Tem Elton Alexander Dist. 5 Councilmember LaKeisha Gantt Dist. 1 Councilmember Antwan Cloud Dist. 2 Councilmember Kyle D. Berry, Sr. Dist. 3 Councilmember Yolanda Barber Dist. 4 Administration Shawn Edmondson, City Manager Frank Milazi, City Treasurer/CFO Cassandra Lester, Interim City Clerk Quinton Washington, City Attorney Megan McCulloch, Associate Attorney Mission: Is to provide visionary leadership and superior municipal services that enhance the quality of life for citizens while creating a welcoming business atmosphere focused on sustainability and expansion of tourism and cultural events. Facilitators: Michael McPherson & Pete Pyrzenski of Georgia Municipal Association Staff Present: Ryan Anderson, Community Development Director; Tiffany Burke, Management Analyst; Lisa Fareed, Interim Economic Development Director;; Demeatrius Ivy, Information Technology Director; Tranita Jones, Executive Assistant to City Manager; Dwayne Pollock, Human Resources Manager; Rosalynd Rawls, Executive Assistant to Mayor & Council; Genea Stanley, Court Administrator; Charisma Webster, Events Manager Day three of the City Council Planning Retreat commenced with the Interim City Clerk visually confirming attendance and establishing a quorum. Councilmember Kyle Berry was not in attendance. Opening Comments The meeting began with positive remarks from Michael McPherson, who highlighted the successful retreat and the valuable discussions that improved the Council's readiness for the upcoming year and budget cycle. He emphasized that best practices discussed were vital for effective leadership and teamwork, which would enhance workplace culture and customer service. City Manager Shawn Edmondson thanked his team for their preparations and outlining their goals for 2026. He stressed the importance of identifying specific projects and associated funding to maintain focus and emphasized that follow-up would be crucial for progress. While acknowledging the challenges ahead, he expressed confidence in achieving their goals and the clear direction set for staff. 1|Page Edmondson urged the importance of completing ongoing projects that had been stalled, declaring a commitment to moving them forward in 2026. He concluded by thanking staff again for their dedication and encouraging them to stay flexible as they navigate the aggressive project timeline. Executive Session The Council adjourned into executive session to discuss matters related to real estate, personnel, litigation, and cybersecurity. Upon conclusion of the executive session, there was nothing to report. Return to Open Session The retreat reconvened, and the governing body began discussions regarding goals for TSPLOST (Transportation Special Purpose Local Option Sales Tax). District Infrastructure Priorities District 1 – Councilmember Gantt Councilmember Gantt discussed the need for the Walt Stephens Road expansion, as well as sidewalk and trail completion throughout the district. She identified the Speer Road intersection expansion as a priority, citing safety concerns due to hazardous conditions, including lack of road shoulders and inadequate drainage during rain events. District 2 – Councilmember Cloud Councilmember Cloud raised traffic safety concerns related to the Flippen Road expansion and highlighted issues at the intersection of Tye Street and North Henry Boulevard. He described the complexity of traffic patterns in the area, including bridge proximity, access to nearby commercial areas, and multiple converging traffic flows. It was noted that the Georgia Department of Transportation (GDOT) had previously declined to install a traffic signal at this location due to its proximity to the bridge. As a result, alternative solutions were discussed, including the potential extension of Nolan Street toward the church area. Councilmember Cloud emphasized the need for a comprehensive “traffic solution” to improve accessibility and functionality. He also requested the addition of a right-turn lane at the intersection of Old Atlanta Road and Flippen Road to improve traffic flow. District 3 – Councilmember Berry Not present. District 4 – Councilmember Barber Councilmember Barber outlined infrastructure priorities focused on sidewalk and trail development along Valley Hill Road, Davis Road, and Shields Road. She highlighted improvement opportunities along State Route 42 at its intersection with Valley Hill Road and requested that the City pursue an area study or master development plan to ensure connectivity of sidewalks and trails in that corridor. The discussion also touched on land acquisition matters. Councilmember Barber referenced prior discussions regarding annexation opportunities as a strategy for city growth and expanding developable areas. This topic was earmarked for future discussion. 2|Page District 5 – Mayor Pro Tem Alexander Mayor Pro Tem Alexander outlined priorities that included securing matching funds for Henry County’s planned road improvement projects. He noted that the County intends to widen Patrick Henry Parkway and Jodeco Road and emphasized the importance of incorporating trail infrastructure into those projects. He also identified Campground Road, Eagles Landing Parkway, and Hudson Bridge Road as priority areas for trail connectivity improvements. Additional Discussion Mayor Pro Tem Alexander noted potential opportunities to collaborate with developers on annexation efforts, particularly in areas near the interstate and along major transportation corridors. Councilmember Barber raised concerns regarding connectivity gaps within her district, specifically noting that the East Lake Parkway area has been underserved. She emphasized the need for stronger connections to Eagles Landing Parkway and along State Route 42 to support a more cohesive trail network. This led to a broader discussion, facilitated by the City Manager, regarding the relationship between annexation strategy and trail development. The governing body emphasized the importance of aligning these efforts to prevent disconnected infrastructure and ensure cohesive planning. Councilmember Gantt provided historical context on the City’s master trail plan and prior annexation efforts. She suggested engaging GDOT by presenting the City’s comprehensive trail plan, referencing past programs where GDOT provided funding support to municipalities with established plans. She recommended coordinating with both GDOT and Henry County to align infrastructure planning and maximize funding opportunities. Adjournment: The third day of the planning retreat adjourned at approximately 9:49 a.m. Respectfully submitted by: _______________________________ Cassandra Lester, Interim City Clerk ___________________________ Jayden L. Williams, Mayor 3|Page CITY COUNCIL MEETING SUMMARY MINUTES MONDAY APRIL 13, 2026 6:00 P.M. Mayor & City Council Mayor Jayden L. Willams At-Large Mayor Pro Tem Elton Alexander – Council District 5 Councilmember LaKeisha Gantt – Council District 1 Councilmember Antwan Cloud – Council District 2 Councilmember Kyle D. Berry, Sr. – Council District 3 Councilmember Yolanda Barber – Council District 4 Administration Shawn Edmondson – City Manager Frank Milazi – City Treasurer Cassandra Lester – Interim City Clerk Quinton Washington – City Attorney Megan McCullough – Associate Attorney Mission: To provide visionary leadership and superior municipal services that enhance the quality of life for citizens while creating a welcoming business atmosphere focused on sustainability and expansion of tourism and cultural events. Mayor Jayden Williams called the April 13, 2026 Stockbridge City Council meeting to order at 6:00 PM. Councilmember Kyle Berry led the invocation and Pledge of Allegiance. Interim City Clerk Cassandra Lester conducted roll call. A quorum was established. Councilmember LaKeisha Gantt arrived at 6:39pm. Mayor Williams noted that an amendment was needed to add an item regarding the police department piggybacking off an existing contract for records services. Councilmember Berry made a motion to adopt the agenda with the amendment. Councilmember Barber seconded. The motion passed 4-0. Adoption of the Work Session Meeting Minutes March 31, 2026 Councilmember Barber made a motion to approve the March 31st work session minutes. Mayor Pro Tem Alexander seconded. The motion passed 4-0. PUBLIC COMMENTS The interim clerk announced five public comments: Willie Carter (123 Wilson Avenue) addressed case number VR-2026-01, a variance on Wilson Avenue, stating it needs to be opposed and re-examined due to concerns about the plot. Mayor Pro Tem Alexander clarified that speakers on this item would have additional opportunity during the public hearing. 1|Page Charlene Woodruff (7914 Christian Court) discussed her 22-year residency and concerns about a proposed apartment development. She explained that in 2022 she was told by staff the development probably wouldn't happen due to incomplete paperwork but recently discovered surveyors on her property preparing for apartments. She reported that trees on her property had been cut down, which was verified by the developer. Mayor Williams acknowledged receiving her email and confirmed staff was working on a solution. Dave Murphy, (2877 Mandy Court) a 30-year Spivey Cove resident and community leader, provided background on developments in their area. He detailed the community's consistent opposition to apartment developments, noting 99% opposition at public meetings despite council approval of both proposed projects. He described a 2022 community meeting with a developer who lacked professional presentation materials and proposed 318 apartments and 50 townhomes. Kathy Walker, (200 Hunting Court) president of Spivey Ridge HOA, expressed concerns that the current development differs from what was presented in 2022. She reported that residents received no advance notice before tree clearing began, removing protective buffers between homes and construction. Walker noted that other nearby developments received significantly greater buffers (up to 50 feet) while their larger, higher-value homes received less protection. She requested immediate installation of temporary barriers, restoration of proper buffers, and accountability to ensure compliance with approved requirements. Evelyn Dixon (267 Spivey Ridge Circle) from Spivey Ridge raised communication concerns about the apartment development, noting inconsistent and inadequate updates to residents. She proposed enhanced communication including timely construction notices, clear impact information, and consistent communication channels with current information on the city website. CEREMONIAL REVIEW: Proclamations for Autism Acceptance and Black Bookstore Month Mayor Williams summarized the ceremonial portion held at 5:30 PM, noting three proclamations were presented: declaring April 2026 as Autism Acceptance Month for community inclusivity, Black Maternal Health Week (April 13-17) to foster public-health sector collaboration, and joining other mayors in recognizing Black Bookstore Day to promote literacy, culture, and diversity. PRESENTATION Presentation on Potential Small Area Studies to be Undertaken Community Development Director Ryan Anderson presented the city's plan for small area studies, explaining they had identified 10 targeted areas for detailed examination over the next 3-5 years with $200,000 budgeted for fiscal year 2026. The studies would focus on underutilized parcels, aging infrastructure, and areas needing revitalization rather than currently thriving areas. Mayor Pro Tem Alexander expressed concern that District 5 wasn't adequately represented on the priority list, noting the need for strategic distribution throughout the entire city rather than concentration in particular districts. He advocated for including Hudson Bridge Road and Eagles Landing Parkway to continue highquality development momentum, similar to successful Patrick Henry Parkway planning that attracted major retailers like Costco and Sprouts. 2|Page City Manager Shawn Edmonsdon responded that areas like District 5, which are already thriving, would be included in the upcoming comprehensive master plan, while these small area studies target pockets needing revitalization. Mayor Williams praised the data-driven framework and asked what the studies would mean for everyday Stockbridge residents. Anderson explained these grassroots-level studies would give residents in specific neighborhoods opportunity to influence what they want to see in their areas. He further confirmed this is a roadmap that will provide intentional rather than just reactive growth. Councilmember Barber expressed excitement about area studies. Citing that she had been asking for an area study for District 4, which had nine residential developments approved in her district. And it was annexed with 6,700 new residents in 2023. She sought confirmation that State Route 42 and Valley Hill Road areas would be encompassed, which Anderson confirmed. Barber then asked for clarification between the critical action and high priority ranking areas on the area study presentation. Anderson clarified that based on the planning analysis and the development trends and all the other data that we've taken into consideration, staff felt like there were the three areas they wanted to target first. Mayor Pro Tem Alexander provided population context stating “In, in 2020, retroactively the census and Atlanta Regional Commission went back, and they proactively put in the annexation numbers for the city.” Noting that despite perceptions of rapid growth, the net population increase from 2020 to 2026 was only 229 residents (from 35,740 to 35,969) when accounting for retroactive census adjustments that included annexation numbers. He contrasted this with McDonough's net growth of over 5,000 residents in the same period. Adding that for a threeyear period, there was not one rezoning that came to the city council between 2016 and almost to 2019, and then one came in 2019, it was denied. So there was a long period of time where there was no development in the city. PUBLIC HEARING Variance Case #VR-2026-01 Community Development Director Ryan Anderson presented the variance request for property on Wilson Avenue to allow construction of a single-family dwelling. The property's irregular shape and narrow dimensions require reducing front yard setback from 50 feet to 25 feet and rear yard setback from 40 feet to 20 feet. The 0.613-acre property is long and narrow, with insufficient space to meet standard SR district requirements. Anderson explained the property meets all seven variance criteria, noting there are 40 feet of city right-of-way that would accommodate future sidewalks without impact. The proposed 2,294 square foot home would have 1,370 square feet on the first floor and 924 on the second floor to minimize the footprint. Councilmember Cloud questioned recent variance approvals in the area and existing homes that might have required variances. Anderson explained that older homes were grandfathered in before current code enactment, though some existing homes in the area already encroach into the 50-foot setback requirement. Councilmember Cloud noted he had spoken with residents and community leadership who support new development but want it built to existing SR zoning requirements. He expressed openness to growth while respecting residents' rights to expect code compliance. 3|Page Councilmember Gantt suggested conditioning approval on sidewalk easement acceptance and noted modern development trends favor reduced setbacks near downtown areas, citing examples of high-value developments with minimal setbacks selling for premium prices. Anderson acknowledged this highlighted weaknesses in the current code, which only has two residential districts (SR and RR) compared to the previous code's four districts (R1-R4). Most homes in the area don't meet current SR requirements but are grandfathered in. Mayor Pro Tem Alexander confirmed staff recommended approval based on meeting all seven variance criteria, with Anderson noting it would be difficult to legally defend denial since the criteria are met and denial would create hardship. Councilmember Barber expressed concern about setting precedent, noting this would be one of the largest homes in the area. No speakers appeared for or against the variance during public comment periods. Motion to table VR-2026-01 made by Councilmember Cloud, seconded by Councilmember Gantt until the next meeting to allow the applicant to meet with residents for discussion. The motion passed 5-0. NEW BUSINESS Council consideration of purchase agreement for SPD K9 Moos to its current handler. Interim Chief Godfrey explained Lieutenant Blake Zimmerman's resignation to seek opportunities at a larger agency, requesting to purchase his six-year-old canine Moos. With approximately two years of service life remaining, finding and training a new handler would leave only about one year of service by completion. The specialized boarding requirements during transition would create substantial costs. Staff recommended the sale based on both the canine's best interests and city financial considerations. Councilmember Gantt asked about pricing methodology. Chief Godfrey explained they used a prorated amount based on original canine cost separate from training, resulting in a $2,000 sale price. City Attorney requested the motion include finding the canine and kennel unserviceable per city code. Motion to approve the sale of canine Moos and kennel, determining them unserviceable based on provided information, made by Councilmember Gantt, seconded by Councilmember Barber. The motion passed 5-0. Quitclaim Disposal of Remnant Tract at 2125 Jodeco Road Community Development Director Ryan Anderson presented the proposal to transfer a 0.77acre remnant tract to Tidal Wave Auto Spa. The city acquired the tract from Georgia DOT in 2023 for drainage maintenance, but the drainage system has been redirected, making only half the tract necessary for city purposes. The tract's protrusion into the Tidal Wave property creates development difficulties. The transfer follows OCGA requirements for conveying small strips to abutting property owners and includes conditions requiring staff presence during operations for litter control, adherence to submitted site plans with stacked stone and brick finishes, screening for cleaning stations, and developer reimbursement of legal costs. Mayor Pro Tem Alexander confirmed this followed standard city abandonment procedures and appreciated the significant brick and stone requirements to complement the Joe Deco 4|Page development. He emphasized the value of mixed-use development providing services like car washing on-site to reduce traffic burdens. Motion to approve declaring the property at 2125 Jodeco Road unserviceable and proceeding with the abandonment made by Mayor Pro Tem Alexander, seconded by Councilmember Barber. The motion passed 5-0. (First Reading) South Berry Street Renaming Anderson presented the first reading to rename South Berry Street to "Alphonso Thomas Street" honoring Councilmember Thomas's decades of public service. The renaming affects only two properties, and proper public notification was provided. Councilmember Cloud explained his thought process in spearheading this honor, noting Councilmember Thomas pioneered the Martin Luther King Sr. Heritage Trail and deserved recognition with his own street. He hoped Thomas would be honored by this gesture. Councilmember Berry expressed excitement about honoring such a beloved public servant who served as their predecessor. He emphasized Thomas as a curator of history who loved Stockbridge, noting this was an appropriate way to memorialize his legacy. Mayor Pro Tem Alexander praised Councilmember Thomas as a statesman and consensus builder, sharing personal appreciation for Thomas's support during difficult times and noting his faith-based leadership in the community. Councilmember Gantt emotionally endorsed the honor, calling Thomas a wonderful colleague whose legacy lives on, and praised Councilmember Cloud for stepping into Thomas's role effectively. Motion to approve the resolution renaming South Berry Street to Alphonso Thomas Street made by Councilmember Cloud, seconded by Councilmember Gantt. The motion passed 5-0. (First Reading) Text Amendment Case #TX-2026-02 Anderson presented the proposed text amendment to establish formal procedures for street and facility renaming, noting no current formal process existed in city code. The proposal included two pathways: city council initiation requiring legal advertisement and two readings, and community/resident initiation requiring 75% of affected neighbors' signatures plus petition to council. Councilmember Barber questioned whether the Lee Street renaming could be appealed under this policy, expressing concern about the timing and process and stated for the record; “The issue, the policy, the process that we took to rename a street in my district that was not initiated by me. If it's the mentality of this governing body to try to just erase history and close the door on residents’ businesses and the church that is affected by that change, I am vehemently opposed to it. They deserve to have an opportunity to appeal that decision. Unfortunately, the vote was approved by the council. Three, I voted against it, three approved it, one abstained. I cannot bring that vote back for reconsider reconsideration. Only those three who approved it, one of them would need to bring it back for reconsideration. Which is why I'm asking that those residents, businesses that are affected by this change, they deserve to have an opportunity to appeal the decision. But because there was no policy then you're now enacting a policy after we've approved the renaming of Councilmember Thomas. It just does not seem fair at all. I just want all of this for the record.” 5|Page Barber reiterated her question, asking, “So there is no current policy in which residents, business owners, or any stakeholder who's affected by that change, they don't have an outlet, they don't have an opportunity to appeal?” In response, Anderson stated, “The intent of this formal policy is because if staff is given a directive, we have to have something to work off. So we were just trying to formalize the process. But council has the right to make motions from the floor to make a street name proposal.” Barber then posed a question to city attorney representative Megan McCollugh “those residents, business owners and the church that is affected by the name change Lee Street, do they have an opportunity to appeal that? And if they do, what is the timeframe?” The city’s legal responded “I would actually defer to our zoning attorney and our planning and zoning attorney Valerie Ross, although she's not here right now. And if those residents are interested in appealing that, I would recommend that they contact their own counsel. I can't provide legal advice to residents on that.” Barber further asked, “I'm asking you on behalf of the governing body, me, as a member of the governing body who represents this district, is there an opportunity to appeal the name change?” And legal stated “what I'm saying is, ma'am, that I can't answer that question for you.” The discussion continued and Mayor Pro Tem Alexander strongly defended the Martin Luther King Jr. Way naming, calling it shameful to face "theatrics" for honoring Dr. King. He opposed any policy limiting council authority to name streets and noted that staff brought forward this policy without the required three council member votes requesting it. Councilmember Barber clarified that she never requested the policy, with Anderson confirming it was staff-initiated to provide working procedures. She supported having consistent policies for staff rather than random council decisions. Councilmember Gantt expressed concern about creating additional roadblocks, noting that adequate notice was provided on meeting agendas and residents could attend to comment. She opposed adding more processes that could cause delays, referencing previous issues with excessive procedures that stopped growth. A Motion to not move forward with a street name change policy made by Mayor Pro Tem Alexander. After discussion about letting items die versus voting, the motion was rescinded with staff understanding that no policy change was desired. Piggyback Henry County Records Contract Amendment Interim Chief Godfrey presented the final year extension of the piggyback contract with Henry County for Supreme Trio LLC (DBA Swanson's Towing) and Wrecker One Inc. Wrecker One received exclusive service rights for the I-75 corridor except during TRIP (Towing and Recovery Initiative Program) activations for commercial vehicles. The delay in bringing this forward was due to ownership changes following the original owner's death and probate proceedings. Motion to move forward with the piggyback contract made by Councilmember Berry, seconded by Councilmember Gantt. Discussion: Mayor Pro Tem Alexander asked for clarification on the service area of Swanson's Towing. Godfrey explained Swanson's handles city services while Wrecker One has exclusive service rights for the I-75 corridor, except during TRIP (Towing and Recovery Initiative Program) activations, which is required when commercial trucks are involved. 6|Page Mayor Pro Tem Alexander expressed personal concerns about one of the companies based on previous interactions and requested additional discussion. Interim Chief Godfrey indicated there will be no disruption to services on the interstate during the discussion period. Councilmember Berry rescinded the original Motion and made a Motion to table the contract extension to the work session for further discussion; seconded by Mayor Pro Tem Alexander. The Motion passed 4-0-1 with Councilmember Gantt abstaining. ADJOURNMENT Motion to adjourn made by Councilmember Berry, seconded by Councilmember Gantt. The motion passed unanimously 5-0. The meeting adjourned at 7:58p.m. Respectfully submitted by: ______________________________ ______________________________ Cassandra Lester, Interim City Clerk Jayden L. Williams, Mayor 7|Page CITY OF STOCKBRIDGE 2026 FIRST QUARTER FINANCIAL REPORT SUMMARY PRESENTED BY: Frank S. Milazi, City Treasurer APRIL 28, 2026 GENERAL FUND FIRST QUARTER SUMMARY BUDGETED YEAR TO DATE BALANCE PERCENTAGE REVENUES 34,768,690 7,597,057 27,171,633 78.00 EXPENDITURES 34,768,690 9,853,723 24,914,967 72.00 Estimated revenues of $34,768,690, 22% of that has been received as of March 31, 2026. At the same time, estimated expenditures of $34,768,690, 28% of that has been incurred. Note that our property tax revenues are received at the end of our fiscal year. 2026 HOMESTEAD EXEMPTION SUMMARY Our second year Homestead Exemption process went extremely well. 543 Residents applied for homestead exemption as follows: 1. 189 B1 or Basic applicants – a homeowner 2. 329 B2 or those that are 62 yrs and above applicants 3. 25 B3 or those with septic tank on the property. 4. April 1, 2026 at 5:00 pm was the closing day to accept homestead exemption for 2026. UPDATES • Closed our 2025 Fiscal Year in preparation for the 2025 audit. • Budget Manager and Senior Accountant positions have been filled; and both are doing excellent job. • Bank reconciliation is current through March 2026. • 2025 audit field work to start on May 4, 2026. THANKS DEPARTMENT OF PUBLIC WORKS FY 2026 FIRST QUARTER UPDATE General Maintenance FY 2026 1st Quarter Synopsis Services January February March Total Bags of Litter 444 471 408 1,323 Pounds of Litter 5,328 5,652 4,896 15,876 Work Orders 27 35 28 90 Shopping Carts 48 56 49 153 Mattresses 28 7 4 39 Tires 30 40 30 100 Sanitation FY 2026 1st Quarter Synopsis GFL Services January February March Residential Customers 10,110 10,115 10,118 Residential 2nd Cart 163 175 179 Commercial Customers 30 30 28 Commercial 2nd Cart 16 16 16 Recycling Customers 4,032 4,042 4,058 Backdoor Customers 111 112 112 Bulk/Yard Waste 562 455 729 Missed Service 18 11 14 Water FY 2026 1st Quarter Synopsis Activity January February March Total Gallons of Water Produced 6,259,800 6,056,200 6,581,000 18,897,000 Gallons of Water Purchased 17,448,316 15,793,550 14,689,641 47,931,507 Connects 12 19 32 63 Disconnects 11 24 29 64 Occupants Changes 18 18 26 62 Leaks Reported 26 33 30 89 Leaks Repaired 17 21 18 56 Meters Changed 3 47 79 129 Manually Read Meters 142 97 73 312 Utility Locates 249 192 304 745 Service Request Completed 70 141 196 407 Sewer FY 2026 1st Quarter Synopsis Activity January February March Total Wastewater Treated (Month) 18,000,000 16,348,000 19,028,000 53,376,000 Wastewater Treated (Per Day)) 581,000 584,000 614,000 593,000 Biosolids Removed (Tons) 16.70 13.30 18.10 48.10 Utility Locates Completed 249 192 304 745 Liftstations Visits 390 355 370 1,115 Sewer Mains Cleaned (LF) 2,000 3,200 2,500 7,700 Sewer Spills 0 0 0 0 After Hour Calls 4 5 3 12 Permit Violations 0 0 0 0 Grease Traps Inspected 4 5 0 9 Sewer Taps Inspected 16 9 2 27 Stormwater FY 2026 1st Quarter Synopsis Activity January February March Total Complaints 3 0 5 8 Inspections (Structures) 56 0 63 119 Inspections (Pipes) 28 0 24 52 Inspections (Outfalls) 0 0 1 1 Work Orders 19 16 20 55 Street Sweeping (Miles) 226 454 910 1,590 Debris Collected (Tons) 12.19 10.19 34.52 56.90 * Streetsweeper down in January 2026. QUESTIONS Human Resources Quarterly Update Q1 - 2026 City of Stockbridge Executive Snapshot The City’s workforce remained stable during Q1 2026, supported by low turnover and active recruitment. Human Resources continued to prioritize employee wellbeing, workplace safety, and service continuity. Efforts this quarter focused on sustaining momentum while preparing for future operational needs. Workforce Stability Employees 250 200 150 100 50 0 Active Employees Separations Workforce Insight The City averaged approximately 194 active employees during the first quarter. Only 11 separations occurred, reflecting strong retention and organizational stability. This stability helps limit recruitment costs and preserve organizational knowledge. Turnover % 0.8 0.7 0.6 0.5 0.4 Turnover Rate 0.3 0.2 0.1 0 Q1 2026 Recruitment & Hiring Activity • • • Twenty-one employees were successfully onboarded during Q1. Active recruitment continued for technical, operational, and public safety positions. Hiring activity aligns with service demands and long-term workforce planning. Hiring Overview Headcount Open Positions New Hires 19.5 19.7 19.9 20.1 20.3 20.5 20.7 20.9 21.1 Workers’ Compensation Claims Claims Safety & Risk Management Six Six workers’ compensation claims were reported during the quarter. Five Five claims have already been resolved, with one remaining open. Total Total incurred costs remained under $5,000, indicating effective claim management. Training & Wellness Engagement Participants 160 140 120 100 80 60 40 20 0 Financial Wellness Active Shooter Training Jet Dental Technology & HR Systems Human Resources completed an evaluation of modern HRIS platforms. Vendor demonstrations and comparative analysis were conducted. A recommendation was presented to leadership to support future efficiency and reporting needs. Overall, Q1 2026 reflects a stable workforce and responsible risk management. Closing Summary Employee engagement and training participation remained strong. Human Resources continues to support City operations through proactive planning and modernization efforts. City of Stockbridge Department of Economic Development Quarterly Report – Q1 2026 William Smith Economic Development Director EXECUTIVE SUMMARY Mayor, Council— This quarter, the Department of Economic Development has been focused on moving the City from reactive growth to intentional, structured development. On the development side, we currently have multiple projects in motion. Project Titan is advancing with two PSAs issued and received, positioning us toward site control. Project Coal has reached a handshake agreement and will move forward through the Development Authority. Project Estel is under review by ownership, and Project Rice requires a coordinated multi-owner acquisition strategy. Together, these efforts represent a broader land assembly strategy to control key redevelopment corridors. We are also supporting a major 50-acre mixed-use development along Patrick Henry Parkway, where the developer is working through land acquisition and right-of-way approvals. The project is now aligned with the Development Authority to explore revenue bond financing, signaling a strong public-private partnership opportunity. On infrastructure, several critical projects are advancing. The alleyway improvement project is in final design, addressing drainage, waste management, and service operations. Additionally, we are working with Georgia Power to underground utilities downtown—an investment that will significantly improve aesthetics, reliability, and long-term development potential. From a policy standpoint, we identified that our incentive programs needed restructuring. We are correcting and strengthening those programs while developing a new small business incentive strategy designed to help local businesses enter and scale within larger developments. We are also recalibrating our Tax Allocation District (TAD). While initial approvals were secured, the boundary was too limited. We are redrawing the map to maximize long-term tax increment before proceeding with final approvals, ensuring this tool delivers meaningful impact. On downtown activation, we are expanding Main Street programming to a full 12-month schedule and proposing a Downtown Special Events Program to incentivize smaller, frequent events that increase foot traffic and support local businesses. Finally, we’ve strengthened coordination with the Henry County Convention & Visitors Bureau and Chamber, implementing performance-based oversight of tourism funding to ensure greater investment in downtown visibility and activity. DEVELOPMENT & REDEVELOPMENT PIPELINE Project Titan Summary: Active land assembly initiative with two Purchase and Sale Agreements (PSAs) issued and received. Represents a high-priority redevelopment opportunity. Important Items: Two PSAs issued and received Advancing toward site control Key catalytic redevelopment opportunity Project Coal Summary: Early-stage redevelopment project with agreed-upon pricing and terms. Will be advanced through the Development Authority. Important Items: Handshake agreement reached with ownership To be presented to DDA as active conduit Structuring and financing phase upcoming Project Estel Summary: Land-based opportunity currently under review by property owners. Important Items: Terms submitted to ownership Owners actively evaluating proposal Continued negotiations required Project Rice Summary: Multi-owner acquisition strategy requiring coordinated engagement. Important Items: Two ownership groups identified One owner reviewing terms Second owner pending initial outreach MAJOR DEVELOPMENT INITIATIVE Patrick Henry Parkway Development Summary: 50± acre mixed-use development including recreation, hospitality, residential, and commercial uses. Developer working through land acquisition and approvals. Important Items: Critical parcel acquisition required Right-of-way approvals needed Developer coordinating with Development Authority for revenue bond financing Ongoing monitoring by Economic Development INFRASTRUCTURE & CAPITAL IMPROVEMENTS Norfolk Southern Parking Lot Lease Summary: Lease agreement pending execution to create additional downtown parking capacity. Important Items: Lease completed on City side; awaiting Norfolk Southern execution ~0.5 acres to be converted 35–40 new parking spaces planned Supports Main Street businesses and event overflow Georgia Power Utility Undergrounding Summary: Initiative to relocate overhead utilities underground within the downtown corridor. Important Items: Engineering assessment underway with Georgia Power GIS surveys in progress for two incomplete areas Enhances aesthetics, reliability, and development readiness Key dependency for long-term downtown transformation Alleyway Improvement Project Summary: Infrastructure upgrade to service corridor supporting downtown businesses. Important Items: 60% design drawings approved Final 40% in progress Includes resurfacing, drainage, grease traps, and dumpster pad Improves operational efficiency and sanitation DOWNTOWN & MAIN STREET ACTIVATION Main Street Program Expansion Summary: Evaluation and expansion of Main Street programming to year-round activation. Important Items: Transition to 12 months of programming Increased focus on consistent downtown activation Alignment with tourism and economic development goals Downtown Special Events Program (Proposed) Summary: Reintroduction of micro-grant program to incentivize small-scale public events. Important Items: Up to $2,500 per event Supports festivals, markets, runs, and cultural events Eligible expenses include marketing, equipment, and security Designed to increase foot traffic and private participation INCENTIVE POLICY REFORM & SMALL BUSINESS STRATEGY Incentive Program Restructuring Summary: Comprehensive review identified need for improved structure, compliance, and performance tracking. Important Items: Restructuring large-scale incentives Implementing staff training Establishing performance metrics and accountability Strengthening compliance and oversight Small Business Incentive Development Summary: New incentive framework to support local business participation in larger developments. Important Items: Focus on scaling local businesses Support for entry into commercial developments Tools under consideration: Tenant improvement assistance Rent support Buildout assistance Emphasis on local ownership and economic inclusion STRATEGIC PARTNERSHIPS & TOURISM FUNDING Chamber & CVB Coordination Summary: Strengthened partnerships with Chamber and Visit Henry to improve alignment and accountability. Important Items: Annual budget and performance plans due by September 30 Economic Development providing oversight of CVB funds Increased focus on downtown marketing and activation Shift toward performance-based funding POLICY & PLANNING INITIATIVES Tax Allocation District (TAD) Realignment Summary: TAD structure under review to improve long-term financial impact. Important Items: Current map determined to be too limited Boundary to be redrawn and expanded Requires: Council approval Resubmission to Henry County Subsequent Board of Education approval Goal: maximize tax increment and redevelopment potential EVENTS & ENGAGEMENTS ATTENDED (Q1 2026) Business & Economic Development Engagements Ribbon Cutting – Bank of Ozk Ribbon Cutting – Honeybee Pediatrics Groundbreaking – Primrose School of West Stockbridge Professional Development & Industry Engagement “Filling Retail Storefronts: Business Recruitment for Downtowns” (Webinar) Metro South Association of Realtors Engagement Community & Business Outreach Southern Crescent Women in Business Conference Table Setup – Women in Business Conference Government & Regional Engagement State of the County Address EVENTS DEPARTMENT 2026 Overview of 2026 Events : The core goal is to leverage the large attendance achieved in 2025 to drive deeper community engagement and Event Department goals. Handling a 10,000-person crowd requires world-class logistics. Our goal is to make that process faster, smarter, and less costly. 2026 Strategic Goals for the Events Department The event landscape is rapidly changing. These goals ensure the department remains on the cutting edge for a growing family-oriented community. For 2026, the goals should focus on three areas: Community Impact, Efficiency, and Innovation, which are key trends in events. STOCKBRIDGE MUNICIPAL COURT FIRST QUARTER 2026 (JANUARY, FEBRUARY, MARCH) Court Activities - 2026 (1st Quarter) New Citations Forwarded to Court Citations Scheduled for Court Criminal Warrant Applications (Walmart) Georgia State Patrol Henry County Animal Control Stockbridge Code Enforcement Stockbridge Police Department Individuals/Businesses Scheduled for Court RedSpeed Citations Scheduled for Court Citations Closed / Adjudicated Criminal Warrant Applications (Walmart) Georgia State Patrol Henry County Animal Control Henry County Police Henry County Sheriff Stockbridge Code Enforcement Stockbridge Police Department Citations Closed by Disposition Type Bench Trial (Guilty) Bench Trial (Not Guilty) Bond Forfeiture (Paid w/out Hearing) Bind Over to Juvenile Court Bind Over to State Court Deceased Dismissal/Nolle Prosse Pre Trial Diversion Completed Successful Plea Retired From Docket (Statute of Limitations Ran) Void Warning Offenders Granted Pretrial Diversion Offenders Granted Probation Warrants Issued Total Payments Collected Submitted by Genea Stanley 4/21/2026 Total 1631 1969 10 473 8 11 1467 1014 / 3 93 1634 2 411 8 13 2 14 1184 1634 4 7 786 1 51 1 128 193 424 14 21 4 105 70 60 $ 386,100.20 STOCKBRIDGE POLICE DEPARTMENT QUARTERLY REPORT - Q1 2026 QUARTER AT A GLANCE 10,820 CALLS FOR SERVICE 202 2,645 ARRESTS TRAFFICS STOPS 2,231| Cit ation: 1,218 | Warn ings: 1,013) CITATIONS 14 COMMUNITY EVENTS CRIME TRENDS & STATISTICS • • • • Violent Crime: Down 15.38% from Q1 2025 Property Crime: Up 2.97% from Q1 2025 Overall Crime: Up 1.86% from Q1 2025 Hotspot F o c u s Areas: Downto wn Corridor & W est sid e DEPARTMENT PERFORMANCE METRICS Priority 1 Re sponse Time 5.50 minutes (Goal: <5 mins) Officer Initiated Activity 5,624 INCIDENTS Reports Written 1,047 WRITTEN REPORTS OFFICER ACTIVITY HIGHLIGHTS Total Arrests:202 Felony Arrest:41 Misdemeanor Arrest:161 Stolen Vehicles Recovered:12 Firearms Seized:29 Focus: Proactive patrols, high-crime area saturation, and targeted enforcement efforts Criminal Investigation Division & Crime Scene Total C a s e s Assigned:383 C a s e s Cleared:19 (By arrest 10 exceptional 4 founded 5) Items Released/ Disposed:53 CODE ENFORCEMENT Total Cases Opened: 366 Resolved:352 Top Violations: Property Maintenance, illegal Signage, Parking Violations Ongoing Focus: Blight reduction in residential/commercial areas STOCKBRIDGE POLICE DEPARTMENT C O M M U N I T Y ENGAGEMENT Read Across America Event at Stockbridge Elementary Citizens Police Advisory Council Elderly Fraud Presentation School at the Oaks Subdivision Woodland High School Career Day Event Dutchtown High School Career Day Event Stockbridge High School Career Day Event Woodland High Career Day Event Pates Creek Elementary School Career Day Stockbridge Youth Council Dinner City Jo b Fair Georgia Cities Week- Coffee w/ Cop Georgia Cities Week Event – Ice Cream Social National Telecommunicator’s Appreciation Week HOA Coalition Meeting RECORDS & ADMINISTRATION • Reports Processed: 2711 • Open Records Requests Fulfilled: 1107 • Administrative Support to Divisions: HR, Payroll, Training, Procurement Coordination STAFFING & PERSONNEL UPDATE • Authorized Sworn: 68 | Actual: 59 • New Hires: 9 • In Background: certified 2 non-certified 0 • Resignations: 3 • Total Training Hours: 1452 • Applicant Background Checks Completed: 7 DEP ARTM ENT INI TI AT IVE S & I NN O V A T I O NS Mobile Crisis Response Pilot Launched New Traffic Enforcement Ca me ras Installed Revised Pursuit Policy Implemented Policy Review: 7 major SOPs updated Officially Launched the (HEAT UNIT) Highway Enforcement Aggressive Traffic BUDGET SNAPSHOT 3 GEOGRAPHIC LOCATIONS: $10.1 M FY 2026 PD BUDGET $1.9 M (1.87%) YTD SPENDING $223, 141.75 REDSPEED REVENUE ▪ North Henry Blvd ▪ Walt Stephens Road ▪ Highway 42 CURRENT SCHOOL ZONE CAM ER A CHALLENGES & OPPORTUNITIES Recruitment: Lateral hiring f oc u s I n c r e a s e d theft in retail corridors N e e d for u p g r a d e d R M S s y s t e m LOOKING AHEAD Launch new records management system Increase community patrols Begin CALEA self-assessment STOCKBRIDGE POLICE DEPARTMENT THANK YOU FOR YOUR ATTENTION GOVERNING BODY FY2026 Q1 Report (January 2026 - March 2026) Supporting Elected Officials Mayor Jayden L. Williams District 1 Councilwoman LaKeisha Gantt District 2 Councilman Antwan Cloud District 3 Councilman Kyle Berry District 4 Councilwoman Yolanda Barber District 5 Mayor Pro Tem Elton Alexander Department Support Executive Assistant : Rosalynd Rawls rrawls@stockbridgega.org 770.389.7900 ext 248 Administrative Assistant : Raven Eatmon reatmon@stockbridgega.org 770.389.7900 ext 220 January 2026 Initiatives & Events Meet with Mayor Jayden Williams • Mondays (10am - 12pm) • Wednesdays (10am - 12pm) • Fridays (10am - 12pm) District 5 MLK Day of Service Community CleanUp - Campground Rd. with Mayor Pro Tem Elton Alexander • Saturday, January 17, 2026 • 9am - 11am Senior Bingo Bash with Councilman Kyle Berry Sr. • Wednesday, January 21, 2026 • 10am - 12pm Council Meeting : Monday, January 12, 2026 at 6:00pm Council Work Session: Tuesday, January 27, 2026 at 6:00pm February 2026 Initiatives & Events Meet with Mayor Jayden Williams • Mondays (10am - 12pm) • Wednesdays (10am - 12pm) • Fridays (10am - 12pm) Senior Bingo Bash with Councilman Kyle Berry Sr. • Wednesday, February 18, 2026 • 10am - 12pm Council Meeting : Monday, February 9, 2026 at 6:00pm Council Work Session: Tuesday, February 24, 2026 at 6:00pm March 2026 Initiatives & Events Meet with Mayor Jayden Clergy Roundtable with Williams Councilman Kyle Berry Sr. • Mondays (10am - 12pm) • Wednesday, March 2, 2026 • Wednesdays (10am - 12pm) • 6:30pm - 8:30pm • Fridays (10am - 12pm) Senior Bingo Bash with District 5 Town Hall Meeting Councilman Kyle Berry Sr. with Mayor Pro Tem Elton • Wednesday, March 18, 2026 Alexander • 10am - 12pm • Thursday, March 19, 2026 • 7:00pm - 9:00pm Council Meeting : Monday, March 9, 2026 at 6:00pm Council Work Session: Tuesday, March 31, 2026 at 6:00pm Mayor for a Day with Mayor Jayden Williams • Monday, March 23, 2026 • 9:45am - 2:45pm CITY CLERK’S OFFICE Cassandra Lester, Interim City Clerk Quarterly Report – 1st Quarter 2026 City Clerk’s Office The Office of the City Clerk serves as a vital resource for legislative history and compliance. It includes several key positions, such as the Open Records Designee, Youth Council Liaison, Superintendent of Municipal Elections, and Records Coordinator. In addition, the Clerk's Office provides coordination of ten boards and/or committees and manages the city's historical cemeteries. Boards & Committees st City Clerk’s Office – 1 Qtr. 2026 The Clerk's office provided legislative support by preparing 52 meeting agendas and recording 1,392 meeting minutes; attesting to, publishing, and archiving 52 resolutions and 3 ordinances and many other legal documents, proclamations, oaths of office and letters of recognition. We completed 242 Open Records Requests. Provided support to the Stockbridge Youth Council through the coordination of four outreach events. We collaborated with city staff to coordinate the City’s Strategic Planning Retreat, along with a tour of the City of Brookhaven. Evolving municipal requirements and professional development standards were maintained through participation in GMA’s Clerk Training in February, Secretary of State Elections Training (ongoing), and Government Archives and Records Administration Program Training. Cross-training was provided to the Clerk’s Office Staff as well as the Governing Body staff, which helped reduce workflow gaps and strengthen internal capacity. Maintained operational continuity by managing temporary staffing, including onboarding and training a replacement to ensure uninterrupted service delivery. Cemetery operations were managed efficiently, with two interments conducted and 4 site visits made, while maintaining respect and care for the community. City Clerk’s Office – Congratulations! Congrats to Sharee Lane for completing the Government Archives and Records Administration (GARA) Certificate Program The GARA Certificate Program was created to recognize government officials' achievements in obtaining a knowledge base in Government Archives and Records Management. The certificate recognizes the completion of 40 Study Hours of approved archives and records management subjects, or “competencies,” within a 5-year period. Q UA R T E R LY INFRASTRUCTURE & O P E R AT I O N S R E P O R T ( J A N UA R Y – M A R C H ) REVIEWING PROGRESS AND PERFORMANCE FOR E A R LY Y E A R M O N T H S Q UA R T E R LY INFRASTRUCTURE & O P E R AT I O N S OVERVIEW Quarterly Overview and Purpose Infrastructure and Operations Focus The quarter emphasized system reliability, security, and operational efficiency to support daily activities and growth. Balanced Strategic Execution Efforts balanced strategic planning, system improvements, and consistent support to advance major initiatives. Operational Responsiveness Handling 406 tickets demonstrated responsiveness while enabling modernization and risk reduction. Future Readiness and Scalability Preparing self-hosted environments and scalable infrastructure ensures readiness for future production demands. January – Strategic Planning and Foundation Building System Evaluation and Modernization Conducted comprehensive system evaluations to identify modernization and scalability opportunities for sustainable growth. Reliability and Resilience Improvements Focused on improving system reliability and resilience to reduce disruptions and enhance recovery capabilities. Enhanced Monitoring and Security Upgraded monitoring, threat detection, and incident response to identify and resolve security issues faster. Operational Support and Ticket Resolution Maintained operational support by resolving 132 tickets, balancing execution with strategic planning. February – Execution, Stability, and Security Enhancements Operational Efficiency & Stability February focused on executing plans to streamline operations and update core systems for better stability and performance. Security Enhancements Continuous security hardening efforts protected sensitive data and strengthened compliance with security standards. Infrastructure Readiness Infrastructure configurations and testing were prioritized to ensure smooth future deployments and reduce risks. Ticket Resolution & Progress February saw the highest ticket volume with 145 resolved, balancing operational demands with strategic progress. March – Optimization, Upgrades, and Growth Readiness System Optimization and Security Regular system reviews and security hardening ensured compliance, stability, and resilience throughout March. After-hours Production Upgrade Successfully completed after-hours production upgrade minimized user impact while delivering essential improvements. Data-driven Evaluation and Licensing Inventory and technology reviews supported data-driven upgrade decisions and optimized licensing cost efficiency. Growth Planning and Stable Operations Initiated 2027 growth assessment stage while maintaining steady operational performance with consistent ticket resolution. Infrastructure and Security Enhancements Upgrades and security hardening improved infrastructure reliability and protection against threats this quarter. Operational Support and Ticket Resolution Resolving 406 tickets reflects strong support, ensuring smooth operations and addressing technical challenges effectively. Strategic Planning and Growth Readiness Quarterly Results and Organizational Impact Completed evaluations provide a roadmap for modernization, licensing optimization, and scalable infrastructure planning. Governance and Risk Management Efforts demonstrate responsible technology stewardship, reducing risks and supporting long-term operational stability. Quarterly Report January-March, 2026 RYAN ANDERSON RYAN ANDERSON Director City of Stockbridge, Dept. of Community Development 678.216.6902 (office) PURPOSE PURPOSE To support, foster and administer economic development opportunities that directly benefit the City of Stockbridge by way of educating stakeholders, managing land development, upholding property values and issuing permits, licenses/citations as required. CommDev Divisions FOUR BUSINESS UNITS CommDev Divisions FOUR BUSINESS UNITS Planning & Zoning Geographic Information Systems (GIS) Land Development & Inspections Business Services Planning, Zoning & GIS Divisions JANUARY- MARCH, 2026 STATISTICS Planning & Zoning Zoning Cases (Rezoning & Modification) 0 Geographic Information Systems (GIS) Plan Review (Commercial & Residential) 249 GIS/Zoning Compliance & Verification Letters 66 Customer Assistance/ Follow-Ups 205 Permits Inspections Division JANUARY-MARCH 2026 STATISTICS Permits & Inspections Division JANUARY-MARCH 2026 STATISTICS Land Development & Inspections Plan Reviews Civil Building 147 Permits Issued 36 LDP 111 Building Permit Revenue 1783 Inspections 21 LDP 1768 Building & OTC $856,878.74 1558 15 1543 Fire Marshal Division JANUARY-MARCH 2026 STATISTICS Business Services Fire Marshal Plan Reviews 89 Fire Marshal Inspections 92 Business Services NEW BUSINESSES JANUARY-MARCH 2026 Revenue from New Business $32,527.80 Home-Based 14 Commercial 40 Alcohol 2 Out of State Contractor 2 Military 0 Temporary Special Event 0 Licenses Issued 58 Business Services 1ST Quarter Revenue Sales Occupational Taxes $ 1,380,256.78 Financial Institutions 136,663.65 Alcohol Licenses 289,850.00 $46,455.00 $6,553.44 $254,645.00 $135,477.00 $37,340.00 $47,740.00 Miscellaneous Taxes .00 Administrative Fees 46,558.00 Late Fees 79,497.42 Insurance 42,197.00 Regulatory Fees 24,175.00 $1,432,202.37 Occupational Taxes Insurance Administrative Fees Financial Institute Alcohol Licenses Regulatory Fee Late Fees Film Permits Total $ 1,999,197.85 Business Hotel/Motel and Alcohol ST 1 Quarter Revenue Sales $17,582.25 $51,850.14 $28,205.31 $84,452.28 Hotel/Motel Beer Hotel/Motel $ 183,158.31 Consumption 33,369.58 Beer 49,136.96 Wine 20,935.90 Distilled Spirits 36,400.64 $291,529.91 Wine Distilled Spirits Consumption Total $ 323,001.39 Total Department 1ST Quarter Revenue Business Services $ 2,322,199.24 Permitting $ 805,239.64 Planning & Zoning $ 18,470.00 Fire Marshal $ 33,169.10 Total Revenue $ 3,179,077.98 04/28/2026 ✔ ✔ Ryan Anderson Community Development LIVABLE CENTERS INITIATIVE (LCI)—FUNDING REQUEST. Consideration of Community Development’s request for a letter of financial commitment for a local match not to exceed $40,000 to support the City’s effort to compete for a grant from the Atlanta Regional Commission (ARC) to undertake a new LCI study for the City. The City completed its last LCI study in 2001 and conducted a 10-year update in 2012 to reassess land use, transportation, housing, and redevelopment strategies in response to changing community and market conditions. Previous LCI efforts have guided improvements such as sidewalk expansions, streetscape upgrades, zoning overlays, and the Town Center Project framework. ✔ 40000 LIVABLE CENTERS INITIATIVE (LCI)—FUNDING REQUEST. Consideration of Community Development’s request for a letter of financial commitment for a local match not to exceed $40,000 to support the City’s effort to compete for a grant from the Atlanta Regional Commission (ARC) to undertake a new LCI study for the City. Approval for a letter of financial commitment Request for Financial Commitment Letter ARC Livable Centers Initiative Application Work Session April 28, 2026 Ryan Anderson, MPPA, CPM Director, Community Development Purpose of the Request • The Community Development is preparing an application for the Atlanta Regional Commission’s Livable Centers Initiative (LCI). • A formal letter of financial commitment is required to demonstrate local match support. Requested Action • We are requesting a letter of financial commitment from the Mayor and City Council. • The commitment should not exceed $40,000. Amended Request The original request for a financial commitment was presented to Mayor and City Council on February 9, 2026, in the amount of $30,000. Following subsequent discussions with the Atlanta Regional Commission (ARC), it was determined that an additional $10,000 would be required to fully satisfy the 20 percent local match requirement for the Livable Centers Initiative (LCI) grant. This adjustment brings the City’s total match commitment to $40,000, supporting a total project cost of $200,000. What is the Livable Centers Initiative? The Livable Centers Initiative (LCI) is a grant program created by the Atlanta Regional Commission (ARC) to help communities across metro Atlanta become more walkable, vibrant, connected, and economically competitive. The LCI program was created to: • Reduce vehicle miles traveled (VMT) by promoting walkable centers instead of car‑dependent sprawl. • Improve regional air quality by providing alternatives to car travel improves emissions and public health. • Encourage mixed-use, transit-supportive, healthy communities • LCI plans focus on integrating housing, jobs, services, and transportation choices in compact, people-centered places. How LCI Works • LCI grants cover 80% of project costs, funded by federal transportation dollars. • Local governments must provide a 20% match. • Grants can fund Planning studies, Transportation projects (sidewalks, trails, streetscapes, complete streets, intersection redesigns, road diets) Since the program began in 2000, LCI has invested: $390+ million in 126 communities ARC has allocated $1 billion for LCI-related transportation projects through 2050 Why This Matters • LCI funding supports planning and implementation projects that enhance walkability, mobility, and quality of life. • A local match demonstrates readiness and partnership commitment. 2012 STUDY AREA MAP About This Map This map shows the LCI study area. It includes a Focus Area along SR 138 and in the town center that reflects those parts of Stockbridge most likely to redevelop in 25 years. Study Area Park/Cemetery Miles 0 0.125 0.25 0.5 2012 LCI Recommendation Status • 48.8% of recommendations in the 2012 LCI are complete. • 45.3% of recommendations are currently in progress. By 2027 The City of Stockbridge will have completed 94.1% of all recommendations in the LCI. Next Steps 1 1. Approve issuance of commitment letter. 2 3 2. Submit letter to ARC declaring financial commitment. 3. Await ARC award announcements. Request for Council Consideration Community Development submitted a highly competitive Livable Centers Initiative application and has been advised by Atlanta Regional Commission staff that, should the City meet the full 20 percent local match requirement in the amount of $40,000, the application has a strong likelihood of being awarded grant funding. Staff requests Council consideration to increase the 20% matching contribution from $30,000 to $40,000 to strengthen the City’s financial commitment and enhance the overall probability of being award the $200,000 grant. Thank you. Ryan Anderson, MPPA, CPM Director, Community Development Randerson@stockbridgega.org Project/Case BIZ-2025.12.4439 BIZ-2025.12.3849 BIZ-2025.11.3164 BIZ-2025.11.3161 BIZ-2025.11.3127 BIZ-2025.11.3126 BIZ-2025.10.2967 BIZ-2025.10.2926 BIZ-2025.10.2920 BIZ-2025.10.2867 BIZ-2025.10.2782 BIZ-2025.10.2774 BIZ-2025.10.2732 BIZ-2025.10.2718 BIZ-2025.10.2699 BIZ-2025.10.2694 BIZ-2025.10.2693 BIZ-2025.10.2692 BIZ-2025.10.2691 BIZ-2025.10.2690 BIZ-2025.10.2689 BIZ-2025.09.2654 BIZ-2025.09.2515 BIZ-2025.09.2375 BIZ-2025.09.2335 BIZ-2025.09.2268 BIZ-2025.09.2137 BIZ-2025.09.2124 BIZ-2025.08.2020 BIZ-2025.08.1941 BIZ-2025.08.1908 BIZ-2025.08.1841 BIZ-2025.08.1704 BIZ-2025.08.1703 BIZ-2025.08.1702 BIZ-2025.08.1700 BIZ-2025.08.1699 BIZ-2025.08.1697 BIZ-2025.08.1695 BIZ-2025.08.1518 BIZ-2025.08.1380 BIZ-2025.06.0882 BIZ-2025.06.0786 Description Non-profit religious organization conducting worship services, prayer meetings, religio Non profit feeding community Scope of Work / Nature of Operations Academic Instruction Provide standards-align Prime abodes owns rental property in Henry county that we manage OJA's Innovative Development provides services in Leadership development, equipp Tourist Accommodation Hair braiding (Booth Renter ONLY) 11 Acres Inc. is a nonprofit organization focused on agricultural education, youth deve We provide educational services and supports including small groups, personalized le Submitted By Oneness in Christ Apostolic Church INC - Patrick Mullings (Company Admin) Sunflower Counseling Center - Danielle Munroe (Company Admin) Children's Healthcare of Atlanta Orthopedics and Sports Medicine - Teresa Rico-Villegas (Company Admi Linda Jones Uneeda M Smith-Sellers Imagine the View Preparatory, Inc. - Jacqueline Stephens (Company Admin) 11 Acres Inc - Dominic Reliford (Company Admin) Eagles Landing Christian Counseling Center, Inc. - Rhonda Burchette (Company Admin) Global Impact Christian Ministries - Shannon Daniels (Company Admin) Rob Ifland KICK HUNGER CORP - Beatrice Okirie (Company Admin) Ambassadors For Christ - Gwen Philon (Company Admin) Yams Center Inc - REGINA CARTER (Company Admin) CHILDRENS HEALTHCARE OF ATLANTA - SARAH BALL (Company Admin) Shiloh Christian Academy - Niomi James (Company Admin) Piedmont Henry Hospital - Sharon Holst (Company Admin) Piedmont Henry Hospital - Sharon Holst (Company Admin) Piedmont Henry Hospital - Sharon Holst (Company Admin) Piedmont Henry Hospital - Sharon Holst (Company Admin) Piedmont Henry Hospital - Sharon Holst (Company Admin) Piedmont Henry Hospital - Sharon Holst (Company Admin) Power of God Ministries International - Jackie Pendleton (Company Admin) Living Stream Vietnamese Christian Church - Dung Tran (Company Admin) M.D. Weight loss DBA Versalo Center - Abdul Odemuyiwa (Company Admin) flippen road bp - Militesega Mebrahtu (Company Admin) Huanyue CAO Hands of Hope Clinic - Chelsea Folds (Company Admin) Lighthouse Foster Care - Karen Chancey (Company Admin) Sykes Early Intervention Serices - Dianna Sykes (Company Admin) Esla Jacksoon The Guarantee Company of North America USA - Chris Brown (Company Admin) Timothy Hunter Uneeda M Smith-Sellers Starlett Bailey Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Shree Varadayini LLC - Kaushal Patel (Company Admin) Kedid.itt - Keshawna Newson (Company Admin) 11 Acres Inc - Dominic Reliford (Company Admin) Shiloh Christian Academy - Niomi James (Company Admin) Process Occupational Tax Certificate Application License Renewal License Renewal Occupational Tax Certificate Application License Renewal Occupational Tax Certificate Application License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal License Renewal Occupational Tax Certificate Application 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Completed - Archived Completed - Archived Sub Status Parcel # Address S32-03030000 4340 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 051-01043001 240 CORPORATE CENTER DR, STOCKBRIDGE, GA 30281 032-01026011 1492 HUDSON BRIDGE RD, STOCKBRIDGE, GA 30281 032-01031000 1375 ROCK QUARRY RD, STOCKBRIDGE, GA 30281 070-01017001 1940 BRANNAN RD, STOCKBRIDGE, GA 30281 031-01001000 125 RED OAK RD, STOCKBRIDGE, GA 30281 S02-01001000 35 DANIEL DR, STOCKBRIDGE, GA 30281 S27-01015000 125 ROCK QUARRY RD, STOCKBRIDGE, GA 30281 069D01103000100 GLENRIDGE WAY, MCDONOUGH, GA 30253 032-01026011 1496 HUDSON BRIDGE RD, STOCKBRIDGE, GA 30281 051I01001003 354 CORPORATE CENTER CT, STOCKBRIDGE, GA 30281 150 EAGLE SPRING CT, STOCKBRIDGE, GA 30281 150 EAGLE SPRING CT, STOCKBRIDGE, GA 30281 1757 ROCK QUARRY RD, STOCKBRIDGE, GA 30281 960 HOSPITAL DR, STOCKBRIDGE, GA 30281 1240 EAGLES LANDING PKWY, STOCKBRIDGE, GA 30281 1133 EAGLES LANDING PKWY, STOCKBRIDGE, GA 30281 029-01013002 6047 NORTH HENRY BLVD A, STOCKBRIDGE, GA 30281 013-01019002 3887 WALT STEPHENS RD, STOCKBRIDGE, GA 30281 051F01242000 849 COG HL, MCDONOUGH, GA 30253 013A01140011 3520 WALT STEPHENS RD, STOCKBRIDGE, GA 30281 S32-03030000 4340 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 051-01002009 1010 HOSPITAL DR, STOCKBRIDGE, GA 30281 165 Burke ST, STE 201, Stockbridge, GA 30281 050-01028013 550 EAGLES LANDING PKWY, STOCKBRIDGE, GA 30281 029-01013001 6055 NORTH HENRY BLVD B, STOCKBRIDGE, GA 30281 S26-02027000 4640 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 031B01018000 258 NORTHWIND DR, STOCKBRIDGE, GA 30281 S26-02027000 4640 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 S26-02027000 4640 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 S26-02027000 4640 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 S26-02027000 4640 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 S26-02027000 4640 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 S26-02027000 4640 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 S26-02027000 4640 NORTH HENRY BLVD, STOCKBRIDGE, GA 30281 051-01033000 195 COUNTRY CLUB DR, STOCKBRIDGE, GA 30281 051-01020023 831 FAIRWAYS CT, STOCKBRIDGE, GA 30281 071F01142000 700 TERRACE TRL, MCDONOUGH, GA 30253 051I01001003 354 CORPORATE CENTER CT, STOCKBRIDGE, GA 30281 Coordinator Stephanie Milton Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Stephanie Milton Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Starlett Bailey Uneeda M Smith-Sellers Uneeda M Smith-Sellers Starlett Bailey Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Uneeda M Smith-Sellers Stephanie Milton Submitted On Record Status Changed On 12/26/2025 1:51 PM 1/15/2026 8:01 AM 12/2/2025 1:02 PM 12/12/2025 12:30 PM 11/10/2025 5:09 PM 12/1/2025 1:27 PM 11/10/2025 1:29 PM 12/3/2025 2:34 PM 11/7/2025 8:03 AM 12/1/2025 12:30 PM 11/6/2025 5:29 PM 12/5/2025 8:28 AM 10/29/2025 10:57 AM 12/23/2025 3:15 PM 10/24/2025 3:05 PM 1/20/2026 9:18 AM 10/23/2025 4:26 PM 12/31/2025 9:54 AM 10/17/2025 2:12 PM 12/31/2025 10:01 AM 10/8/2025 4:03 PM 1/15/2026 2:25 PM 10/7/2025 6:24 PM 10/8/2025 12:35 PM 10/4/2025 9:38 AM 10/8/2025 3:40 PM 10/3/2025 8:25 AM 12/1/2025 1:13 PM 10/1/2025 6:48 PM 10/10/2025 10:35 AM 10/1/2025 3:19 PM 12/16/2025 10:03 AM 10/1/2025 3:15 PM 12/16/2025 10:04 AM 10/1/2025 3:12 PM 12/30/2025 6:36 PM 10/1/2025 3:08 PM 12/16/2025 10:07 AM 10/1/2025 3:04 PM 12/16/2025 10:09 AM 10/1/2025 2:57 PM 12/16/2025 10:11 AM 9/30/2025 4:49 PM 12/22/2025 4:58 PM 9/24/2025 11:25 PM 9/25/2025 8:34 AM 9/16/2025 11:19 AM 9/22/2025 9:39 AM 9/11/2025 6:06 PM 12/11/2025 12:05 PM 9/10/2025 11:52 AM 11/15/2025 11:14 AM 9/6/2025 10:54 PM 9/9/2025 9:04 AM 9/5/2025 1:02 PM 12/1/2025 12:20 PM 8/30/2025 1:30 PM 12/1/2025 12:38 PM 8/27/2025 11:04 AM 10/8/2025 4:42 PM 8/26/2025 3:03 PM 1/7/2026 5:38 PM 8/22/2025 2:52 PM 12/22/2025 11:29 AM 8/19/2025 3:44 PM 8/19/2025 3:45 PM 8/19/2025 3:41 PM 8/19/2025 3:43 PM 8/19/2025 3:40 PM 8/19/2025 3:41 PM 8/19/2025 3:34 PM 8/19/2025 3:38 PM 8/19/2025 3:29 PM 8/19/2025 3:29 PM 8/19/2025 3:25 PM 8/19/2025 3:26 PM 8/19/2025 3:20 PM 1/2/2026 5:11 PM 8/11/2025 12:49 PM 12/22/2025 1:37 PM 8/4/2025 11:23 AM 8/8/2025 8:11 AM 6/27/2025 11:17 AM 7/17/2025 2:55 PM 6/17/2025 8:25 AM 6/27/2025 12:30 PM Project_ID Project_Name DDA Façade Improvement DDA-GA-1 Program (GA) Category Downtown Development Authority Subcategory Façade Program DDA-GA-2 Support for Downtown Town Center via TAD Downtown Development Authority Redevelopment Finance DDA-GA-3 Downtown Pedestrian & Bicycle Connectivity (Support) Downtown Development Authority Mobility/Public Realm DDA-GA-4 Downtown Business Activation (with Main Street) Downtown Development Authority Recruitment & Promotions DDA-GA-5 Downtown Development DDA/EDD/CDA Joint Sponsorship – Amphitheater Authority Table Sponsorship DDA-GA-6 Downtown Vision Outreach Downtown Development – Mixed-Use Renderings Authority Public Engagement Description Location_Descriptor Geometry_Suggested Downtown Stockbridge Line/Area Offer façade (North Henry Blvd/SR grants/assistance to downtown businesses; 42 & core blocks) refine guidelines (future inclusion of outdoor furnishings under discussion). Funding_Type Public-Private Coordinate with City on Downtown & North Tax Allocation District Henry Blvd Corridor #1 (Downtown & N. Henry Blvd) to fund parking decks and infrastructure that enable Town Center mixed-use development. Area Public (TAD)/Private Advocacy/partnership Burke St, Love St, to implement the Lovejoy St, Jim Clark Downtown Ped & Bike Dr, SR 42 Connectivity Study (sidewalk/ADA fixes, Burke/Love/Lovejoy/Jim Clark & SR 42 links). Line/Area Public Business Downtown Core recruitment/retention and Main Street events (Small Business Blitz, promotions, public-art initiatives) to drive foot traffic downtown. Area Public-Private Stockbridge Joint sponsorship presence at Stockbridge Amphitheater Amphitheater to engage businesses and stakeholders. Point Public/Private Support City’s public East Atlanta Rd & Burke St engagement on downtown mixed-use vision (renderings along East Atlanta Rd & Burke St; parking decks). Area Public Source_Section DDA Minutes Oct 15, 2024 Notes Board discussed guideline refinements; façade, project accounts reported. TAD Plan Nov 2022; BOC Consent Jan 27, 2025 TAD expected to fund ~$30–40M infrastructure; Town Center ~$300M concept. Scoping Report Sept 2023 City-led; DDA/Main Street support for activation and frontage improvements. Stockbridge Main Programmatic/recurring; Street site DDA/Main Street coordination. DDA Minutes Oct 15, 2024 Supports business outreach and downtown brand awareness. News coverage Oct 23, 2024 & June 20, 2024 DDA to coordinate with City & Main Street on merchant outreach. APRIL 28, 2026 ✔ Ryan Anderson Community Development DONATION ACCEPTANCE OF 0.86 ACRES OF LAND FROM THE STOCKBRIDGE PRESBYTERIAN CHURCH. (Council District 4) Consideration of a resolution authorizing the Mayor and City Clerk to execute all documents that are necessary to accept the donation of approximately 0.86 acres of real property from the Stockbridge Presbyterian Church. Acceptance of the donation would transfer ownership of the property to the City at no cost. The church property is located at 4740 North Henry Boulevard, at the northwest corner of North Henry Boulevard and Burke Street. The church has voluntarily offered to donate a parcel of land, to be subdivided from the property in accordance with a proposed subdivision plat, to the City to support future municipal purposes and long-term planning goals. ✔ $0.00 DONATION ACCEPTANCE OF 0.86 ACRES OF LAND FROM THE STOCKBRIDGE PRESBYTERIAN CHURCH. APPROVAL. Henry County, GA Overview Legend Parcels Roads 147 ft Parcel ID Property Address District S18-03012000 4740 NORTH HENRY BLVD City/Stockbridge TAD Class Exempt Owner Acreage 3.1 Address STOCKBRIDGE PRESBYTERIAN CHURCH 4740 NORTH HENRY BLVD STOCKBRIDGE, GA 30281 Land Value: Building Value: Misc Value: Total Value: $387,500 $341,900 Last 2 Sales Date Price Reason Qual $35,700 12/29/1988 $75,000 U U 10/1/1977 $40,000 FM Q $765,100 Parcel lines depicted on the maps do not re ect a true and exact representation of property boundaries and should not be relied upon for said purpose. Property boundary lines are depicted on recorded plats available at the Henry County courthouse or can be determined by employing the services of a licensed surveyor. Date created: 4/20/2026 Last Data Uploaded: 4/20/2026 1:14:51 AM Developed by A Legal Description – As Surveyed – Parcel A All that tract or parcel of land lying and being in Land Lot 60 of the 12th District, City of Stockbridge, in Henry County, Georgia and being more particularly described as follows: Commencing at a 1/2” rebar with cap found at the right of way intersection of the southerly right of way of North Henry Boulevard (variable right of way) and the westerly right of way of Burke Street (50' right of way); thence along said right of way of North Henry Boulevard South 49°01'35” West 29.74 feet to a 5/8” rebar set with cap (LSF 0946); thence, continuing along said right of way, North 88°40'54” West 220.00 feet to a point; thence, North 01°19'06” East 9.00 feet to a point; thence, North 88°40'54” West 17.06 feet to a point at the Land Lot Line common to Land Lots 60 & 61; which is the Point of Beginning. Thence, South 01°06'08” East 6.11 feet to a point; thence, North 88°39'23” West 111.36 feet to a 5/8” rebar set with cap (LSF 0946); thence, leaving said right of way, North 02°19'55” East 355.20 feet to a 5/8” rebar set with cap (LSF 0946); thence, North 88°16'49” East 98.08 feet to a 5/8” rebar set with cap (LSF 0946) at the Land Lot Line common to Land Lots 60 & 61; thence, along said Land Lot Line, South 00°12'21” West 354.36’ feet to a 5/8” rebar set with cap (LSF 0946); which is the Point of Beginning. Said Parcel having an area of 0.86 acres, more or less. P/L L1 S49°01'35"W 29.74 BRICK WALL SIGN (SINGLE POST) L4 S01°06'08"E 6.11 L5 N00°32'05"E 10.00 PHOTOGRAPH MARKER S88°29'52"E 53.01 L7 S00°36'42"E 11.22 50' FRONT SBL CONC. STAIRS W/ HANDRAILS CONC. RAMP W/ HANDRAILS E L6 BRICK WALL 50' FRONT SBL P/L 17.06 P/L N88°40'54"W GENERAL UTILITY EASEMENT PER DB 11851 PG 180 P.O.B. PARCEL A BRICK WALL P.O.B. PARCEL B P.O.C. PARCEL A CONC. SIDEWALK 5/8" REBAR W/ CAP SET 1/2" RBC L1 (VARIABLE R/W PER DB 572, PG 237) (AKA STATE ROUTE 138 & STATE ROUTE 42) ASPHALT MONUMENT SIGN R/W SHOWN PER DB 572 PG 237 E NORTH HENRY BOULEVARD E SURVEY ORDERED BY: JEFF GRANT FIELDWORK COMPLETED ON: 6-11-25 A SEARCH WAS MADE FOR NGS MONUMENTS WITH HORIZONTAL VALUES AND NONE WERE FOUND WITHIN 500' OF SITE. As required by subsection (d) of O.C.G.A. Section 15-6-67, this plat has been prepared by a land surveyor and approved by all applicable local jurisdictions for recording as evidenced by approval certificates, signatures, stamps, or statements hereon. Such approvals or affirmations should be confirmed with the appropriate governmental bodies by any purchaser or user of this plat as to intended use of any parcel. Furthermore, the undersigned land surveyor certifies that this plat complies with the minimum technical standards for property surveys in Georgia as set forth in the rules and regulations of the Georgia Board of Registration for Professional Engineers and Land Surveyors and as set forth in O.C.G.A. Section 15-6-67. R RT YO S URV E E AL A N FU L ON G A No. 3535 TT 8/6/25 Professional Engineers & Surveyors https://land.engineering GA LSF #0946 8. MONUMENTS FOUND ARE AS INDICATED ON DRAWING. MONUMENTS PLACED ARE EITHER A 5/8” REBAR WITH CAP (INSCRIBED LSF0946) OR A NAIL WITH WASHER (INSCRIBED LSF0946). O R G I G ISTER E D RE No. 3535 ND AL SURVE A N FU L L Project Number: 1170-004 Drawn By: AJB Date: 8/6/2025 Client / Prepared for: SOUTHERN CONSULTING SERVICES, INC. 120 S ZACK HINTON PKWY MCDONOUGH, GA 30253 Project Name: STOCKBRIDGE PRESBYTERIAN CHURCH PROJECT LOCATION: 4740 N HENRY BLVD LAND LOTS: 60 & 61 DISTRICT: 12TH SECTION: CITY: STOCKBRIDGE COUNTY: HENRY STATE: GEORGIA DRAWING SCALE: 0 30' 60' Graphic Scale in Feet 1" = 30' SHEET TITLE: 9. THIS SURVEY WAS PREPARED BY LAND ENGINEERING, INC. GISTERE D RE LA SCO Scott Alan Fullerton, GA RLS #3535 7. THE SUBJECT PROPERTY IS CURRENTLY OWNED BY STOCKBRIDGE PRESBYTERIAN CHURCH, TAX PARCEL NUMBER S18-03012000. THE EXISTING OWNERSHIP SHOWN HEREON IS BASED UPON INFORMATION OBTAINED FROM THE HENRY COUNTY TAX ASSESSORS OFFICE AS OF 06/12/2025. O R G I ND 4. THE LOCATION AND DEPICTION OF UNDERGROUND UTILITIES IS BEYOND THE SCOPE OF SERVICES CONTRACTED FOR THIS PROJECT. NO ATTEMPT WAS MADE TO TRACE, MARK, OR SURVEY THE LOCATION OF UNDERGROUND UTILITIES. ONLY ABOVE GROUND APPURTENANCES BASED ON OBSERVED EVIDENCE ARE SHOWN HEREON. UNDERGROUND UTILITIES NOT OBSERVED OR LOCATED MAY EXIST ON THIS SITE, BUT NOT BE SHOWN, AND MAY BE FOUND UPON EXCAVATION. VERIFICATION OF EXACT UNDERGROUND UTILITY LOCATIONS SHOULD BE MADE PRIOR TO ANY CONSTRUCTION ACTIVITIES. SETBACKS ARE AS FOLLOWS: FRONT YARD SETBACK - 50' SIDE YARD SETBACK - 15' BETWEEN BUILDINGS - 20' REAR YARD SETBACK -20' 6. THIS PROPERTY IS NOT LOCATED IN A SPECIAL FLOOD HAZARD AREA, PER F.I.R.M. MAP OF HENRY COUNTY, GEORGIA. PANEL NUMBER 86 OF 305, MAP NUMBER 13151C0086D, MAP REVISED OCTOBER 6, 2016. SURVEYOR'S CERTIFICATION E 3. THIS MAP OR PLAT HAS BEEN CALCULATED FOR CLOSURE, PARCEL A IS FOUND TO BE ACCURATE WITHIN ONE FOOT IN 129,874 FEET AND PARCEL B IS FOUND TO BE ACCURATE WITHIN ONE FOOT IN 1,160,488 FEET. A ROBOTIC TOTAL STATION WAS USED TO OBTAIN THE LINEAR AND ANGULAR MEASUREMENTS USED IN THE PREPARATION OF THIS PLAT. THE FIELD DATA UPON WHICH THIS PLAT IS BASED HAS A CLOSURE OF ONE FOOT IN 190,253 FEET AND AN ANGULAR ERROR OF 01" PER ANGLE POINT AND WAS ADJUSTED USING THE COMPASS RULE ADJUSTMENT METHOD. ALL DISTANCES SHOWN HEREON ARE SURFACE DISTANCES. THE HORIZONTAL DATUM REFERENCED HEREON IS REFERENCED TO THE N.A.D. 83, GEORGIA WEST ZONE STATE PLANE COORDINATE SYSTEM. A CARLSON BRX7 WAS USED TO PERFORM A NETWORK ADJUSTED REAL TIME KINEMATICS G.N.S.S. SURVEY REFERENCED TO THE EGPS C.O.R.S. NETWORK. 5. ACCORDING TO INFORMATION FOUND ON THE CITY OF STOCKBRIDGE 2025 INTERACTIVE ZONING MAP THE PROPERTY IS CURRENTLY ZONED OI (OFFICE INSTITUIONAL DISTRICT). ANY DIMENSIONAL OR OTHER ZONING REQUIREMENTS SHOWN HEREON WERE OBTAINED FROM WWW.MUNICODE.COM AND MAY NOT REFLECT ANY ALTERNATE, CONDITIONAL OR ADDITIONAL REQUIREMENTS APPLICABLE TO THE SUBJECT PROPERTY. VERIFICATION OF ZONING AND DIMENSIONAL REQUIREMENTS SHOULD BE MADE PRIOR TO RELIANCE UPON THE INFORMATION SHOWN. THE SURVEYOR DOES NOT CERTIFY TO ANY MATTERS OF ZONING. E I HEREBY CERTIFY THAT THIS PLAT IS TRUE AND CORRECT AND WAS PREPARED FROM AN ACTUAL SURVEY OF THE PROPERTY MADE ON THE GROUND BY ME OR UNDER MY SUPERVISION, AND THAT THE MONUMENTS REFERENCED HEREON, EXIST AND THEIR SIZES, LOCATIONS AND MATERIALS ARE CORRECTLY SHOWN. 4 W R/ CONC. SIDEWALK E SURVEYOR'S CERTIFICATION N88°40'54"W 220.00' R/W E APPROXIMATE L.L.L. PER PB 22, PG 101 R/W WOODEN CROSS 3.13' L3 SIGN OVERHANG L4 E N88°39'23"W 111.36' L2 E R/W AJB SAF A L3 E 2. THIS SURVEY WAS CONDUCTED WITHOUT THE BENEFIT OF A CURRENT TITLE REPORT. EASEMENTS OF RECORD OR OTHER TITLE MATTERS AFFECTING THE SUBJECT PROPERTY MAY EXIST. LAND ENGINEERING, INC. AND THE LAND SURVEYOR WHOSE SEAL IS AFFIXED HEREON DO NOT GUARANTEE THAT ALL EASEMENTS WHICH MAY AFFECT THIS PROPERTY ARE SHOWN. TT MAILBOX BRICK CHURCH BUILDING ASPHALT LA 9.00 CONC. STAIRS SUBMIT FOR APPROVAL Professional Seal: SCO N01°19'06"E E E L2 CONC. BLOCK WALL & STEPS E # SIGN (MULTIPLE POSTS) 1. THIS DRAWING WAS CREATED ELECTRONICALLY. THIS MEDIA SHOULD NOT BE CONSIDERED A CERTIFIED DOCUMENT UNLESS IT HAS BEEN PROPERLY SEALED AND ORIGINALLY SIGNED BY A REGISTERED LAND SURVEYOR OF LAND ENGINEERING, INC. AUTHORITY OF O.C.G.A. 43-15-22. C 3 E Length E Direction ASPHALT BOLLARD Line # 8/6/25 REVIEWER GENERAL NOTES: CONC. SIDEWALK R/W AIR CONDITIONER UNIT 1 DRAFTER DESCRIPTION E Line Table UTILITY POLE E E IRRIGATION CONTROL VALVE DATE ON FIRE HYDRANT NO. / SUBMITTALS R PAVILION REVISIONS RT WATER VALVE BRICK PAVERS THIS DOCUMENT, TOGETHER WITH THE CONCEPTS AND DESIGNS PRESENTED HEREIN, AS AN INSTRUMENT OF SERVICES, IS INTENDED ONLY FOR THE SPECIFIC PURPOSE AND CLIENT FOR WHICH IT WAS PREPARED. REUSE OF AND IMPROPER RELIANCE ON THIS DOCUMENT WITHOUT WRITTEN AUTHORIZATION BY LAND ENGINEERING, INC. SHALL BE WITHOUT LIABILITY TO LAND ENGINEERING, INC. COPYRIGHT LAND ENGINEERING, INC. 2025 YO CONC. WALL WATER METER OWNER: STOCKBRIDGE PRESBYTERIAN CHURCH ZONED CITY OF STOCKBRIDGE: OI (OFFICE INSTITUTIONAL DISTRICT) LAND LOTS: 60 AND 61 COUNTY DISTRICT: 12TH TOTAL ACREAGE OF CURRENT PARCEL: 3.01 ACRES TOTAL ACREAGE OF PROPOSED PARCEL A: 0.86 ACRES TOTAL ACREAGE OF PROPOSED PARCEL B: 2.15 ACRES ADDRESS: 4740 NORTH HENRY BOULEVARD THIS PROPERTY IS LOCATED ON CITY OF STOCKBRIDGE WATER SYSTEM. THIS PROPERTY IS LOCATED ON CITY OF STOCKBRIDGE SEWER SYSTEM. THIS PROPERTY IS ON A PAVED STATE RIGHT OF WAY. THIS PROPERTY IS NOT PART OF A PLATTED SUBDIVISION. THIS PROPERTY IS NOT LOCATED IN A FLOOD PLAIN PER PANEL NUMBER 86 OF 305, MAP NUMBER 13151C0086D, MAP REVISED OCTOBER 6, 2016. THIS PROPERTY IS IN NOT IN A WETLAND AREA PER U.S. FISH AND WILDLIFE SERVICE NATIONAL WETLANDS INVENTORY. THIS PROPERTY IS NOT LOCATED IN A WATERSHED PROTECTION AREA PER HENRY COUNTY WATER AUTHORITY WATERSHED PROTECTION MAP. THIS PROPERTY DOES NOT HAVE BODIES OF WATER ON THE PROPERTY. E E BOLLARD (TYP.) E S00°47'47"E 199.14' METAL STAIRS (50' R/W PER PB 17, PG 93) CONC. PAD BURKE STREET ASPHALT 678.814.4346 R/W P.I.N.: S18-03012000 DB 1019, PG 237 PB 17, PG 93 ZONING: OI SITE NOTES: G 15' SIDE SBL N/F STOCKBRIDGE PRESBYTERIAN CHURCH 15' SIDE SBL N00°12'21"E 354.36' 3.01 ACRES GAS METER I GA West Grid S01°15'55"E 150.00' P/L PROPOSED PROPERTY LINE DIVIDING PARCEL A AND PARCEL B 15' SIDE SBL 15' SIDE SBL P/L N02°19'55"E 355.20' 2 DOUBLE WING CATCH BASIN DROP INLET CONC. SIDEWALK X 2.15 ACRES E SINGLE WING CATCH BASIN 3.37' E CALCULATED POINT E IRON PIN SET (5/8" REBAR W/ CAP) E P.I.N.: S18-03010005 DB 19325, PG 2008 ZONING: OI IRON PIN FOUND (DESCRIPTION) X WOODEN SHED PROPOSED PARCEL B X NORTH HENRY BURKE, LLC V-NOTCH WEIR SUBJECT PROPERTY E LEGEND N X N/F X WOODEN SHED PLAYGROUND AREA X 0.86 ACRES LANDSCAPE TIMBER X PROPOSED PARCEL A WOODEN SHED 1 TREELINE E ALSO KNOWN AS CONCRETE DEED BOOK DISTURBED OVERHEAD ELECTRIC LAND LOT LINE NOW OR FORMERLY NOT TO SCALE OVERHANG PLAT BOOK PAGE POINT OF BEGINNING POINT OF COMMENCEMENT PARCEL IDENTIFICATION NUMBER PROPERTY LINE REBAR CAPPED REBAR RIGHT OF WAY SETBACK LINE SQUARE FEET OVERHEAD COMMUNICATION E E AKA CONC. DB DIST. -EL.L.L. N/F N.T.S. O/H PB PG P.O.B. P.O.C. P.I.V. P/L RB RBC R/W SBL S.L. -U- GARAGE X ABBREVIATIONS 61 X 60 E 20' REAR SBL X 20' REAR SBL VICINITY MAP (N.T.S.) THIS BLOCK RESERVED FOR THE CLERK OF THE SUPERIOR COURT. L.L. 1.38' X CHAIN LINK FENCE 1/2" RB DIST. P/L 1601 S Zack Hinton Parkway McDonough, GA 30253 L7 L5 N88°16'49"E 98.08' L.L. WALL X P/L N HENRY BLVD L6 X P/L N89°18'45"E CONC. 198.70' X P/L X WARD ST. P.I.N.: S18-03014000 DB 18093, PG 316 ZONING: DT X BERRY ST. STOCKBRIDGE PUBLIC FACILITIES AUTHORITY P.I.N.: S18-03010000 DB 18093, PG 316 PB 22, PG 101 ZONING: DT D AR ST BURKE ST. N/F X ER NT TLA EA NT CE SITE N/F STOCKBRIDGE PUBLIC FACILITIES AUTHORITY X W BURKE ST. R/W SURVEY REFERENCES DB 56 PG 213 DB 320 PG 1 DB 572 PG 237 DB 3107 PG 300 DB 11851 PG 180 BOUNDARY SURVEY PREPARED BY LAND ENGINEERING DATED 07/02/2025 L ACREAGE NOTE: CURRENT ACREAGE 3.01 ACRES PROPOSED ACREAGE PARCEL A: 0.86 ACRES PARCEL B: 2.15 ACRES C:\Users\scott.fullerton.LAND\appdata\local\temp\AcPublish_24276\1170-004 Division Plat 8-6-25.dwg, 24x36, scott.fullerton, Aug 06, 2025 - 10:20am DIVISION PLAT REFERENCE NUMBER: 1170-004 1601 SOUTH ZACK HINTON PARKWAY, MCDONOUGH, GEORGIA 30253 OFFICE: (678) 814-4346 FAX: (678) 814-4348 WWW.LAND.ENGINEERING 1 PLAYGROUND AREA 2 BRICK CHURCH BUILDING 3 CONC. STAIRS & SIDE ENTRANCE 4 FRONT VIEW OF BUILDING & MONUMENT SIGN 10. THE LAST DAY OF FIELD WORK FOR THIS SURVEY WAS 06/11/2025. SHEET NUMBER TOTAL SHEETS REVISION NO. 1 1 0 Proposed Donation Of an 0.86-Acre Tract of Land from The Stockbridge Presbyterian Church To the City of Stockbridge COUNCIL WORK SESSION MEETING APRIL 28, 2026 PRESENTED BY RYAN ANDERSON, MPPA, CPM DIRECTOR, COMMUNITY DEVELOPMENT Request for Consideration WHAT Consideration of a resolution authorizing the City of Stockbridge to accept the donation of approximately 0.86 acres of real property from the Stockbridge Presbyterian Church at no cost to the City. WHERE The property is located at 4740 North Henry Boulevard (at the northwest corner of North Henry Boulevard and Burke Street) within the Stockbridge City Limits. WHY The proposed land donation would support future municipal purposes and long‑term planning goals. Aerial Photo of the Subject Property View of Church Building from Burke Street Property Overview • Location: 4740 North Henry Boulevard (northwest corner of North Henry Boulevard and Burke Street). • Current Zoning: OI (Office-Institutional). • Land Lots: 60 & 61, 12th District, Henry County. • Total Parent Tract: 3.01 acres • Proposed Parcel A (Donation): 0.86 acres • Utilities: Served by City water and sewer • Not located in floodplain or wetlands All that tract or parcel of land lying and being in Land Lot 60 of the 12th District, City of Stockbridge, Henry County, Georgia and being more particularly described as follows: Legal Description – Parcel A– As Surveyed • Commencing at a 1/2” rebar with cap found at the right of way intersection of the southerly right of way of North Henry Boulevard and the westerly right of way of Burke Street; • Thence along said right of way South 49°01'35” West 29.74 feet to a 5/8” rebar set with cap; • Thence North 88°40'54” West 220.00 feet; thence North 01°19'06” East 9.00 feet; • Thence North 88°40'54” West 17.06 feet to the Land Lot Line common to Land Lots 60 & 61, which is the Point of Beginning. • Thence South 01°06'08” East 6.11 feet; thence North 88°39'23” West 111.36 feet; • Thence North 02°19'55” East 355.20 feet; thence North 88°16'49” East 98.08 feet; • Thence South 00°12'21” West 354.36 feet to the Point of Beginning. Said Parcel having an area of 0.86 acres, more or less. Proposed Subdivision Plat Enlargement of Proposed Plat Analysis of Proposed Subdivision Plat (Slide #1) Proposal—Creation of two parcels within the OI zoning district: Parcel A Contains 0.86 acres with two existing wooden sheds. Parcel B Would contain 2.15 acres with the existing brick church building, a pavilion, a detached garage, a wooden shed, and a playground area. Total Land Area 3.01 acres. Analysis of Proposed Subdivision Plat (Slide #2) OI District Setback Requirements: §Front Yard Setback 50 feet §Side-Corner Setback 37.5 feet (for corner lots, 75 percent of front yard setback), per Section 4.3.2(D)(1) of the UDC. §Side Yard Setback 15 feet §Rear Yard Setback 20 feet Analysis of Proposed Setbacks: Parcel A Would meet these requirements. Parcel B Would not meet all of these requirements. The sidecorner setback must be at least 37.5 feet, but it would only be less than 15 feet due to the location of the existing church building too close to Burke Street. This would create a non-conforming lot. Benefits to the City § Acquisition of strategically-located property at no cost. § Supports future municipal and planning needs. § Preserves land for public purposes. § Aligns with long‑term community § development goals. Staff recommends approval of a resolution authorizing the acceptance of the 0.86-acre parcel donated by Stockbridge Presbyterian Church. Staff Recommendation Acceptance allows the City to secure ownership at no cost and preserve the property for future municipal use. Council Action Requested Approval of a resolution authorizing the City of Stockbridge to accept the donation of an approximately 0.86‑acre parcel of real property from Stockbridge Presbyterian Church, located along North Henry Boulevard and Burke Street, at no cost to the City, for future municipal and public purpose Ryan Anderson, MPPA, CPM Randerson@stockbridgega.org Director, Community Development Thank You April 28, 2026 ✔ Decius T. Aaron Public Works Public Works is requesting Council's approval to adopt the Metropolitan North Georgia Water Planning District's (MNGWPD) water efficiency ordinance. The Metropolitan North Georgia Water Planning District collaborates with 97 cities and 15 counties and the members are required to adopt this model ordinance. ✔ $0 ✔ Water efficiency ordinance. Public Works approve. STATE OF GEORGIA COUNTY OF HENRY CITY OF STOCKBRIDGE ORDINANCE NO. ______________________ AN ORDINANCE TO AMEND THE TEXT OF THE CITY OF STOCKBRIDGE (“CITY”) CODE OF ORDINANCES BY REVISING CHAPTER 8 (BUILDINGS AND BUILDING REGULATIONS) TO ADD ARTICLE XVI, “WATER EFFICIENCY STANDARDS,” TO ADOPT LOCAL AMENDMENTS TO THE GEORGIA STATE MINIMUM STANDARD PLUMBING CODE PURSUANT TO O.C.G.A. § 8-2-25(c); TO PROVIDE FOR WATER EFFICIENCY REQUIREMENTS CONSISTENT WITH THE METROPOLITAN NORTH GEORGIA WATER PLANNING DISTRICT; AND FOR OTHER PURPOSES. WHEREAS, the City of Stockbridge is a municipal corporation duly organized and existing under the laws of the State of Georgia is charged with providing public services to residents located within the corporate limits of the City; and WHEREAS, the current minimum water efficiency requirements for buildings in the City’s jurisdiction is the Georgia State Minimum Standard Plumbing Code (“Georgia Plumbing Code”) as approved and adopted by the Georgia Department of Community Affairs (“DCA”) from time to time; WHEREAS, the City is authorized under O.C.G.A. § 8-2-25(c) to adopt local requirements when needed that are more stringent than the Georgia Plumbing Code based on local climatic, geologic, topographic, or public safety factors; WHEREAS, based on its local climatic, geologic, topographic factors included in the regional water resources plan prepared by the Metropolitan North Georgia Water Planning District (“Metro Water District”), of which the City is a part, water conservation is especially important to City and the Metro Water District; WHEREAS, the long-term availability, reliability, and resiliency of water supplies is a critical need of the City and water efficiency is essential to meeting this need; WHEREAS, the City finds that water conservation and efficiency are critical to ensuring longterm water supply reliability and public welfare; and WHEREAS, water-efficient technologies are widely available and economically feasible; and WHEREAS, the Mayor and City Council have reviewed the recommendations of the Metropolitan North Georgia Water Planning District and find the amendments to be necessary for the health, safety, and welfare of the City and its residents. Page 1 of 9 NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF STOCKBRIDGE, GEORGIA AS FOLLOWS: SECTION 1. AMENDMENT TO THE CITY CODE OF ORDINANCES. Having considered the proposed amendments, the City Council hereby amends the City of Stockbridge Code of Ordinances, Title 8 “Planning and Development”, Chapter 8.16 “Water Conservation” to add a new Article, Article IV, “Water Efficiency Standards” which shall read as follows: Section 8.16.400. Purpose and Authority. (a) This Article establishes water efficiency standards applicable to plumbing systems within the City. (b) This Article is adopted pursuant to O.C.G.A. § 8-2-25(c) as a local amendment to the Georgia State Minimum Standard Plumbing Code. (c) The provisions herein are intended to promote water conservation, reduce water demand, and support regional water resource planning efforts. Section 8.16.410. Adoption of Local Amendments to Plumbing Code. The Georgia State Minimum Standard Plumbing Code, prepared by the Metropolitan North Georgia Water Planning District (“Metro Water District”) in December 2022, is hereby adopted within the jurisdiction of the City of Stockbridge as provided in this Article. Where conflicts exist, the provisions of this Article shall control. The amendments contained herein are intended to revise and supplement applicable provisions of the Georgia Plumbing Code, including but not limited to Chapter 6 (Water Supply and Distribution), Chapter 13 (Nonpotable Water Systems), and Appendix E (Sizing of Water Piping System), as adopted and amended by the State, to establish more stringent local water efficiency requirements. Section 8.16.420. Definitions. A. As used in this Article: “Commercial building” means any building other than a residential building. “Kitchen faucet” or “Kitchen faucet replacement aerator” means a faucet or aerator that allows a flow of no more than 1.8 gallons per minute at 60 psi and complies with ASME standards. “Lavatory faucet” or “Lavatory faucet replacement aerator” means a faucet or aerator that allows a flow of no more than 1.2 gallons per minute at 60 psi and complies with WaterSense High Efficiency Lavatory Faucet Specification. Page 2 of 9 “Lawn or Landscape Irrigation system” is an assembly of component parts that is permanently installed for the controlled distribution of water to irrigate landscapes such as ground cover, trees, shrubs, and other plants. Lawn and Landscape Irrigation System refer to the same system. “Person” means any individual or legal entity. “Plumbing fixtures” includes toilets, urinals, showerheads, and faucets. “Residential building” means any building intended for dwelling purposes. “Shower head” means a device that allows a flow of no more than 2.0 gallons per minute and meets WaterSense requirements. B. With regard to landscape irrigation systems, the following definitions shall apply to this Article: “Flow sensor” is an inline device in a landscape irrigation system that produces a repeatable signal proportional to flow rate. “Master shut-off valve” is an automatic valve such as a gate valve, ball valve, or butterfly valve) installed as part of the landscape irrigation system capable of being automatically closed by the WaterSense controller. When this valve is closed water will not be supplied to the landscape irrigation system. “Pressure regulating device” is a device designed to maintain pressure within the landscape irrigation system at the manufacturer’s recommended operating pressure and that protects against sudden spikes or drops from the water source. “Rain sensor shut-off” is an electric device that detects and measures rainfall amounts and overrides the cycle of a landscape irrigation system so as to turn off such system when a predetermined amount of rain has fallen. “WaterSense irrigation controller” is a weather-based or soil moisture-based irrigation controller labeled under the U.S. Environmental Protection Agency’s WaterSense program, which includes standalone controllers, add-on devices, and plug-in devices that use current weather data as a basis for scheduling irrigation. “WaterSense spray sprinkler bodies” is a sprinkler body with integral pressure regulation, generating optimal water spray and coverage labeled under the U.S. Environmental Protection Agency’s WaterSense program. Section 8.16.430. Fixture Specifications and Installation Standards. A. All plumbing fixtures shall comply with maximum flow rates set forth in Table 8.16.430. B. These standards apply to all plumbing systems, including one- and two-family dwellings. C. Exceptions include: Page 3 of 9 i. Blowout design water closets having a water consumption not greater than 31/2 gallons (13 L) per flushing cycle; ii. Vegetable sprays; iii. Clinical sinks having a water consumption not greater than 41/2 gallons (17 L) per flushing cycle; iv. Laundry tray sinks and service sinks; v. Emergency showers and eye wash stations; and vi. Other uses as specified by state code. TABLE 8.16.430 MAXIMUM FLOW RATES AND CONSUMPTION FOR PLUMBING FIXTURES AND FIXTURE FITTINGS PLUMBING FIXTURE OR FIXTURE FITTING MAXIMUM FLOW RATE OR QUANTITYb Lavatory faucet and replacement aerators, private WaterSense Labeled & Lavatory faucet, public (metering) 0.25 gallon per metering cycle Lavatory, public (other than metering) 0.5 gpm at 60 psi 1.2 gpm at 60 psif WaterSense Labeled & Showerheada 2.0 gpm at 80 psif Kitchen faucet and replacement aerators 1.8 gpm at 60 psif, g Urinal 0.5 gallon per flushing cyclef Water closet 1.28 gallons per flushing cyclec, d, e, f Key for Table 8.16.430: For SI: 1 gallon = 3.785 L, 1 gallon per minute = 3.785 L/m, Page 4 of 9 1 pound per square inch = 6.895 kPa. a. A hand-held shower spray is a shower head. As point of clarification, multiple shower heads may be installed in a single shower enclosure so long as each shower head individually meets the maximum flow rate, the WaterSense requirements, and the US Department of Energy definition of showerhead. However, multiple shower heads are not recommended for water efficiency purposes. b. Consumption tolerances shall be determined from referenced standards. c. For flushometer valves and flushometer tanks, the average flush volume shall not exceed 1.28 gallons. d. For single flush water closets, including gravity, pressure assisted and electrohydraulic tank types, the average flush volume shall not exceed 1.28 gallons. e. For dual flush water closets, the average flush volume of two reduced flushes and one full flush shall not exceed 1.28 gallons. f. See 2014 GA Amendment to Section 301.1.2 'Waiver from requirements of high efficiency plumbing fixtures’. g. Kitchen faucets are permitted to temporarily increase the flow above the maximum rate, but not to exceed 2.2 gpm (8.3 L/m) at 60 psi (414 kPa) and must revert to a maximum flow rate of 1.8 gpm (6.8 L/m) at 60 psi (414 kPa) upon valve closure. Section 8.16.440. Clothes Washers. All residential clothes washers shall meet Energy Star program requirements. Section 8.16.450. Cooling Tower Water Efficiency. A. Once-through cooling using potable water is prohibited. B. Cooling towers and evaporative coolers shall be equipped with: i. Makeup water meters; ii. Blowdown meters; iii. Conductivity controllers; iv. Overflow alarms. C. Cooling towers shall be equipped with efficiency drift eliminators that achieve drift reduction to 0.002 percent of the circulated water volume for counterflow towers and 0.005 percent for crossflow towers. D. Water used for air conditioning, cooling towers shall not be discharged where the hardness of the basin water is less than 1500 mg/L. A. Exception: Where any of the following conditions of the basin water are present: total suspended solids exceed 25 ppm, CaCO3 exceeds 600 ppm, chlorides exceed 250 ppm, sulfates exceed 250 ppm, or silica exceeds 150 ppm. Page 5 of 9 Section 8.16.460. Landscape Irrigation Systems. A. Applicability. The requirements in Section 8.16.460 apply to all new landscape irrigation systems connected to the public water system except those (1) used for agricultural operations as defined in the Official Code of Georgia § 1-3-3; (2) used for golf courses; or (3) dependent upon a nonpublic water source. Nothing in this Code or this Section 8.16.460 is intended to require that landscape irrigation systems must be installed at all premises. The landscape irrigation efficiency requirements in this Section 8.16.460 apply only when someone voluntarily chooses, or is otherwise required by some requirement beyond this Code, to install a landscape irrigation system on premises. B. Design Standards: i. Pop-up type sprinkler heads shall pop-up to a height above vegetation level of not less than four (4) inches above the soil level when emitting water. ii. Pop-up spray heads or rotary sprinkler heads must direct flow away from any adjacent surfaces and must not be installed closer than four inches from impervious surfaces. iii. Areas less than ten (10) feet in width in any direction shall be irrigated with subsurface irrigation or by other means that produces no overspray or runoff. iv. Narrow or irregular shaped landscaped areas, less than four (4) feet in any direction across opposing boundaries shall not be irrigated by any irrigation emission device except sub-surface or low flow emitters with flow rates not to exceed 6.3 gallons per hour. C. Required Components: i. Rain sensor shut-off as close as possible to the point of connection of the water but downstream of the backflow prevention assembly; ii. Master shut-off valve for each component as close as possible to the point of connection of the water but downstream of the backflow prevention assembly; iii. Pressure regulating devices, such as valve pressure regulators, sprinkler head pressure regulators, inline pressure regulators, WaterSense spray sprinkler bodies, or other devices shall be installed as needed to achieve the manufacturer’s recommended pressure range at the emission devices for optimal performance; D. Except for landscape irrigation systems serving a single-family home, all other systems must also include: i. a WaterSense irrigation controller; and ii. at least one flow sensor, which must be installed at or near the supply point of the landscape irrigation system and shall interface with the control system, that when connected to the WaterSense controller will detect and report high flow conditions to such controller and Page 6 of 9 automatically shut master valves. The flow sensor serves to aid in detecting leaks or abnormal flow conditions by suspending irrigation. High flow conditions should be consistent with manufacturers’ recommendations and specifications. Section 8.16.470. Nonpotable Water and Reclaimed Water. A. Connections to water supply. Reclaimed water provided from a reclaimed wastewater treatment facility permitted by the Georgia Environmental Protection Division may be used to supply water closets, urinals, trap primers for floor drains and floor sinks, water features, and other uses approved by the Authority Having Jurisdiction, in motels, hotels, apartment and condominium buildings, and commercial, industrial, and institutional buildings where the individual guest or occupant does not have access to plumbing. B. Additional uses. Systems that may use water of lesser quality than potable water, including water chillers, car washes, or industrial processes, may be supplied with reclaimed water from reclaimed wastewater treatment facility permitted by the Environmental Protection Division. C. Outdoor irrigation limitations. The use of reclaimed water sourced from any new private reclaimed wastewater treatment system for outdoor irrigation shall be limited to golf courses and agricultural operations as defined in O.C.G.A. § 1-3-3. Such reclaimed water shall not be approved for irrigation of other outdoor landscapes, including ground cover, trees, shrubs, or other plants. D. Exceptions. The limitations in subsection (C) shall not apply to reclaimed water sourced from existing private reclaimed water systems or from existing or new governmentally owned reclaimed wastewater treatment systems. Section 8.16.480. Alternative Design Methods. Because of the variable conditions encountered in hydraulic design, it is impractical to specify definite and detailed rules for sizing of the water piping system. Accordingly, other sizing or design methods conforming to good engineering practice standards are acceptable alternatives to those set forth in the Georgia Plumbing Code. Without limiting the foregoing, such acceptable design methods may include, for multi-family buildings, the Peak Water Demand Calculator from the IAPMO/ANSI Water Efficiency and Sanitation Standard for the Built Environment, which accounts for the demands of water-conserving plumbing fixtures, fixture fittings, and appliances. Future versions of such standards, including those applicable to additional building types, shall also be considered acceptable design methods. Page 7 of 9 Section 8.16.490. Cross-Reference to Title 12 – Uniform Development Code. A. The requirements of this Article shall be administered in coordination with Title 12 of the Code of Ordinances (Uniform Development Code), including but not limited to provisions governing site development, landscaping, building permits, and inspections. B. Where landscape irrigation systems, site design, or development approvals are regulated under Title 12, compliance with this Article shall be required as a condition of development approval, permitting, and issuance of certificates of occupancy. C. In the event of a conflict between this Article and Title 12, the more stringent requirement shall apply, unless otherwise expressly provided. D. Nothing in this Article shall be construed to require the installation of landscape irrigation systems where such systems are not otherwise required under Title 12. Section 8.16.499. Administration and Enforcement. The Building Official or designee shall enforce this Article. Compliance shall be required as a condition of permit approval and inspection. SECTION 2. ADMINISTRATIVE IMPLEMENTATION. The City Manager, or their designee, is hereby authorized and directed to develop administrative procedures and to take all necessary steps to ensure consistent implementation and operation of this Ordinance. SECTION 3. REPEAL OF CONFLICTING PROVISIONS. All ordinances or parts of ordinances in conflict herewith are hereby repealed. SECTION 4. CITY ATTORNEY’S AUTHORITY. Pursuant to the City's charter and with explicit consent of the City Council, the City Attorney is duly authorized to make requisite amendments to all contracts, ordinances, resolutions, and documents, as may be necessary, in order to secure conformity with the express intent of the City Council and to ensure adherence to all pertinent laws and ordinances of the City. SECTION 5. SEVERABILITY. Should any section or provision of this Ordinance be declared invalid or unconstitutional by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. Page 8 of 9 SECTION 6. EFFECTIVE DATE. This Ordinance shall become effective immediately upon its adoption. SO ORDAINED THIS 28TH DAY OF APRIL, 2026. ______________________ Jayden Williams, Mayor ATTEST: APPROVED AS TO FORM: _______________________ Cassandra Lester, Interim City Clerk _______________________ Quinton G. Washington, City Attorney Page 9 of 9 04/282026 ✔ ✔ ✔ ✔ ✔ Assistant Chief Richard Godfrey Police Department Requesting council approval to move forward with the purchase of two Flock Drone First Responder's (DFR) units to initiate a new and innovative program within Henry County. We are also seeking approval to maintain an expiring contract with Flock Safety for our existing License Plate Readers that have been an invaluable tool for the past several years pertaining to crime solvability. Unmanned Aircraft Systems (UAS), commonly referred to as drones, provide an efficient and effective means of delivering real-time, critical information to law enforcement personnel responding to calls for service, emergencies, and criminal investigations. As part of this program, all operators will obtain FAA Part 107 certification and participate in regular monthly training across a variety of operational scenarios to ensure proficiency and effectiveness. ✔ $309,000.00 ✔ A core component of this initiative is the Drone as First Responder (DFR) model. Drones will be strategically prepositioned at two designated launch locations throughout the City and deployed in response to 911 calls for service or planned events. These systems will not be utilized for random patrol operations. With an average response time of under two minutes, drones will arrive on scene quickly and begin transmitting live video to responding officers and incident commanders. The implementation of the DFR program enhances officer safety and operational decision-making by allowing personnel to assess potential threats, identify hazards, and develop informed strategies prior to arrival. This proactive approach supports more effective incident management while reducing risk to both officers and the community. It is the recommendation to move forward with the following programs from Flock Safety. * Existing Flock LPR's: $57,500.00 per year for a two year term. (General Funds - 100-32100-523855) * Flock Drone First Responder Program (2): $100,000.00 (212-32100-523855), with an annual fee of $100,000.00 for a 3 year term. (First year paid from Traffic Camera Funds). * Flock OS Premium Solution, Flock 911, and Flock PTZ cameras (6): $151,500.00 (255-32100-542505), with an annual fee of $129,000.00 for a 3 year term (First year Grant Funds - Rural ad Small Department Violent Crime Reduction Program Grant). All three programs have been reviewed by the city's contracted legal team and the city's procurement division. Human Resources Information & Payroll System Proposal Dwayne Pollock HR Director April 28, 2026 Presentation Purpose The presentation aims to clarify the need for modernization and request approval for a new HR and Payroll system. Decision Required Approval to adopt Paylocity for Payroll and HR while keeping Incode as the financial system to balance modernization and governance. Purpose, Decision, & Current State Current Operational Challenges Payroll processing is slow and manual, causing inefficiencies, errors, with no employee self-service utilization. Organizational Capacity Constraints HR staff spend most time on administrative tasks, limiting focus on strategic workforce planning and development. Why Change? Workforce systems lag modern expectations Manual payroll touchpoints increase risk and staff burden Limited self-service constrains employee experience Fragmented HR lifecycle tools reduce effectiveness Paylocity: Payroll, Talent, Performance, Learning, HR, Time, ESS, Mobile (System of Engagement) Tyler Incode: General Ledger, Fund Accounting, Audit (System of Record) Controlled payroll register and GL export from Paylocity to Incode 3 The Solution: Paylocity An Integrated, Cloud-Based HR & Payroll System Payroll processing and tax compliance Human Resources and employee record management Employment Talent Engagement Performance Mgmt. 4 Time and attendance tracking Benefits administration Secure employee self-service portal Import Integration Discipline Learning Mgmt. Reporting and workforce analytics Key Benefits City Benefits Employee Benefits Efficiency: Automation reduces paperwork and manual tasks • Easy access to payroll, tax documents, and benefits Accuracy & Compliance: Built-in regulatory safeguards Transparency: Real-time access to workforce data Security: Secure cloud-based data management 5 • Self-service for personal updates and time-off requests • Improved communication and accountability • Modern tools that support engagement and retention Expected Operational Gains PAYROLL PROCESSING TIME REDUCED 30–50% HR ADMINISTRATIVE WORKLOAD REDUCED 25–35% PAYROLL AND DATA ERRORS REDUCED 40–60% 24/7 MOBILE EMPLOYEE SELFSERVICE Governance and risk controls - Roadmap 7 HR Owns employee data, payroll inputs, onboarding, ESS adoption Finance Owns GL posting, chart of accounts, reconciliation, audit trail IT Owns integration integrity, access, security, file transfer controls Vendor Owns configuration support, training, issue resolution, go-live support Financial Implication Current: UKG/Kronos - $4,000 monthly • Applicant Tracking • Performance Management • Time & Labor Tyler InCode (HR) – Finance bundle addition • Payroll and General Ledger 8 Proposal: Paylocity - $5,019.23 monthly One platform from Hire to Retirement • Payroll • General Ledger Import to Tyler • Human Resources • Performance Management • Learning Management (LMS) • Employee Self-Service • Time & Labor • Benefits Administration • Talent – Recruiting and Onboarding • Employee Experience/Engagement (Rewards) • Reporting and Insight • Dedicated Account Management and Support Conclusion & Recommended Motion • Supports operational excellence and innovation • Enhances compliance, accuracy, and accountability • Reduces administrative burden • Strengthens the employee experience Recommended Motion: Approve to cancel Kronos/UKG services and implement Paylocity as the City’s Human Resources Information and Payroll System, while retaining Tyler Incode as the financial system of record. Funding source: Information Technology’s Computer Software Budget Line 9 Subscription Services Agreement This Subscription Services Agreement (the “SA”, together with the Order, the “Agreement”) is entered into by and between the legal entity identified in the signature block (“Client”) and Paylocity Corporation (on behalf of itself and its Affiliates, “Paylocity”), each a “Party” and collectively the “Parties,” as of the earlier of the applicable Order Effective Date or Client’s access to the Services (“Effective Date”). In consideration of the mutual covenants, terms, and conditions set forth herein, and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows: SECTION 1: ACCESS TO AND USE OF THE SERVICES 1.1 Definitions; Services. a. b. c. d. “Subscription Services” means Paylocity’s proprietary software-as-a-service offerings leveraging its human resources, payroll, and spend management platforms, as applicable as identified in an Order. “Professional Services” means certain implementation and configuration services as identified in an Order or as otherwise requested by the Client and delivered by Paylocity in connection with the Subscription Services (“Professional Services”). Professional Services shall be governed by the Agreement and the Professional Services Terms incorporated herein and made available here (“Professional Services Terms”). “Order” means a Paylocity-issued ordering document signed by Client (or its Affiliate, as permitted under Section 1.5(b)) that describes the Services and is governed by the SA. “Services” means, collectively, the Subscription Services, Professional Services, documentation or materials provided by Paylocity that relate to the Services, and any other services and equipment specified in an Order, as provided by Paylocity or one of its Affiliates. 1.2 Licenses; Scope of Use. a. Subject to the terms of the Agreement, Paylocity hereby grants Client a limited, revocable, nonexclusive, non-sublicensable, nontransferable license to access and use the Services during the Subscription Term, as defined below, solely for Client’s internal business purposes and in accordance with the terms of the Agreement (including all terms incorporated therein). In the event that Client enables a feature, functionality or module as made available by Paylocity within the Service, the Agreement shall apply even if such feature, functionality or module is not expressly identified in the Order. b. Scope of Use. The Services include functionality for use by Client’s full-time and part-time employees, contingent laborers, contractors, and any other individuals who are authorized by Client to access and use the Services (“Authorized Users”). Client may designate certain Authorized Users as administrators with additional permissions to act on behalf of Client under the Agreement. In order to access the Services through a mobile app or a web browser, Authorized Users may be required to agree to be bound by the Paylocity Platform End User License Agreement, set forth within the application (the “EULA”). Client is responsible for Authorized Users’ access to and use of the Services, and Client will be liable for all breaches of the Agreement by an Authorized User Client permits to use the Services on its behalf, and for any breach of the EULA by any Authorized User. 1.3 Limitations on Use. The limitations and restrictions set forth in this Section 1.3 (Limitations on Use) will apply to Client’s access to and use of the Services. a. License and Use Restrictions. Client will not and will not permit or authorize any Authorized User or third party to: (i) reverse engineer, decompile, disassemble, or otherwise attempt to discover the source code, object code, firmware, or underlying structure, ideas or algorithms of the Services; (ii) modify, translate, or create derivative works based on the Services, or any portion thereof; (iii) copy (except for archival purposes), rent, lease, resell, distribute, pledge, assign, or otherwise transfer or allow any lien, security interest, or other encumbrance on the Services; (iv) use the Services as service provider, for timesharing or service bureau purposes, or otherwise for the benefit of a third party; (v) hack, manipulate, interfere with, or disrupt the integrity or performance of or otherwise attempt to gain unauthorized access to the Services or related systems, hardware, or networks, or any content or technology incorporated in any of the foregoing; (vi) remove, obscure, or alter any proprietary notices or labels of Paylocity, its licensors, or other service providers on the Services or any related documentation; (vii) create internet “links” to the Services, except to facilitate access by its Authorized Users; (viii) “frame” or “mirror” the Services on any other server, or wireless or internet-based device enabling access to the Services for a third party; or (ix) access or use the Services or related documentation to build or support, directly or indirectly, products or services competitive to Paylocity. Client will not provide access to any Services to any person who is not an Authorized User. Client will use the Services strictly in accordance with the terms of the Agreement and such use is subject to any restrictions, use levels, or additional terms page 1 paylocity.com | 1.800.520.2687 | Copyright © 2020 Paylocity. All Rights Reserved. Paylocity SA, v 30.0, July 2025 and conditions set forth in the Order, including the Service Specific Terms (available here and incorporated herein). b. Acceptable Use Policy. Client will not, and will not permit or authorize any Authorized User or third party to, use the Services: (i) in violation of any applicable law, for any illegal or fraudulent activity or for any activity outside the scope of use expressly permitted hereunder; (ii) to violate the rights of others; (iii) to threaten, incite, promote, or actively encourage violence, terrorism, or other serious harm; (iv) for any content or activity that promotes child sexual exploitation or abuse; (v) to violate the security, integrity, or availability of any user, network, computer or communications system, software application, or network or computing device; (vi) to distribute, publish, send, or facilitate the sending of unsolicited mass email or other messages, promotions, advertising, or solicitations (or “spam”); or (vii) in any manner that damages, disables, overburdens, or impairs any of Paylocity’s websites, servers, or otherwise interferes with any other party's use of the Services. 1.4 Account Security. Client is responsible for ensuring that each Authorized User maintains the confidentiality of the Service credentials and other account information that an Authorized User uses or creates to access or use the Services (collectively, the “Service Credentials”). Client will be fully responsible for administering Service Credentials, including assignment, maintenance, and removal of access to Authorized Users, and for any and all activities that occur under the Service Credentials. Client agrees to immediately notify Paylocity of any unauthorized uses of any Client passwords or accounts or any other breach of security with respect to the Services of which it becomes aware. Paylocity will not be liable for any loss or damage arising from Client’s failure to comply with Client’s account security obligations and this Section 1.4, including as it relates to fraudulent activity occurring under the Service Credentials. Notwithstanding the foregoing, Paylocity retains the right to require minimum security requirements for Service Credentials and access to the Services. 1.5 Affiliate Use of Services. Affiliates, as defined below, may only access the Services as follows: a. If Client wishes to permit one or more of its Affiliates to access or use the Services pursuant to the SA in effect between Client and Paylocity, Client: (i) must identify each such Affiliate in an Order signed by Client; (ii) agrees that Client is fully responsible and liable for each Affiliate’s use of the Services in compliance with the terms of the Agreement; (iii) agrees that Client is fully responsible for each Affiliate’s funding obligations hereunder; (iv) shall fully cooperate with Paylocity in enforcing all of Paylocity’s rights to, interests in, and protection of the Services, including in seeking equitable remedies against any Affiliate that breaches the Agreement and (v) represents and warrants that it has all requisite authority to enter into such Order on behalf of each such Affiliate. “Affiliate” means any entity that directly or indirectly controls, is controlled by, or is under common control with the subject entity, where "control" means direct or indirect ownership or control of more than 50% of the voting interests of the subject entity. If Client wishes to add additional Affiliates per the foregoing, Client may request a new Order identifying the applicable Affiliates to be added. b. If an Affiliate wishes to purchase Services from Paylocity directly, Paylocity may enter into a separate Order with such Affiliate for the purchase and performance of Services, provided that: (i) Affiliate signs an Order that incorporates by reference the terms of the SA in effect between Client and Paylocity and agrees to take on all of the rights and obligations of the Client under such SA in connection with the Order (ii) the following terms shall apply to any such Order: (a) Affiliate represents and warrants that it has all requisite rights and authority to enter into such Order pursuant to the SA and (b) Affiliate agrees that it is fully responsible and liable for its use of the Services in compliance with the terms of the Agreement, including all funding obligations thereunder. For clarity, in the case of an Affiliate purchase as set forth in this Section 1.5(b), the Subscription Term shall be as set forth in the applicable Affiliate Order. 1.6 Intellectual Property. a. Ownership. Client acknowledges that, as between the Parties and subject to the licenses in Section 1.2 (Licenses; Scope of Use), Paylocity owns any and all right, title, and interest in and to the Services and Usage Data, including all Intellectual Property Rights therein. As between the Parties and subject to the licenses in Sections 4.1 (Client Marks) and 4.2 (Client Data), Client owns all right, title, and interest in the Client Data and Client Marks, and all Intellectual Property Rights therein. “Intellectual Property Rights” means: (i) copyrights and other rights associated with works of authorship; (ii) trademark and trade name rights and similar rights including all goodwill associated therewith; (iii) trade secret rights; (iv) patents, designs, algorithms, utility models, and other industrial property rights, and all improvements thereto; and (v) all registrations, applications, renewals, extensions, continuations, divisions, or reissues now or in the future under the laws of any jurisdiction. b. Feedback. If Client or any of its Authorized Users provide Paylocity with suggestions, comments, or feedback regarding the features, functionality, or usability of the Services, or related documentation (“Feedback”), Client agrees that Paylocity shall own such Feedback and shall be free to use, disclose, reproduce, license, or otherwise distribute the Feedback. 1.7 Updates. The Services may be updated, modified, or enhanced from time to time as required by Paylocity in its reasonable discretion, including to make improvements or upgrades to, or provide bug fixes for, the Services. Such changes shall be applied consistently across similarly situated Paylocity clients. SECTION 2: TERM AND TERMINATION page 2 paylocity.com | 1.800.520.2687 | Copyright © 2020 Paylocity. All Rights Reserved. Paylocity SA, v 30.0, July 2025 2.1 Subscription Term. The SA begins on the Effective Date and will continue in effect until terminated as set forth herein. Each Order shall be effective for the period specified therein and the initial term for access to and use of the Services shall be as described in the applicable Order (“Initial Subscription Term”). Notwithstanding the foregoing, by accessing or using the Services at any time, Client agrees to be bound by and comply with the terms of the Agreement. After the Initial Subscription Term, the Services will renew automatically for the period specified in the Order (each a “Renewal Term”) unless either Party gives written notice to the other of its intent to not renew the Subscription Services in accordance with the notice periods specified in the applicable Order. The Initial Subscription Term and any Renewal Terms are collectively referred to herein as the “Subscription Term.” 2.2 Termination; Service Suspension. a. Termination. i. Either Paylocity or Client may terminate the Agreement upon written notice to the other Party: (i) if the other Party is in breach of the Agreement, and fails to cure that breach within 30 days of receiving written notice thereof, or (ii) effective immediately if the other Party seeks protection under any bankruptcy, receivership, trust deed, creditors arrangement, composition or comparable proceeding, or if any such proceeding is instituted against the other (and not dismissed within 90 days after commencement of one of the foregoing events). If an Order is terminated pursuant to this Section 2.2 (Termination; Service Suspension), the SA shall remain in effect solely with respect to any remaining Order. ii. In addition to the foregoing, Paylocity may also terminate the Agreement effective immediately upon written notice to Client: (i) if Client is in breach of its obligations under Sections 1.2 (Licenses; Scope of Use) or 1.3 (Limitations on Use); or (ii) Client is operating in an industry or jurisdiction that is or becomes a prohibited industry or jurisdiction such that Paylocity cannot deliver Services to Client due to a potential violation of applicable laws or regulations as determined by Paylocity in its reasonable discretion. iii. Subject to payment of any termination fees specified in the applicable Order(s) (“Termination Fees”), Client may terminate an Order for convenience at any time by providing written notice to Paylocity. If all Orders governed by an SA are terminated, the SA shall also terminate at such time. b. Service Suspension. i. Paylocity may immediately suspend Client’s access to (and/or Paylocity’s delivery of) the Services (1) pursuant to the terms of the Order, (2) if Client fails to communicate with Paylocity or provide required information needed by Paylocity to provide Services, or (3) Client otherwise ceases use of the Services to process payroll, if applicable. ii. In the event of suspension of Services hereunder, Paylocity will notify Client and provide Client with 24 hours from the time of notice to remedy the issue giving rise to the suspension, and Service Fees will continue to accrue during any such period of suspension. If Client fails to timely rectify the issue in accordance with the foregoing, Paylocity may terminate the SA effective immediately without any further liability and Section 2.3 (Effect of Termination) shall apply. 2.3 Effect of Termination. a. Upon termination or expiration of the SA or any Order, Client will immediately: (a) cease use of the applicable Service(s); (b) become solely responsible for any payment obligations to third parties owed relating to a Service (including, without limitation, tax filings); (c) except in the case of a termination by Client for Paylocity’s uncured material breach of the Agreement pursuant to Section 2.2(a)(i) above, pay any applicable Termination Fees; (d) reimburse Paylocity for any payments made hereunder on Client’s behalf to any third party; (e) pay any and all fees and charges for the Services rendered or made available prior to the effective date of termination; and (f) promptly return to Paylocity or destroy (with certification of destruction) all Paylocity Confidential Information, as defined in Section 5 (Confidentiality), including any documentation relating to the Services. Notwithstanding the obligations in subsection (f), Client shall not be required to destroy copies of Confidential Information stored on backup disks or systems that are automatically produced in the ordinary course of business and which are not accessible from employee workstations, provided that any such Confidential Information so retained will be held subject to the obligations of Section 5 (Confidentiality) for so long as it is retained. b. Client agrees that Paylocity shall be entitled to recoup all of the foregoing fees and amounts due pursuant to this Section 2.3 in accordance with the funding obligations specified in the applicable Order. c. The following provisions will survive any termination of the SA: Section 1.6 (Intellectual Property), Section 2.3 (Effect of Termination), Section 2.4 (Extended Access to Data), Section 5 (Confidentiality), Section 7 (Indemnification), Section 8 (Limitation of Liability), Section 10 (Client Funding), Section 11 (Governing Law; Venue), and Section 12 (Miscellaneous). 2.4 Extended Access to Data. For up to one (1) year following the effective date of termination or expiration of the applicable Order (“Data Access Period”), Client may request continued access to Client Data subject to additional fees as identified in a separately signed Order for such access, if required by Paylocity at the time of purchase (“Extended Access”). Upon the conclusion of the Data Access Period, Paylocity will page 3 paylocity.com | 1.800.520.2687 | Copyright © 2020 Paylocity. All Rights Reserved. Paylocity SA, v 30.0, July 2025 delete or anonymize such Client Data in accordance with its standard data retention policies. SECTION 3: SERVICE FEES AND CHARGES 3.1 Fees. Client agrees to pay the fees for Services and other charges pursuant to the Agreement (“Service Fees”). 3.2 General. Service Fees paid for all Services are non-refundable and non-cancellable. Client acknowledges that Service Fees are payable in full in accordance with the terms of the applicable Order regardless of whether Client accessed or used a Service during such period. Late payments shall be subject to an interest charge at the rate of 1.5% per month, and Client shall be responsible for all of Paylocity’s costs of collection of amounts due hereunder, including, without limitation, attorneys’ fees. 3.3 Ancillary Service Fees. Paylocity may deliver ancillary services in accordance with its standard procedures in order to fulfill the Services hereunder (which may include, without limitation, those related to late funding, insufficient funds notification and processing, emergency payment requests, tax registration, and amended tax returns) and in such cases, (i) those ancillary services will be deemed “Services” hereunder and (ii) Paylocity will charge any related fees to Client from time to time at the applicable rates as they occur. 3.4 Fee Disputes. Client must notify Paylocity in writing if Client disputes any portion of the Service Fees within 30 days of the applicable invoice date. Paylocity shall use commercially reasonable efforts to resolve any such dispute promptly. If Client does not provide Paylocity with such requisite written notice, Client will not be entitled to dispute the fees paid or payable under the applicable invoice. 3.5 Taxes. Client is responsible for the payment of all taxes including those assessed for prior periods relating to the provision of the Services where applicable, except to the extent a valid tax exemption certificate or other valid tax exemption document is provided to Paylocity and allowable by the applicable taxing authorities. SECTION 4: CLIENT MARKS, CLIENT DATA; SECURITY AND PRIVACY 4.1 Client Marks. If Client provides Paylocity with one or more of its trademarks, trade names or logos (“Client Marks”) for use in connection with the Services, Client grants to Paylocity a nonexclusive, non-transferable, worldwide license to use, reproduce, and display and distribute the Client Marks solely in connection with Paylocity’s performance of the Services. 4.2 Client Data. “Client Data” means any data or data files of any type that are uploaded or provided by Client for storage or processing in connection with the Services, and the content of any outputs created by Client or its Authorized Users through use of the Services that is based on Client Data, except Usage Data. Subject to Paylocity’s intellectual property rights contained in Section 1.6 (Intellectual Property), Client retains ownership of Client Data but grants Paylocity a nonexclusive, non-transferable, worldwide license to use, reproduce, and display Client Data for the purpose of operating, performing and maintaining the Services and for Paylocity’s obligations to comply with all applicable laws. Client will ensure that Client Data, and Authorized Users’ use and provision thereof to Paylocity, will not violate any limitations on use set forth in Section 1.3 (Limitations on Use) or any applicable law. 4.3 Accuracy of Client Data and Information. Client is solely responsible for reviewing and verifying the content, accuracy, and integrity of all Client Data. Client will provide Client Data to Paylocity in a form, at a time, and by the method specified by Paylocity. It is Client’s responsibility to review payroll data, spend management data, and/or other information prior to processing and to promptly identify any errors. Client acknowledges that Paylocity is entitled to rely conclusively on all Client Data, and Paylocity does not have any obligation to verify, correct, or otherwise ensure the accuracy or quality of any Client Data. Notwithstanding the foregoing, if Client Data provided to Paylocity is incorrect, incomplete, or not in proper form, and Paylocity agrees to make corrections to such data on Client’s behalf, Client agrees to pay Paylocity additional fees associated with making such corrections. Notwithstanding the foregoing, Client is solely responsible for any applicable penalties, fines, missed payments, judgments, or losses due to incorrect coverage, or any other losses incurred that result from incorrect, incomplete, or untimely Client Data. 4.4 Usage Data. “Usage Data” means (a) any aggregated and anonymized data that may be generated or derived from Client Data or Client’s use of the Services that cannot be used to identify or would not reasonably be expected to identify Client or any individual as the source of such data, and (b) any data specific to the commercial interactions between Paylocity and Client. 4.5 Data Privacy and Security. a. The Services involve transmissions of Client Data and other information over the Internet through a website hosted by or on behalf of Paylocity. Paylocity will use encryption and other industry-standard safeguards to protect such information when being transmitted over the Internet. Notwithstanding the foregoing, Client acknowledges that neither the security of transmissions over the Internet nor of the Client’s hardware used to access the Internet can be guaranteed by Paylocity. b. Paylocity will implement physical, technical, and administrative safeguards to maintain the security of Client Data used by Paylocity to perform the Services while in Paylocity’s control. c. Paylocity will process Client Personal Information (as defined in the DPA) in accordance with the Paylocity Data Protection Addendum page 4 paylocity.com | 1.800.520.2687 | Copyright © 2020 Paylocity. All Rights Reserved. Paylocity SA, v 30.0, July 2025 (“DPA”) which is available here. d. Client is responsible for securing, paying for, and maintaining connectivity to the Services via the Internet, including any related hardware, software, third party or ancillary services, and equipment and components for such connectivity, and other applicable applications that may relate to Client’s use of the Services (“Client Systems”). Paylocity will have no liability for such Client Systems, and Client will not be excused for any of its obligations under the Agreement due to the quality, speed, or interruption arising from the Internet or Client Systems. Client will be solely responsible for maintaining the security of its Client Systems. e. Client acknowledges that it is solely responsible for ensuring compliance with any legal or regulatory data retention requirements applicable to its business. Paylocity shall have no responsibility for such compliance. SECTION 5: CONFIDENTIALITY 5.1 Definition. “Confidential Information” means non-public, confidential, or proprietary information provided by or made available by a Party (the “Disclosing Party”) to the other Party (the “Receiving Party”) in connection with the subject matter of the Agreement that (a) is labeled or designated in writing as confidential or proprietary; (b) the Receiving Party is advised is proprietary or confidential; or (c) in view of the nature of such information and/or the circumstances of its disclosure, the Receiving Party knows or reasonably should know is confidential or proprietary, regardless of the form in which such information is conveyed. Paylocity’s Confidential Information includes, without limitation, Service pricing, Service documentation and technical specifications related to the Services. 5.2 Exclusions. Confidential Information does not include information which (a) is or becomes generally available to the public other than as a result of a disclosure by the Receiving Party in breach of this Section 5; (b) was in the Receiving Party’s possession without restriction prior to its receipt from the Disclosing Party; (c) is independently developed by the Receiving Party without use of or access to any Confidential Information of the Disclosing Party; or (d) is disclosed to the Receiving Party from any third party on a non-confidential basis, except where such disclosure constitutes a wrongful or tortious act by the third party. 5.3 Protection, Non-Use, and Non-Disclosure of Confidential Information. The Receiving Party will not use or disclose to any third party any Confidential Information disclosed to the Receiving Party by or on behalf of the Disclosing Party except to the extent required: (a) to perform or receive the benefit of the Services; (b) to enforce its rights under the Agreement, or (c) pursuant to federal, state, or local law, regulation, court order, legal process, or governmental investigation. The Receiving Party will safeguard such Confidential Information to the same extent that the Receiving Party safeguards its own Confidential Information, but in any case, will exercise at least reasonable care. 5.3 5.4 Notwithstanding any confidentiality obligations in the Agreement, Paylocity acknowledges that Client may be compelled to disclose Confidential Information pursuant to the Federal Freedom of Information Act and any state equivalents or other open-records or public disclosure laws appliable to Client. Paylocity acknowledges that, unless an exemption to disclosure or other law superseding the requirement for disclosure applies, Client may disclose only such Confidential Information to third parties upon written request solely to the extent compelled by such applicable laws; provided that, prior to any such disclosure, Client: (i) provides prior written notice of such compelled disclosure (to the extent legally permitted), (ii) provides reasonable assistance, at Paylocity’s cost, if Paylocity wishes to limit or contest the scope of the disclosure in whole or in part, and (iii) redacts categories of information contained within the Agreement (including exhibits, attachments, or related documents) which constitute trade secrets or proprietary information, such as (without limitation) service pricing, service documentation, and technical specifications related to the Services. SECTION 6: REPRESENTATIONS AND WARRANTIES 6.1 Mutual Representations and Warranties. Throughout the Subscription Term, each Party represents and warrants to the other that it has full power and authority to enter into the Agreement and to perform its obligations hereunder, and that the entering into of the Agreement and the performance of its obligations hereunder does not violate, and will not be in conflict with, any provision of its articles of incorporation, bylaws, or other governing documents, or any contract or agreement with a third party. 6.2 Client Representations and Warranties. Client represents and warrants that at all times during the Subscription Term: (a) it will use the Services in compliance with all applicable laws; and (b) it has all rights and permissions necessary to provide the Client Data and Client Marks to Paylocity. 6.3 Warranty Disclaimer. EXCEPT AS OTHERWISE PROVIDED IN THIS SECTION 6: a. PAYLOCITY EXPRESSLY DISCLAIMS ALL WARRANTIES OF ANY KIND, WHETHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, TITLE AND NON-INFRINGEMENT AS WELL AS ALL WARRANTIES ARISING BY USAGE OF TRADE, COURSE OF DEALING OR COURSE OF PERFORMANCE; AND b. PAYLOCITY MAKES NO WARRANTY THAT THE SERVICES WILL MEET THE CLIENT’S REQUIREMENTS, OR THAT THE SERVICES WILL BE UNINTERRUPTED, TIMELY, SECURE, OR ERROR FREE; NOR DOES PAYLOCITY MAKE ANY WARRANTY AS TO THE RESULTS THAT MAY BE OBTAINED FROM THE USE OF THE SERVICES; AND page 5 paylocity.com | 1.800.520.2687 | Copyright © 2020 Paylocity. All Rights Reserved. Paylocity SA, v 30.0, July 2025 Commented [TS1]: Per company policy, we do not execute standalone documents (such as a Trade Secret Affidavit) and instead require that all applicable terms and conditions be incorporated directly into the Subscription Agreement. This approach ensures clarity and consistency by avoiding multiple supplemental documents that we are unable to track internally. As a compromise (and in recognition of the City’s requirements under Georgia law), we have proposed specific confidentiality language within this Section 5 of the Agreement, updated the governing law to Georgia (11.1) and added Compliance with Laws (12.9). We hope these revisions address the City’s concerns and are acceptable. c. PAYLOCITY IS NOT AN ACCOUNTING OR LAW FIRM AND NO SERVICES WILL BE CONSTRUED BY CLIENT AS TAX, ACCOUNTING OR LEGAL ADVICE, NOR WILL PAYLOCITY BE DEEMED A FIDUCIARY OF CLIENT. ACCORDINGLY, CLIENT UNDERSTANDS THAT IT IS CLIENT’S RESPONSIBILITY TO PAY ANY FEE OR PENALTY ASSESSED BY THE INTERNAL REVENUE SERVICE OR OTHER STATE OR FEDERAL REGULATORY AGENCY. IT IS CLIENT’S SOLE RESPONSIBILITY AND DUTY TO ENSURE COMPLIANCE WITH ALL APPLICABLE LAWS AND REGULATIONS RELATED TO CLIENT’S BUSINESS, AND ENGAGING PAYLOCITY TO PERFORM THE SERVICES DOES NOT RELIEVE CLIENT OF ANY SUCH OBLIGATION. SECTION 7: INDEMNIFICATION 7.1 Client Indemnification. Client will defend Paylocity and its licensors from and against any claim, action, demand, or proceeding brought by a third party (each, a “Claim”) and will hold harmless and indemnify Paylocity against any resulting Losses that arise from or relate to: (a) the actions or omissions of Client in connection with its use of the Services, including any Claims brought by any Client personnel or Authorized Users, or dependents or heirs of such Client personnel or Authorized Users, arising out of Client’s use of the Services; (b) Client’s negligence, willful misconduct, or failure to comply with applicable laws in connection with the subject matter of the Agreement, (c) a Claim alleging that the Client Data or Client Marks infringe or otherwise misappropriate the Intellectual Property Rights or other proprietary rights of a third party; or (d) Client’s use of a Third-Party Service, as defined in Section 9.1 (Third-Party Services), through any integration with the Subscription Services. “Losses” means damages that are finally awarded by a court of applicable jurisdiction, or amounts agreed to in settlement by the indemnifying party. 7.2 Paylocity IP Infringement Indemnification. Paylocity will defend Client against a Claim alleging that the Subscription Services infringe a third party’s United States patent or registered copyright or misappropriate such third party’s trade secret (each, an “IP Claim”). Paylocity will indemnify Client against any Losses to the extent resulting from such IP Claim. Notwithstanding the foregoing, Paylocity shall have no obligation to indemnify and shall have no liability under this section to the extent (a) that an IP Claim arises from: (1) any software, hardware or components not owned by Paylocity, including Third-Party Services; (2) use of the Subscription Services in combination with other equipment, software or services; (3) any modification to the Subscription Services made by or on behalf of Client or any other third party; (4) Client’s failure to install any updates to or new versions of the Subscription Services made available by Paylocity; (5) use of the Subscription Services other than in the manner expressly authorized under the Agreement; (6) Client Data, Client Marks or other Client content or materials provided to Paylocity or otherwise processed by the Services or (b) that Client is in breach of the Agreement. If Client’s right to continue using the Subscription Services is likely to be enjoined, at Paylocity’s sole discretion, Paylocity may (i) attempt to obtain the right for Client to continue to use the infringing Subscription Service; or (ii) replace or modify the infringing Subscription Service so that it no longer infringes but functions in a substantially equivalent manner; or (iii) if neither (i) or (ii) is commercially practicable, Paylocity shall have the right to terminate the Agreement (or the applicable affected Order) and the rights and licenses granted hereunder upon written notice to Client and shall refund to Client any pre-paid amounts for the Subscription Service not yet incurred for the period following the effective date of termination. THE PROVISIONS OF THIS SECTION 7.2 AND SECTION 7.3 STATE CLIENT’S SOLE AND EXCLUSIVE REMEDY AND PAYLOCITY’S ENTIRE LIABILITY WITH RESPECT TO ANY IP CLAIM. 7.3 Indemnification Procedure. The Party seeking indemnification under this Section 7 will: (a) give the indemnifying Party prompt written notice of the Claim, (b) tender to the indemnifying Party control of the defense and settlement of the Claim (provided that a settlement may not impose on the indemnified Party any costs or obligation to admit liability without its prior, written consent), and (c) cooperate with the indemnifying Party in defending or settling the Claim. The indemnified Party will have the right to participate in any indemnification action or related settlement negotiations using counsel of its own choice at its own expense. SECTION 8: LIMITATION OF LIABILITY 8.1 IN NO EVENT SHALL PAYLOCITY BE LIABLE TO CLIENT, ITS AFFILIATES, THEIR RESPECTIVE AUTHORIZED USERS OR TO ANY THIRD PARTY FOR ANY CONSEQUENTIAL, INCIDENTAL, INDIRECT, EXEMPLARY, SPECIAL, OR PUNITIVE DAMAGES, INCLUDING BUT NOT LIMITED TO ANY LOSS OF USE, REVENUE, OR PROFIT OR LOSS OF DATA OR DIMINUTION IN VALUE, BUSINESS INTERRUPTION, THE COST OF ACQUIRING SUBSTITUTE OR REPLACEMENT SERVICES, OR ANY DAMAGES TO THE EXTENT CAUSED BY CLIENT DATA, CLIENT SYSTEMS, OR CLIENT’S APPLICATIONS, CLIENT’S ALLOWANCE OF UNAUTHORIZED THIRD PARTY ACCESS, OR CLIENT’S INTRODUCTION OF MALICIOUS CODE, OR FOR ANY ACTIONS TAKEN BY PAYLOCITY AT CLIENT’S DIRECTION, WHETHER ARISING OUT OF BREACH OF CONTRACT, TORT (INCLUDING NEGLIGENCE), OR OTHERWISE, REGARDLESS OF WHETHER SUCH DAMAGE WAS FORESEEABLE AND WHETHER OR NOT SUCH PARTY WAS ADVISED OF THE POSSIBILITY OF SUCH DAMAGES, AND NOTWITHSTANDING THE FAILURE OF ANY AGREED OR OTHER REMEDY OF ITS ESSENTIAL PURPOSE. 8.2 IN NO EVENT SHALL PAYLOCITY’S AGGREGATE LIABILITY ARISING OUT OF OR RELATED TO THE AGREEMENT, WHETHER ARISING OUT OF OR RELATED TO BREACH OF CONTRACT, TORT (INCLUDING NEGLIGENCE), OR OTHERWISE, EXCEED THE AGGREGATE AMOUNTS PAID TO PAYLOCITY FOR THE APPLICABLE SERVICE IN THE TWELVE (12) MONTH PERIOD DIRECTLY PRECEDING THE EVENT GIVING RISE TO THE CLAIM. SECTION 9: THIRD-PARTY SERVICES 9.1 Third-Party Services. Paylocity may provide the capability for Client to link or integrate Subscription Services with certain third-party products or services not owned by Paylocity (“Third-Party Services”). Such Third-Party Services shall be provided in accordance with the terms of the Order, or Section 9.2 (API). Client shall enter into a separate agreement with the third party providing the Third-Party Services. Paylocity is not responsible for and does not endorse any such Third-Party Services and disclaims any and all liability arising from or relating to the use of page 6 paylocity.com | 1.800.520.2687 | Copyright © 2020 Paylocity. All Rights Reserved. Paylocity SA, v 30.0, July 2025 such Third-Party Services by or on behalf of Client. 9.2 API. If included in an Order, Client may access and use certain pre-existing application programming interfaces created by or on behalf of Paylocity for the purpose of facilitating the integration of the Subscription Services with a Third-Party Service (each, an “API”) subject to the applicable API End User License Agreement and Paylocity Developer Tools Terms of Service found here. 9.3 Client is responsible for all rights, obligations, and liabilities related to any of its Third-Party Services provider’s access, use, handling, processing, storage, disclosure, and deletion of Client Data, as outlined in a separate agreement between Client and such Third-Party Services provider. SECTION 10: CLIENT FUNDING 10.1 Obligation to Remit Funds. Client is responsible for remitting timely funds to Paylocity for the performance of certain Services in accordance with the applicable terms set forth in the Agreement. SECTION 11: GOVERNING LAW; VENUE 11.1 The Agreement and all matters arising out of or related to the Agreement shall be governed by and construed in accordance with the laws of the State of GeorgiaIllinois without giving effect to any choice or conflict of law provision or rule of any other jurisdiction. Any legal suit, action, or proceeding arising out of or related to the Agreement shall be initiated in a United States federal or state court located in the State of GeorgiaIllinois, and each Party irrevocably submits to the jurisdiction of such courts in any such suit, action or proceeding. Each Party irrevocably and unconditionally waives any right it may have to a trial by jury in respect of any legal action arising out of or relating to the Agreement. 11.2 Tribal Entity Clients. If Client is a Governing Tribal Entity (as defined below), Client hereby irrevocably waives all immunity (whether on the basis of sovereignty or otherwise) from suit, judgment, damages, liabilities, jurisdiction, attachment (both before and after judgment) and execution to which it might otherwise be entitled in any action or proceeding in any court, arbitration, or other forum, arising out of or in connection with the Agreement (and any breach thereof) and agrees that it will not raise or claim or cause to be pleaded any such immunity at or in respect of any such actions or proceeding. Client expressly acknowledges and agrees that Paylocity is not subject to the jurisdiction of Client’s tribal court or any similar tribal forum. For purposes of the Agreement, “Governing Tribal Entity” may include, but is not limited to, authorized person, tribal legislative body, tribal council, tribal committee, bureau of Indian affairs, village council, or tribal business committee. 11.3 U.S. Government Clients and Authorized Users. As defined in FAR section 2.101, the Services are “commercial items” and, according to DFAR section 252.227-7014(a)(1) and (5), are deemed to be “commercial computer software” and “commercial computer software documentation.” Consistent with DFAR section 227.7202 and FAR section 12.212, any use, modification, reproduction, release, performance, display, or disclosure of such commercial software or commercial software documentation by the U.S. Government will be governed solely by the terms of the Agreement and will be prohibited except to the extent expressly permitted by the terms of the Agreement. 11.4 Export. The Services are subject to U.S. and local export control and sanctions laws. Client acknowledges and agrees to the applicability of such laws, and will not receive, use, transfer, export or re-export any Services, or any components thereof, in a way that would cause Paylocity to violate such laws. Without limiting the foregoing, Client or its Affiliate may not use the Services if: (1) it is in, under the control of, or a national or resident of Cuba, Iran, North Korea, Sudan or Syria or are on the U.S. Treasury Department's Specially Designated Nationals List or the U.S. Commerce Department's Denied Persons List, Unverified List or Entity List or (2) it intends to make the Services available for use in Cuba, Iran, North Korea, Sudan or Syria (or by a national or resident of one of these countries) or to a person on the Specially Designated Nationals List, Denied Persons List, Unverified List or Entity List. SECTION 12: MISCELLANEOUS 12.1 Assignment. Neither Party shall assign or otherwise transfer its rights or delegate its obligations under the Agreement, in whole or in part, without the prior written consent of the other Party, except that consent shall not be required if the Agreement is assigned by Paylocity in connection with a merger, acquisition, change of control, or sale of all or substantially all of the assets to which the Agreement relates. Any purported assignment or delegation in violation of this Section will be null and void. 12.2 Force Majeure. Neither Party will be deemed in breach hereunder for any interruption or delay in the performance of its obligations hereunder (not including any payment obligations) if the interruption or delay is due to unforeseen events which are beyond the reasonable control of such Party (each, a “Force Majeure”), which may include strikes, blockade, war, terrorism, riots, pandemics, epidemics, or natural disasters, insofar as such an event prevents or delays the affected Party from fulfilling its obligations and such Party is not able to reasonably prevent or avoid it. 12.3 Publicity. During the Subscription Term and at all times after its termination or expiration, Client must not make any media release or other public announcement relating to or referring to the Agreement without Paylocity’s prior written consent. Client acquires no right to use, without Paylocity’s prior written consent, the terms or existence of the Agreement, the names, trademarks, service marks, or copyrighted page 7 paylocity.com | 1.800.520.2687 | Copyright © 2020 Paylocity. All Rights Reserved. Paylocity SA, v 30.0, July 2025 materials of Paylocity in any advertising, publicity, press release, presentation, or promotion. Paylocity may identify Client as a Paylocity customer and use Client’s name, trademark, and logo in any and all media, including (without limitation), Paylocity’s advertising material, marketing materials, websites and lists of Paylocity customers. 12.4 Limitation of Actions. No action arising under or in connection with the Agreement may be brought by Client more than two (2) years after Client becomes or should reasonably have become aware of the events giving rise to the cause of action. 12.5 Notices. Any legal notice required or permitted under the Agreement will be in writing and sent to Client at the address set forth in the Order or to the email address set forth in the Client’s account within the Subscription Services and sent to Paylocity at Paylocity Corporation, Attn; Legal Department, 1400 American Ln, Schaumburg, IL 60173 or to legalnotices@paylocity.com. Such notice will be deemed to have been received by the addressee upon: (a) personal delivery; (b) the second business day after being mailed or couriered, postage or delivery prepaid; or (c) the day of sending by email (if sent on a business day, or else on the next business day), except for notices of breach (other than for non-payment) or an indemnifiable claim, which for clarity must be made by mail or courier, postage or delivery pre-paid. Notwithstanding the foregoing, Paylocity may also provide notices related to products and Services and changes to the terms of the Agreement electronically via postings on its website, in-product notices, or on its self-service portal or administrative center, as applicable. 12.6 Authorization to Review Credit. Client understands that the Agreement may be considered as an application for credit and hereby authorizes Paylocity to review the credit of Client, including reports from credit bureaus, references, bank account ownership and status, bank account transaction history, and other available financial information. 12.7 Integration; Order of Precedence. The Agreement sets forth the entire agreement between Client and Paylocity relating to the Services and supersedes all prior and contemporaneous oral and written agreements. Client agrees that its purchase of any Service is not contingent on the delivery of any future functionality or features, or dependent on any oral or written public comments made by Paylocity regarding future functionality or features. If there is a conflict between the SA and other agreements or ordering documents referenced herein, the following order of precedence will control: (a) the DPA (solely with respect to the Parties’ obligations to protect personal data, subject to the Limitation of Liability and other terms contained herein); (b) the Service Specific Terms (but only with respect to the applicable Service); (c) the SA; and (d) the Order or other Paylocity ordering document (but only with respect to the applicable Service). Client’s additional or different terms and conditions will not apply, whether included in a purchase order or otherwise. Paylocity reserves the right to update the terms of the Agreement from time to time (provided that the version and date of such update shall be identified in the document). 12.8 Waiver; Enforceability. No waiver will be implied from conduct or failure to enforce or exercise rights under the Agreement, nor will any waiver be effective unless in a writing signed by a duly authorized representative on behalf of the Party claimed to have waived. If any portion of the Agreement is determined to be invalid, illegal, or unenforceable, the remainder of the Agreement shall nonetheless remain in full force and effect. 12.812.9 Each party shall comply with all laws applicable to such party in its performance or receipt of the Services hereunder. IN WITNESS WHEREOF, the Parties have caused the SA to be executed by their duly authorized representatives as of the Effective Date. PAYLOCITY CORPORATION City of Stockbridge By: By: Name: Josh Scutt Name: Title: SVP - Sales Title: Date: Date: page 8 paylocity.com | 1.800.520.2687 | Copyright © 2020 Paylocity. All Rights Reserved. Paylocity SA, v 30.0, July 2025 04/28/2026 ✔ ✔ ✔ Dwayne Pollock/Demetrius Ivey, Paylocity Vendor Human Resources/Information Technology Approval of a Human Resources Information and Payroll System (HRIS) – Selection of Paylocity The City of Stockbridge currently operates using heavily manual, paper-based HR and payroll processes supported by disconnected systems and spreadsheets. These outdated methods create inefficiencies across departments, increase the risk of data entry errors and compliance gaps, and limit the City’s ability to provide timely, accurate workforce data. As the City continues to grow, the current system does not align with modern operational expectations or support strategic workforce planning, employee engagement, or accountability. Additionally, employees lack access to selfservice tools commonly expected in today’s workplace. To address these challenges staff evaluated solutions and identified Paylocity as a comprehensive cloud based ✔ $5,167.73 ✔ Approval to implement Paylocity as the City of Stockbridge’s Human Resources Information and Payroll System, replacing manual, paper-based processes with a modern, integrated, cloud-based solution to improve efficiency, compliance, and employee service. Staff recommends approval of Paylocity as the City’s Human Resources Information and Payroll System. This solution will modernize HR and payroll operations, enhance compliance and data accuracy, reduce administrative burden, and improve the overall employee experience. Funding is available through the Information Technology Department’s Computer Software budget. 2025 Year End Budget Amendment Request. Council consideration to approve our 2025 Year End Budget Amendment Request.