---
date: 2022-11-29
title: Work Session Meeting Agenda Packet
source: 2022-11/2022-11-29_Work Session Meeting_Agenda Packet.pdf
pages: 1
---

STOCKBRIDGE Work Session Meeting
CITY COUNCIL Agenda
Mayor November 29, 2022 6:00 PM
Anthony Ford
Mayor Pro Tem Alphonso Thomas

Councilman Elton Alexander

Councilwoman Yolanda Barber

Councilman John Blount

Councilwoman LaKeisha Gantt

CITY MANAGER
Frederick Gardiner

CITY CLERK
Vanessa Holiday
Stockbridge City Hall

CITY TREASURER 4640 N. Henry Blvd.
John Wiggins
Stockbridge, GA 30281

Website: www.cityofstockbridge.com
CITY ATTORNEY
Quinton G. Washington Phone: 770-389-7900
Jeremy Berry Fax: 770-389-7912
AGENDA
WORK SESSION MEETING
CITY OF STOCKBRIDGE
TUESDAY, NOVEMBER 29, 2022 6:00 PM

CALL TO ORDER

INVOCATION

PLEDGE OF ALLEGIANCE

ROLL CALL

ADOPTION OF THE AGENDA

REVIEW OF THE MINUTES
1 Draft Minutes Special Called Meeting October 3, 2022
2 Draft Minutes Council Meeting October 10, 2022
3 Draft Minutes Work Session October 25, 2022

PUBLIC COMMENTS - All persons wishing to speak for public comment must
sign in with the City Clerk prior to the beginning of the meeting noting your
name, address, and phone number. You will be allotted three (3) minutes.
Speakers must respect all members of the elected body, officials, and staff.
Defamation, unruliness and/or swearing will not be tolerated.

PUBLIC HEARING
4 Second Reading - Public Hearing of the Proposed FY2023 Operating Budget
and Capital Improvement Plan

- Presented by: Frederick Gardiner, John Wiggins
5 Notice of Public Hearing Comment on Proposed Stockbridge Redevelopment
Plan for (Tax Allocation District #1 - Downtown and North Henry Boulevard
Corridor)

- Presented by: Frederick Gardiner, Gary Mongeon of KB Advisory Group
Page | 3

NEW BUSINESS
6 Council consideration to approve the 2023 Public Meetings Schedule -
Presented by: Vanessa Holiday
7 Council Consideration to approve the 2023 Agenda Timeline - Presented by:
Vanessa Holiday
8 Council Consideration to approve the 2023 Holiday Calendar - Presented by:
Renee Wheeler
9 Council Approval of Health and Wellness Program administered by Corporate
Health Partners in the amount of $53,260.00. - Presented by: Renee Wheeler
10 Council consideration to approve Surplus Items (Public Works Trucks) -
Presented by: Decius Aaron
11 Council consideration to approve Task Order No. 40 with Carter & Sloope –
2022 Wastewater Treatment Plant Improvements in the amount of
$398,200.00. The funding source is from SPLOST V. - Presented by: Decius
Aaron
12 Council Consideration to approve the Youth Council to utilize the Merle
Manders Conference Center on December 9, 2022 between 6:30pm-8:00pm
for a Youth Council End of the Year Banquet - Presented by: Ericka Harvey

ANNOUNCEMENTS OF UPCOMING MEETINGS & EVENTS
Council meetings will be held in the City Council Chamber. Meeting dates,
locations and times are subject to change. Please visit the city’s website
www.cityofstockbridge.com for the meeting invitation link, Facebook page or
contact City Hall offices at 770-389-7900 for updates.

 Main Street Advisory Board Meeting, 2nd Friday of each month, 9:00
a.m. City Hall Levi Meeting Room (Dec 9)
 City Council Meeting, Second Monday of each month – City Hall
Council Chamber (Dec 12)
 Youth Council Meeting, 6:30 p.m. - 2nd Monday of each month City Hall
Levi Meeting Room - City Hall (Dec 12)
 Downtown Development Authority Meeting, 6:00 p.m. Via Zoom - 3rd
Tuesday of each month Via Zoom (Dec 20)
 Youth Council Advisory Committee Meeting, 6:30 p.m. - 3rd Tuesday of
each month Levi Meeting Room - City Hall (Dec 20)
 City Council Work Session Meeting, Tuesday at 6:00 p.m. – City Hall
Council Chamber (Dec 20)
 Planning Commission Meeting, 4th Thursday at 6:30 p.m. City Hall
Council Chamber – (Dec 22)

UPCOMING CITY EVENTS/INITIATIVES

November 29, 2022 6:00 PM 4640 N. Henry Stockbridge, GA 30281 Phone: (770) 389-7900
Page | 4

 A Continuous Salute to Veterans: Please forward pictures of Veterans
including name, branch, rank, and years of service as Mayor Pro Tem
Thomas presents a special tribute to our local veterans. Pictures
should be submitted to: Rosalynd Rawls at: rrawls@cityofstockbridge-
ga.gov Thank you for your service!
 Please join Councilwoman Barber for FREE Zumba on every Saturday
morning at Clark Community Park at 8:00 a.m. Come out for fitness in
the park!
 Councilman Blount will be hosting a Toy Drive on Wednesday,
November 30th from 5:30 – 7:30 p.m. The drop-off location is: Sylvain
Funeral Home 2750 Hwy. 42N McDonough, GA 30253.
 Please join the City of Stockbridge for the Annual Holiday Festival
featuring Santa and Mrs. Claus, a Live Nativity Scene, Live
Entertainment, Inflatables, Rides, a DJ and Food Trucks on Thursday,
December 1st from 5:00 p.m. – 9:00 p.m. at the Stockbridge
Amphitheater parking lot.
 Please join the Stockbridge Police Department for Coffee with a Cop at
Drip-Thru Coffee 50 Hwy. 138 on Friday, December 2nd from 8:00 a.m. to
9:00 a.m.
 The Police Department is excited about announcing its first Annual
Shop With A Cop event on Saturday December 3rd at 10:00 AM at the N.
Henry Blvd Walmart and Saturday December 10th at 10:00 AM at the
Hudson Bridge Walmart. We are seeking children between the ages of 6
to 13 for this year’s event. For information on how to participate, please
email: PDCommAffairs@cityofstockbridge-ga.gov.
 Bingo is Back! Please join Councilman Blount on Wednesday,
December 7th from 10am – noon at the Merle Manders Conference
Center for a great time.
 Here is your opportunity to Meet the Mayor and talk with Mr. Ford on
Monday, December 19th from 10:00am – noon. Contact Rosalynd Rawls
to make an appointment at 678-833-3348 or via email
at rrawls@cityofstockbridge-ga.gov

MAYOR'S COMMENTS (Mayor Anthony Ford)

EXECUTIVE SESSION (Exemptions to the Georgia Open Meetings Acts)

ADJOURNMENT

November 29, 2022 6:00 PM 4640 N. Henry Stockbridge, GA 30281 Phone: (770) 389-7900
SPECIAL CALLED MEETING
SUMMARY MINUTES
MONDAY, OCTOBER 3, 2022 6:00 P.M.
Mayor & City Council Administration
Mayor Anthony S. Ford Frederick Gardiner, City Manager
Mayor Pro Tem Alphonso Thomas Vanessa Holiday, City Clerk
Councilman Elton Alexander John Wiggins, City Treasurer
Councilwoman Yolanda Barber Quinton Washington, City Attorney
Councilman John Blount Jeremy T. Berry, City Attorney
Councilwoman LaKeisha Gantt
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.

The meeting was called to order by Mayor Ford.

Invocation by Councilman Blount.

Pledge of Allegiance was recited by all in attendance.

Roll call - All members were in attendance.

Councilwoman Gantt motioned to adopt the Agenda: Second by Councilman Blount. The
motion passed 5-0.

NEW BUSINESS -EXECUTIVE SESSION – PERSONNEL MATTERS
Councilwoman Gantt motioned to Convene Executive Session for Personnel: Second by
Mayor Pro Tem Thomas. The motion passed 5-0.

Mayor Pro Tem Thomas motioned to Adjourn Executive Session with no action: Second
by Councilman Alexander. The motion passed 3-0(Blount/Gantt were not present for the
vote).

Mayor Pro Tem Thomas motioned to Reconvene the Meeting: Second by Councilman
Alexander. The motion passed 3-0(Blount/Gantt were not present for the vote).

Mayor Pro Tem Thomas motioned to adjourn the Meeting: Second by Councilman
Alexander. The motion passed 3-0(Blount/Gantt were not present for the vote).

Respectfully submitted by:

Vanessa Holiday, City Clerk MMC Anthony S. Ford, Mayor
1|Page
COUNCIL MEETING
SUMMARY MINUTES
MONDAY, OCTOBER 10, 2022 6:00 P.M.
Mayor & City Council Administration
Mayor Anthony S. Ford Frederick Gardiner, City Manager
Mayor Pro Tem Alphonso Thomas Vanessa Holiday, City Clerk
Councilman Elton Alexander John Wiggins, City Treasurer
Councilwoman Yolanda Barber Quinton Washington, City Attorney
Councilman John Blount Jeremy T. Berry, City Attorney
Councilwoman LaKeisha Gantt
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.

The meeting was called to order by Mayor Ford.

Invocation by Mr. Mike Crawford.

Pledge of Allegiance recited by all in attendance.

City Clerk, Vanessa Holiday was asked to proceed with a verbal roll call. All members were in
attendance except Mayor Pro Tem Thomas and Councilman Blount.

Councilman Alexander motioned to amend the Agenda to remove Item #16, #17 and #18 from
the Agenda at the applicant’s request and Table the item to be heard at the November 14, 2022
City Council meeting; add Item #19, a Resolution for Councilman Alexander’s use of the
Amphitheater for a Town Hall on Thursday, October 27th; add Item #20 a Resolution regarding
LOST (Local Option Sales Tax); Second by Councilwoman Gantt. The motion passed 3-0.

Councilman Alexander motioned to adopt the agenda; Second by Councilwoman Gantt. The
motion passed 3-0.

Councilman Alexander motioned for the adoption of the minutes; Second by Councilwoman
Gantt. The motion passed 3-0.

1. Council Meeting Draft Minutes – August 8, 2022
2. Special Called Meeting Draft Minutes – August 15, 2022
3. Work Session Meeting Draft Minutes- August 30, 2022

PUBLIC COMMENTS - All persons wishing to speak for public comment must sign in with the
City Clerk prior to the beginning of the meeting noting your name, address, and phone number.
Each speaker is allotted three (3) minutes. Speakers must respect all members of the elected
body, officials, and staff. Defamation, unruliness and/or swearing will not be tolerated.

Ms. Aubrey Kekiwi addressed the Council with concerns regarding a Tractor Trailer Parking
Development located at 175 Candler Rd. and referenced dates, city and county staff and
officials that she has contacted regarding the development.

CEREMONIAL
4. Mayor Ford read the proclamations for Breast Cancer Awareness Month; Domestic Violence
Awareness Month (presented to Cortavia Taylor; Spinal Cord Awareness Month (presented to
Joshua Ash), World Mental Health Day (presented to Mindy Mayers) and Women’s Small
Business Month (presented to Southern Crescent Women in Business).

5. Mayor Ford issued an Oath of Office to Ariel Shaw and Gadson Woodall as members of the
Citywide Development Authority.
PRESENTATION
6. Presentation of the FY2023 Annual Operating Budget and Capital Improvement Plan
Presented by: Frederick Gardiner, City Manager
Mr. Gardiner noted city staff plans to continue funding with the Parks Master Plan, Public
Safety, Infrastructure, Amphitheater and looking for potential funding for the Cultural Arts
Center and Wayfinding; noted with the approval of the Citywide Development Authority which
is funded with the Downtown Development Authority; staff will continue looking at ways to add
additional funding for both while working on key incentive programs around the tax allocation
district; noted a few priorities includes infrastructure, park improvements, implementing
SPLOST funded projects, upgrading technology, road paving and the redevelopment of the
downtown area; noted the overall budget is $42.9 million with $21.7 million for the general fund
$1 million for grants, $1.9 for sanitation, $1.9 for sewer, $1 million for Stormwater, $2.3 for
water, $13.5 for capital citywide, $1.2 URA (Urban Redevelopment Agency) and $375,000 for
Hotel/Motel with a projected increase with three additional hotels being developed; noted
budgeting across all departments totals $11.5 million, contracts and services totals $3.8
million, supplies across the city totals $1.5 million, Capital assets totals $478,000, other cost
totals $162,000 and debt services totals $4.2 million. Mr. Gardiner noted the generated
revenues total $12.2 million with the major source of revenues coming from taxation, LOST
(Local Option Sales Tax) in which the city is in negotiations with the County with the cities
proposing to keep the distribution the same percentage that it has been for the last 10 years;
noted the county has proposed a lower distribution to the cities and could affect the budget;
noted public safety will get the bulk of the budget at 34%, public works is the second biggest at
18%, planning and development is a 9% and also noted the general fund has gone from $10.8
million to $21.7 million within the last five years; noted per Ordinance code 6.24-Council is
required to receive the budget 60 days before of adoption which would make November 2 the
date noted the 1st reading of the budget will be November 29th, the 2nd reading will be
December 12 with the adoption of the budget.

OLD BUSINESS
7. Council consideration to approve Change Order from Summit Construction for Amphitheater
parking lot improvements on North Lee Street original amount in the amount of $801,554.00;
adjusted to $750,007.81 with a savings of $51,546.19. Funding source is from SPLOST.
Presented by: Decius Aaron, Public Works Director and Adam Price, and Skip Layton of
Falcon Design Consultants, LLC.
Mr. Aaron noted Falcon Design Consultants, LLC. reviewed the proposed change order at the
last meeting and realized there was a chance to save funding. Mr. Layton noted the numbers
presented to the City Council at the last meeting were the best at that time, however, after the
contractor gave a complete breakdown of all cost associated with the project, the quote was
reduced and adjusted from $801,554.00 to $750,007.81 with a savings of $51,546.19.

Councilwoman Gantt motioned to approve Change Order from Summit Construction for
Amphitheater parking lot improvements on North Lee Street original amount in the amount of
$801,554.00; adjusted to $750,007.81 with a savings of $51,546.19; Second by Councilman
Alexander. The motion passed 3-0.

8. Council Consideration to amend the Amphitheater Policy to create a non-compete clause for
private events and concerts, and to provide for revenue sharing on for-profit events.
Presented by: Frederick Gardiner, City Manager
Mr. Gardiner noted staff realized there could be potential conflict at it relates to potential
competition with the city and management and since has amended page 5 dealing with the
cost per hour for Amphitheater rental; noted legal has reviewed the documents and noted the
city should get the whole $10,000 plus the 20% as stated for commercial and/or for-profit
events; noted under the section stating, “Open to the public where the primary objective is
making a profit”; new language was added “however no commercial/for profit event or concerts
shall be allowed in the amphitheater”.

Councilwoman Gantt inquired on allowing other entities to have concerts and entities
partnering with the city.

Mr. Gardiner noted no other entity would be allowed to host concerts; however, they would be
able to host plays and comedy shows and they would be able to partner with the city.

Councilman Alexander inquired about non-profit benefits holding concerts.
Mr. Gardiner noted non-profit benefits would be able to hold concert because they do not get
the proceeds.

Councilwoman Gantt noted she would prefer for non-profits who wish to hold concerts to
partner with the city.

Mr. Gardiner noted additional language could include “any musical event shall require
partnership with the city and approval by council.”

Councilwoman Barber inquired on expenses, security, and insurance.

Mr. Gardiner noted under commercial/for-profit events “Any costs for services provided by and
incurred by the City of Stockbridge for the operation of the event must be paid;” there is a cost
associated with security and the size of the event which will determine the amount of public
safety.

Councilwoman Barber noted she does not think its wise for the city to pay up front cost for any
entity that would like to rent the Amphitheater.

Councilwoman Gantt included such language is under Rental Agreement Section (b) which
states “Applicant shall pay for talent, sound and lights, stagehands, publicity, advertisements,
backstage catering, event security, medical services, ASCAP/BMI, transportation, trash
removal, equipment (to include a bucket lift, portable lighting, fencing and barricades etc.),
telephones, event maintenance, crowd sanitation, runners, personnel and services necessary
for the efficient and safe presentation of events at the Amphitheater”.

Councilman Alexander noted his concern was it seems to only cater to large companies able
to pay the upfront cost and small ones would not be able to pay the upfront cost.

Mr. Gardiner noted Section 10 states “To best serve its guests and to maintain the integrity of
the Amphitheater facilities, it is the policy of the City of Stockbridge that certain services shall
be provided by the City or its authorized agent(s) with the Applicant reimbursing the City for all
costs associated with the provision of such services. These services may include and are not
limited to: • Concessions • Emergency medical• Janitorial • Law enforcement• Building/grounds
trash collection • Fire protection• Parking management • Event Monitoring.” Mr. Gardiner noted
excluding lighting and sound, amend Section 10-Coordination of Services (Exclusive Services),
and page 5 under non-profit to include partnership with the city.

Attorney Washington noted to add the comment “the city would not pay any upfront cost” which
would be reflected in document.

Mr. Gardiner suggested removing section 10. Councilwoman Barber agreed.

Councilwoman Gantt noted section 10 is more like using preferred vendors and the city has
the say on who to use for vendors.

Councilwoman Barber asked to Table the item.

Councilwoman Gantt motioned to approve with amendments to pages 5 and 6: Non-Profits
must partner with the City for concerts; Partnerships shall be presented to the Council for
approval; Removal of Section 10-Coordination of Services (Exclusive Services; no upfront
costs from the city; Second by Councilman Alexander. No Vote (Motion rescinded).

Councilman Alexander motioned to Table; Second by Councilwoman Barber. The motion
passed 3-0.
NEW BUSINESS
9. Council consideration to approve Adopt-A-Road Program agreement with James E. Acey
Lodge No. 600 to adopt Campground Road from Winbrook Drive to Highway 42.
Presented by: Decius Aaron, Public Works Director
Mr. Aaron noted that a group of individuals would like to join the adopt- a-road program to help
maintain and clean Campground Rd from Winbrook Dr. to Hwy 42, if approved this would be
the second group utilizing the adopt-a-road program with the Youth Council being the first
group to adopt a road.

Councilman Alexander noted he has spoken with members of the lodge, and they have helped
with the Keep Stockbridge Beautiful campaign and believes it would be an asset to the city.

Councilman Alexander motioned to approve Adopt-A-Road Program agreement with James E.
Acey Lodge No. 600 to adopt Campground Road from Winbrook Drive to Highway 42; Second
by Councilwoman Gantt. The motion passed 3-0.

10.Council consideration to approve the award of Request For Proposal (RFP) Number 2022-
0011, Water Control Office, and Lab Renovation Services for the City of Stockbridge to
Diversified Construction of Georgia, Inc. in the amount of $591,294.00. Fund Source: Water
and Sewer Fund Balance
Presented by: Decius Aaron, Public Works Director
Mr. Aaron noted on June 30,2022 the city opened three (3) bids and received back from
McWright General Contractor and Electrical Crown Services Contractor and Diversified
Construction of Georgia, Inc. noted on August 16, 2022, the evaluation committee met and
reviewed the proposals and noted the project will update the city’s wastewater treatment plant
which has not had any updates since 1997.

Councilman Alexander inquired about future growth with the facility.

Mr. Aaron noted Public Works staffing is not expected to increase much and the renovations
would last for the next 15 years.

Councilwoman Gantt motioned to approve the award of Request For Proposal (RFP) Number
2022-0011, Water Control Office, and Lab Renovation Services for the City of Stockbridge to
Diversified Construction of Georgia, Inc. in the amount of $591,294.00; Second by Councilman
Alexander. The motion passed 3-0.

11. Council consideration to approve the award of Request For Proposal RFP) Number 2022-
0006, On Call General Engineering Services, for the City of Stockbridge to Falcon Design
Consultants, LLC. and Carter & Sloope Engineers.
Presented by: Decius Aaron, Public Works Director
Mr. Aaron noted Carter & Sloope Engineers requested to be removed from the Agenda noting
they just received a copy of the Agreement today with no opportunity to review.

Mr. Aaron noted Falcon Design Consultants, LLC. has previously completed projects with the
city and currently has fifteen projects they are working on with the city.

Motion to approve the award of RFP2022-006 for On-Call Engineering to Falcon Design
Consultants and to remove Carter & Sloope Engineers from the request made by
Councilwoman Gantt; Second by Councilman Alexander. The motion passed 3-0.

12. Council consideration to approve the purchase of a Caterpillar, Inc. Model 289D3 Compact
Track Loader (Skid Steer) under Georgia statewide contract number 99999-001-SPD0000177-
0024 with Yancey Brothers, Inc. in the amount of $131,787.00. Funding source is from Water
and Sewer department budgeted funds.
Presented by: Decius Aaron, Public Works Director
Mr. Aaron noted the Water and Sewer Department budgeted a purchase of a Skid Steer to be
used to clean water and sewer easements and will have a mulching attachment to cut tree
limbs.
Councilwoman Gantt motioned to approve the purchase of a Caterpillar, Inc. Model 289D3
Compact Track Loader (Skid Steer) under Georgia statewide contract number 99999-001-
SPD0000177-0024 with Yancey Brothers, Inc. in the amount of $131,787.00.; Second by
Councilwoman Barber. The motion passed 3-0.

13. Council consideration to amend FY2023 LMIG list to remove Northbridge Drive and
replace it with Burke Street and the portion of Davis Road that was impacted by the Burke
Street sewer project.
Presented by: Decius Aaron, Public Works Director
Mr. Aaron noted the city will have a sewer project on Northbridge Dr. in the next few years that
will require road cuts and this change will cause the city not to have to resurface the street
before and after the project and would like to switch Northbridge Drive and replace it with
Burke Street and the portion of Davis Road and would save $3,000 by removing Northbridge
Drive.

Councilman Alexander motioned to approve to amend FY2023 LMIG list to remove
Northbridge Drive and replace it with Burke Street and the portion of Davis Road that was
impacted by the Burke Street sewer project; Second by Councilwoman Gantt. The motion
passed 3-0.

14. Council consideration to authorize the City Manager, or his designee, to apply for and
receive the U.S. Department of Transportation - Reconnecting Communities Pilot Grant
Program. The grant is to support the planning activities and preliminary engineering of
constructing a pedestrian bridge alongside the M L King Sr. Bridge for a total project cost of
$205,239.10. Funding source: Federal Share $164,191.28 and a City Cost Share $41,047.82.
The City Cost Share will be allocated from TSPLOST.
Presented by: Kellie Russell and Decius Aaron, Public Works Director
Ms. Russell noted the request is to authorize the City Manager, or his designee, to apply for
and receive grants from the US Dept. of Transportation which would allow the city to apply for
construction cost to build the pedestrian bridge along side the MLK Senior Heritage Trail for a
total project cost of $205,239.10.

Councilwoman Gantt motioned to approve to authorize the City Manager, or his designee, to
apply for and receive grants from the U.S. Department of Transportation - Reconnecting
Communities Pilot Grant Program. The grant is to support the planning activities and
preliminary engineering of constructing a pedestrian bridge alongside the M L King Sr. Bridge
for a total project cost of $205,239.10; Second by Councilwoman Barber. The motion passed
3-0.

15.Council consideration to approve job descriptions for Police Lieutenant and Administrative
Manager position.
Presented by: Frank Trammer, Chief of Police
Chief Trammer noted the Police Department currently has 12 supervisory positions which are
hourly positions and working 2,184 hours/year, noted the standard 2,080 hours/year; noted
Code Enforcement is set to move to the Police Department at the beginning of the year; noted
staff would like to reclassify position and revert from hourly to salary saving about $10,000,
nearly $2,000 per position.

Councilman Alexander motioned to approve job descriptions for Police Lieutenant and
Administrative Manager position; Second by Councilwoman Barber. The motion passed 3-0.

PUBLIC HEARING
16. ANNEXATION CASE #AX-2022-01 -- The City of Stockbridge Planning Commission and
the City of Stockbridge Mayor and City Council will hear an Annexation Request by S3 Capital
Investments, LLC, the Applicant, represented by Battle Law, P.C., the Agent, to annex a
parcel, as described below, into the Stockbridge City Limits from unincorporated Henry County
in order to allow the parcel to be combined with an adjacent parcel for an age-restricted
residential development.
Parcel #071-01034012 – Subject property is in unincorporated Henry County, with frontage on
Highway 42 North, across from Summit View Drive. Currently zoned ‘MU’ (Mixed-Use), with a
land use designation of ‘MIX’ (Mixed-Use). Contains 20.00 +/- acres. Located in Land Lot 31 of
District 7.
Planning staff recommended approval of this request, with twenty-four (24) conditions. On
August 25, 2022, the Planning Commission recommended APPROVAL of this request.
Presented by: Ryan Anderson, Chief Planner
Item Removed from the Agenda at the Applicant’s Request to be Tabled and heard at the
November 14, 2022 City Council meeting.

17. COMPREHENSIVE PLAN AMENDMENT CASE #CP-2022-02 -- Consideration of a
Comprehensive Plan Amendment Request by S3 Capital Investments, LLC, the Applicant,
represented by Battle Law, P.C., the Agent, to change the future land use designations of
certain parcels, as are described below, from ‘Light Industrial’ and ‘Mixed-Use’ to ‘High-Density
Residential’ in order to allow for an age-restricted residential development.
Parcel #071-01034014—Located within the Stockbridge City Limits, with frontage on Highway
42 North and situated at the end of Technology Parkway. Applicant proposes to change the
current land use designation from ‘Light Industrial’ to ‘High-Density Residential’ Contains 22.01
+/- acres. Located in Land Lot 31 of District 7.
Parcel #071-01034012 – Subject property is in unincorporated Henry County, with frontage on
Highway 42 North, across from Summit View Drive. Applicant proposes to change the current
County’s land use designation of ‘Mixed-Use’ to the City’s land use designation of ‘High-
Density Residential’ after the parcel is annexed into the Stockbridge City Limits. Contains
20.00 +/- acres. Located in Land Lot 31 of District 7.
Planning Staff recommended approval of this request. On August 25, 2022, the Planning
Commission recommended APPROVAL of this request.
Presented by: Ryan Anderson, Chief Planner
Item Removed from the Agenda at the Applicant’s Request to be Tabled and heard at the
November 14, 2022 City Council meeting.

18. REZONING CASE #RZ-2022-02 -- Consideration of a Rezoning Request by S3 Capital
Investments, LLC, the Applicant, represented by Battle Law, P.C., the Agent, to rezone certain
property from ‘OI’ (Office-Institutional) and ‘LI’ (Light Industrial) in the Stockbridge City Limits
and ‘MU’ (Mixed-Use) in unincorporated Henry County to ‘PUD’ (Planned Unit Development) to
allow for an age-restricted residential development. The property contains two parcels, and are
listed below, with 42.01 +/- total acres.
Parcel #071-01034014—Located within the Stockbridge City Limits, with frontage on Highway
42 North and situated at the end of Technology Parkway. Currently zoned ‘OI’ (Office-
Institutional) and ‘LI’ (Light Industrial). Property also lies within the Parkway Mixed-Use Overlay
District. Contains 22.01 +/- acres. Located in Land Lot 31 of District 7.
Parcel #071-01034012 – Subject property is in unincorporated Henry County, with frontage on
Highway 42 North, across from Summit View Drive. Currently zoned ‘MU’ (Mixed-Use).
Contains 20.00 +/- acres. Located in Land Lot 31 of District 7.
Planning staff recommended approval of this request. On August 25, 2022, the Planning
Commission recommended APPROVAL of this request.
Presented by: Ryan Anderson, Chief Planner
Item Removed from the Agenda at the Applicant’s Request to be Tabled and heard at the
November 14, 2022 City Council meeting.

19.Council consideration to approve the use of the Amphitheater for a Town Hall hosted by
Councilman Alexander.
Presented by: Councilman Alexander
Councilman Alexander noted this request is following proper protocol with getting approval to
use the Amphitheater for a Town Hall on public safety on October 27, 2022.

Councilman Alexander motioned to approve the use of the Amphitheater for a Town Hall
hosted by Councilman Alexander; Second by Councilwoman Gantt. The motion passed 3-0.

20.Council consideration to approve a Resolution for LOST (Local Option Sales Tax)
negotiations/arbitration with Henry County.
Presented by: Quinton Washington, City Attorney
Attorney Washington noted the city has been in discussions with the county and are currently
at a stand still and may be heading to arbitration in which the county has not agreed to attend
yet.
Mr. Washington noted all four cities within the county are being asked to sign a Resolution
stating they would like citizen support and the 66/34 split from 10 years ago and is asking the
mayor to attend the October 18th meeting to speak on behalf of the consequences if no
decision is met on LOST (Local Option Sales Tax) or a split that would still benefit the city;
sand noted LOST (Local Option Sales Tax) generates roughly $5-6 million a year and is
predicated upon the split with the county from 10 years ago which the county is in opposition.

Mr. Gardiner noted every 10 years, the cities within the county are required to negotiate with
the county a share of the LOST (Local Option Sales Tax). The past 10 years the agreement
was to split 66/34 with the county getting 66% and 34% to the cities within the county; noted
county recommended getting 80% and the cities splitting 20%; noted the percentage affects
the amount that comes to the city with sales tax being the biggest form of income; noted by law
an agreement shall be made by December 31st and there is no agreement, LOST (Local
Option Sales Tax) will go away for the whole county and cities and the only way to bring it back
is to add it to a referendum during the next elections cycle; noted county could apply for HOST
and would be only the county to get it.

Councilwoman Gantt expressed her sentiments on the issue and noted she was disappointed
with the proposed distribution percentages.

Councilwoman Barber expressed her disappointment that the County and cities had not come
to an agreement with a fair distribution.

Mayor Ford noted he is glad the cities are sticking together and needs to go to arbitration and
wants the cities to continue to speak with one voice.

Councilwoman Gantt motioned to approve a Resolution for LOST (Local Option Sales Tax)
negotiations/arbitration with Henry County; Second by Councilwoman Barber. The motion
passed 3-0.

MAYOR'S COMMENTS (Mayor Anthony Ford)
Mayor Ford congratulated the Atlanta Braves on winning the National League East Division
Title and is hopeful Stockbridge native, Michael Harris will win Rookie of the Year; noted we
are still in a pandemic; noted vaccinations are available at the Henry County Health Department
from 9am – 11:30 am and 1pm – 2:30 pm at 135 Henry Parkway or call their office at 470-664-
0005 for more information; noted COVID Testing is available throughout the county and also
taking place at Red Hawk Field on Henry Parkway Mon., Wed., and Fri. from 9am – 3pm; noted
the CDC recommends everyone who is eligible to get their 2nd booster, noting Henry County has
unfortunately reported 54,041 COVID cases and 666 deaths; noted his participation in the
annual Walk to End Alzheimer’s; and asked Councilwoman Barber to talk about the Hands of
Hope fundraiser event from Saturday.

Councilwoman Barber thanked everyone for their support and participation in the inaugural
Kickball Charity Event on Saturday noting with your support, we exceeded our fundraising goal
of $20k and had fun while doing it, and accomplished the mission to spread public awareness of
Hands of Hope Clinic and the services that they provide to Henry County citizens and
acknowledged the work of non-profits and the impact to the community; Councilwoman Barber
gave a special thank you to Amanda Reeves, Carlotta Harrell, Jonathan Penn, Otis Key and
Rosalynd Rawls for their dedication and support in making this event great; and offered
congratulations to the Henry County Water Authority on their Kickball Championship win.
ANNOUNCEMENTS OF UPCOMING MEETINGS & EVENTS
UPCOMING MEETINGS & ANNOUNCEMENTS: Council meetings are held in the City Council
Chamber on the 2nd floor of City Hall. Meeting dates, locations and times are subject to
change. Please visit the city’s website www.cityofstockbridge.com for the meeting invitation
link, Facebook page or contact City Hall offices at 770-389-7900 for updates.

•Main Street Advisory Board Meeting, 2nd Friday of each month 9:00 a.m. City Hall Levi
Meeting Room (Oct 14)
•Downtown Development Authority Meeting, 6:00 p.m. Via Zoom - 3rd Tuesday of each month
Via Zoom (Oct 18)
•Youth Council Advisory Committee Meeting, 6:30 p.m. – 3RD Tuesday of each month Levi
Meeting Room - City Hall (Oct 18)
•City Council Work Session Meeting, Tuesday at 6:00 p.m. – Council Chamber (Oct 25)
•Planning Commission Meeting, 4th Thursday at 6:30 p.m. Council Chamber (Oct 27)
•City Council Meeting, Second Monday of each month –Council Chamber (Nov 14)
•Youth Council Meeting, 6:30 p.m. - 2nd Monday of each month City Hall Levi Meeting Room -
City Hall (Nov 14)

UPCOMING CITY EVENTS/INITIATIVES
•A Continuous Salute to Veterans: Please forward pictures of Veterans including name,
branch, rank, and years of service as Mayor Pro Tem Thomas presents a special tribute to our
local veterans. Please submit pictures and information to: Rosalynd Rawls at
rrawls@cityofstockbridge-ga.gov. Thank you for your service!
•Please join Councilwoman Barber for FREE Zumba on every Saturday morning at Clark
Community Park at 8:00 a.m. Come out for fitness in the park!
•The City of Stockbridge will host an in-person Annexation Town Hall Meeting Thursday,
October 20th at 6:30 p.m. at the Merle Manders Conference Center 111 Davis Rd. Come out
to learn the facts about the Annexation Referendum, Neighborhoods in the proposed area,
benefits of Stockbridge Annexation and proposed council districts.
•Please join Councilman Alexander for a Town Hall at the Stockbridge Amphitheater,
Thursday, October 27th at 7:00 p.m. to discuss Economic Development, Business
Opportunities and Public Safety. FREE EVENT
•Please join Councilwoman Gantt for her Annual Fall Festival taking place Saturday, October
29th from 10:00 a.m. to 4:00 p.m. at Clark Park. FREE EVENT

UPCOMING CONCERTS
•Charlie Wilson, Friday, October 14th
•Keith Sweat, Saturday, October 29th
•Rick Springfield and Tommy Tutone, Sunday, October 30th

EXECUTIVE SESSION (Exemptions to the Georgia Open Meetings Acts)
Councilwoman Gantt motioned to convene Executive Session for Personnel, Litigation and
Real Estate; Second by Councilwoman Barber. The motion passed 3-0.

Councilwoman Gantt motioned to adjourn Executive Session; Second by Councilman
Alexander. The motion passed 3-0.

Councilwoman Gantt motioned to reconvene the meeting; Second by Councilman Alexander.
The motion passed 3-0.

Councilwoman Barber motioned to approve the renewal of a one-year contract with Frank
Trammer for Chief of Police; Second by Councilman Alexander. The motion passed 3-0.

ADJOURN
Councilman Alexander motioned to adjourn: Second by Councilwoman Gantt. The motion
passed 3-0.

Respectfully submitted by:

Vanessa Holiday, City Clerk MMC Anthony S. Ford, Mayor
SUMMARY MINUTES
WORK SESSION MEETING
CITY OF STOCKBRIDGE

Tuesday, October 25, 2022 6:00 PM
Mayor & City Council Administration
Mayor Anthony S. Ford Frederick Gardiner, City Manager
Mayor Pro Tem Alphonso Thomas Vanessa Holiday, City Clerk
Councilman Elton Alexander John Wiggins, City Treasurer
Councilwoman Yolanda Barber Quinton Washington, City Attorney
Councilman John Blount Jeremy T. Berry, City Attorney
Councilwoman LaKeisha Gantt

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.
The meeting was called to order by Mayor Ford.
Invocation by Solicitor Pam Bettis.
Pledge Of Allegiance was recited by all in attendance.
City Clerk, Vanessa Holiday was asked to proceed with a verbal roll call. All members were in
attendance except Councilwoman Gantt.
Mayor Pro Tem Thomas motioned to amend the Agenda – To Add Item #11 Council
Consideration to amend the Facilities Use Policy Section 2; To Add Proclamation for LGBTQ+
History Month following Public Comments: Second by Councilman Alexander. The motion
passed 4-0.
Councilman Alexander motioned adoption Of the Agenda: Second by Mayor Pro Tem Thomas.
The motion passed 4-0.
Review of the following Minutes:
1. Draft Minutes September 12, 2022
2. Draft Minutes September 27, 2022
PUBLIC COMMENTS - All persons wishing to speak for public comment must sign in with the
City Clerk prior to the beginning of the meeting noting your name, address, and phone number.
You will be allotted three (3) minutes. Speakers must respect all members of the elected body,
officials, and staff. Defamation, unruliness and/or swearing will not be tolerated. None

Mayor Ford presented the LGBTQ+ History Month Proclamation.

PRESENTATION

3. Presentation on new online tool, Citizens Connect, which allows citizens of the City
Stockbridge to search crimes and incidents in the community.
Presented by: Frank Trammer, Police Chief
Chief Trammer noted the Citizens Connect Database is a free tool that is connected
directly to the law enforcement database which will allow the community to visualize
crime and to see what the police officers are doing in all four geographic connectors;
noted the instructions to download the database platform, find the link on the City’s
Police Department Facebook page to see crime data which is broken down into three
categories: incidents, cases, and accidents.
PUBLIC HEARING
4. Council consideration to adopt the 2023-2027 Short-Term Work Program & Capital
Improvement Element (STWP/CIE)
Presented by: Brecca Carter, Community Development Director
Ms. Carter noted the Short-Term Work Program & Capital Improvement Element
(STWP/CIE) is state mandated and drafted annually to remain in compliance with state
minimum standards; noted staff drafted the document in July where Council approved it
to transmit to the ARC (Atlanta Regional Commission) and the (DCA)

Department of Community Affairs where comments were provided to the City to make
updates; noted the City has completed the recommended updates; and requested the
document before the Council be approved and submitted by October 31, 2022 to remain
in compliance.

Ms. Carter noted projects referenced in the report are funded by the General Fund,
Grants, Sate and/or Federal dollars and staff is currently working with the city’s Grants
Administrator to find more funding for approved projects such as the Splash Pad,
Cultural Arts Center, Electric Vehicle Station at the Amphitheater and Way Finding
Signage.

Public Hearing Opened

No Speakers in Favor No Speakers Opposed

Public Hearing Closed

Councilman Alexander motioned to adopt the 2023-2027 Short-Term Work Program &
Capital Improvement Element (STWP/CIE): Second by Mayor Pro Tem Thomas. The
motion passed 4-0.
OLD BUSINESS
5. Council consideration to amend the Amphitheater Policy to create a non-compete
clause for private events and concerts, and to provide for revenue sharing on for-profit
events.
Presented by: Frederick Gardiner, City Manager
Mr. Gardiner noted changes were made to the previous document presented at the last
council meeting for pages 3-; noted on page 3 under Partnership, applicants that are
requesting to utilize the facility; the recommendations are to have applicants pay for:
sound, lighting, stagehands, publicity, advertising, stage, and backstage catering, etc.;
noted on page 4, Section 9- Categories and Fees, there was a concern with civic
organizations and educational events and on page 5, non-profits; the recommendations
are to sanction concerts as part of an agreement and will not be allowed to have
concerts outside of the agreement if approved by Council; noted for commercial or for-
profit events, there shall not be any concerts; however, if there is one, the city should
receive a 20% profit of box fees plus the $10,000 fee to utilize the facility; noted under
page 6, Section 10- Coordination of Services, language was added to include “such
services shall be provided by the city or its authorized agent under a partnership
agreement and approved by Council with the applicant reimbursing the city for all cost
associated with the provisions of such services which may include: concessions,
janitorial, grounds, parking management, emergency medical, law enforcement, fire
protection and event monitoring.”

Councilman Alexander noted his concern still lies with small businesses not being able
to participate.

Councilman Blount asked the City Manager to present a template being used by other
venues for policies and procedures.

Mayor Pro Tem Thomas expressed his concern with the city to be in a situation to lose
and inquired as to how the City would enforce the reimbursement and noted polices and
standards should be equal with a set a dollar amount.
Mr. Gardiner noted the coordinated services would require Council approval.

Councilwoman Barber noted her initial concern is asking the city to advance payments
and being reimbursed; and asked how a non-profit would be able to hold event.

Mr. Gardiner noted small non-profits may not want to host an event at the amphitheater,
but a large non-profit may.

Councilwoman Barber motioned to Table: Second by Councilman Blount. Passed 4-0.
6. Council consideration to approve the award of Request For Proposal RFP) Number
2022-0006, On Call General Engineering Services for the City of Stockbridge to Carter
& Sloope Consulting Engineers.
Presented by: Decius Aaron, Public Works Director
Mr. Aaron noted during the last meeting the Carter & Sloope Consulting Engineers
agreement was removed from the Agenda noting they received the contract to review
on the same day as the meeting; and noted since that meeting Carter & Sloope has
reviewed the contract and along with the City Attorney and staff is asking for approval.

Councilman Alexander motioned to approve the award of Request For Proposal RFP)
Number 2022-0006, On Call General Engineering Services for the City of Stockbridge to
Carter & Sloope Consulting Engineers: Second by Mayor Pro Tem Thomas. The motion
passed 3-0-1 (Barber Abstained).
NEW BUSINESS
7. Council consideration to approve the City of Stockbridge Wayfinding Schematic Designs
Presented by: Kira Harris- Braggs, Main Street Program Manager, and Tiffany Chen,
Principal of Sky Design
Ms. Chen presented a recap and noted signage would surround the City’s borders and
work inwards to identify the City and assist with wayfinding key destination; noted the
process is still in the schematic design phase, following the conclusion and the next
steps are design development with a detailed technical set which would be placed out
for a bid and installation; noted they have identified primary, secondary, and tertiary
routes which will be developed during the design phase and have three different options
to choose from; noted primary signage would be placed on exits 222 and 228; noted her
request is for a consensus from Council confirming they are moving in the right direction
and if there are any changes or additions to inform her.

Councilwoman Barber motioned to authorize staff to continue in the direction of the
schematic designs as presented: Second by Councilman Alexander. The motion passed
4-0.

8. Council consideration to approve benefits renewal for calendar year 2023 with United
Healthcare for medical, dental and vision coverage effective January 1, 2023.
Presented by: Frederick Gardiner, City Manager, Renee Wheeler HR Manager and Tom
Hayes, Broker of MSI
Ms. Wheeler noted this item is the renewing of the city’s health benefits for the next
calendar year with staff’s recommendation of moving to United Healthcare for benefits.

Mr. Hayes noted they are looking at the best options for the 2023 calendar year; also
noted the city had a medical loss ratio that ran at 108% with Cigna’s medical renewal
workup increasing by 23%; noted Cigna has a non-marketing offer of 10% and if the city
accepted the non-marketing renewal, there would be no plan change, no changes to
employee deductions, there would be a small increase to dental of 0.3% with an overall
budget increase of $190,000; noted receiving quotes from Blue Cross/Blue Shield,
Aetna, Humana, and Kaiser Permanente noting Cigna’s renewal would have increased
14.7%; noted they took the benefits to market and received a good proposal from
United Health Care and looked at self-insured options through SBR (Strategic Benefit
Resources); United Healthcare came back with a 10% decrease and when presented to
Cigna who came back with a 5% decrease with what their renewal would be; noted it
would be the same plan design with the only changes made with and increase with
pharmacy tier 3 and tier 4; tier 3 are non-brand name drugs that would include a $75 co-
pay instead of the $60 co-pay and tier 4 are specialty drugs with a $150 co-pay; noted if
the annual net decrease would be $371,126 for 2023 and with Cigna renewals currently
on a level funded plan, the city could be eligible to get a surplus at the end of the year
and could get a refund from claims estimated at $83,000; noted the revised renewal
with Cigna’s annual net decreased would be $170,000 with United Healthcare $100,000
cheaper and SBR (Strategic Benefit Resources) at $300,000; noted with dental, Cigna’s
rate increased about 4.82% with the employee paying $35.99 for employee only and a
$37.72 monthly premium for employees; noted the United Healthcare plan matched the
current plan and rates with no changes made to cost or deductions; noted with Vision,
United Healthcare matched the plan design and the current flat rate renewal; noted
regarding Aflac, the city currently has individual plans and will start offering group plans
with the option of keeping individual plans; noted with medical and under United
Healthcare, there would be no difference in cost and the city would see a 10.5%
decrease for 2023 with an annual net total of $3,048,000.

Councilman Blount expressed his concern with introductory rates and the plan later
changing; and referenced the city’s move from United Healthcare previously.

Councilman Alexander motioned to approve the city’s insurance benefits with United
Healthcare of Georgia effective January 1, 2023, in the amount of $3,058,614.00:
Second by Councilwoman Barber. The motion passed 4-0.

9. Council consideration to approve the First progress briefing of City Council summarizing
the benefits of establishing a Tax Allocation District and schedule through adoption.
Presented by: Frederick Gardiner, City Manager and Ken Bleakly of KB Advisory Group
Mr. Gardiner noted in 2020 Henry County and Stockbridge voters granted the County
and its municipalities redevelopment powers to create tax allocation districts (TAD) and
finance improvements within those districts the TAD (Tax Allocation District); and
referenced two major TAD districts being at Atlantic Station and Camp Creek
Marketplace.

Mr. Bleakly noted a Tax Allocation District or TAD, is a geographic area consisting of
specific identified tax parcels within a Redevelopment Area where cities and counties
may use the Georgia Redevelopment Powers Law to stimulate private investment in
underdeveloped properties; noted a TAD can only be established within a
redevelopment area created by local adoption of an approved Redevelopment Plan;
noted the City Council has until December 31 to adopt a redevelopment plan and create
a TAD to become effective in 2023, otherwise that process must be delayed a year; and
TADs usually have a finite life (typically 25 to 30 years) and can be dissolved by the
local government provided no debt obligations are outstanding; noted TADs work from
future ad valorem taxes from new development and future growth are used to pay off
TAD commitments; Real Estate, personal property and sales taxes can be pledged for
up to 50 years and typically only real estate taxes are pledged no more than 30 years.
Mr. Bleakly noted TADs can only be used in redevelopment areas with a redevelopment
plan and redevelopment areas must meet minimum definitional requirements to qualify,
which are specified in the statute; Redevelopment Areas can only be created by local
adoption of an approved Redevelopment Plan created under guidelines specified in
State law; a TAD can encompass all or a portion of the Redevelopment Area – a
redevelopment area can also contain more than 1 TAD; and a redevelopment plan can
be amended in the future to create additional TADs within the same redevelopment
area, provided the original TAD(s) is/are not impacted; noted the minimum requirements
to qualify a redevelopment area include such factors as comparatively slow growth,
below average (housing and commercial) property values, higher residential and
commercial vacancy rates, “pervasive poverty” and/or above average unemployment
than the community or region; noted there is a “catch all” provision in the definition of a
redevelopment area --“the existence of conditions through any combination of the
foregoing that substantially impair the sound growth of the community and retard the
provision of housing accommodations or employment” gives local governments
discretion to use redevelopment powers in areas which are not growing in the manner
desired by the community, as evidenced by the adopted comprehensive plan or in prior
studies, like the Stockbridge LCI Plan; noted information that is required states the law
specifies the required contents of a Redevelopment Plan. (These plans have been
written by consultants, law firms and by “in house” city/county staff.) with a 10% cap of a
jurisdiction’s digest; noted the proposed redevelopment area (the Area) focuses on the
corridor between I 75 and Downtown Stockbridge, including North Henry Blvd as the
main commercial gateway to downtown. Once the TAD digest is certified to a “base”
year, if the boundaries of the TAD are changed later, the base digest must also be
“reset” to that new base year. In most circumstances, once a TAD is created its
boundaries should remain fixed, so it is best to get the map right the first time. Factors
to consider when setting TAD boundaries: The geography chosen should reflect the
overall strategy articulated in the Redevelopment Plan, The TAD should include areas
where future projects are planned to create tax increment as well as areas where the
community expects to spend future TAD revenues if/when available; noted the TAD
should include parcels surrounding planned projects, which are most likely to increase
in value if those projects are successfully implemented; noted the next steps are to
establish boundaries for the TAD; noted during the November 14th meeting he will
present a second presentation to the City Council containing more specific findings for
the proposed TAD and contents of the required redevelopment plan to create TAD #1:
November 21st, Deliver a draft copy of the redevelopment plan to the City Council;
November 29th, : Hold the required TAD Public Hearing; December 12th; City Council
votes on a Resolution to adopt the redevelopment plan and establish TAD #1 the vote
may be preceded by an (optional) second public hearing; if passed there will be a
request consent to TAD #1 from the Henry County Commission (first) and
Board of Education and negotiate agreements with each party.

Councilwoman Barber motioned to approve moving forward with establishing a Tax
Allocation District (TAD) for the City of Stockbridge: Second by Councilman Alexander.
The motion passed 4-0. Staff was tasked with providing a more defined map of the
proposed Tax Allocation District.

10. Council consideration to approve the City of Stockbridge Police Department Citizen-
Police Advisory Council Policy as modified.
Presented by: Frank Trammer, Police Chief
Chief Trammer noted the policy had been previously presented and at that time he
asked for comments from the governing body; noted the policy has been modified and
he is seeking approval as modified to move forward with solicitating applications for the
Citizen-Police Advisory Council Policy.

Councilman Blount motioned to approve as modified: Second by Mayor Pro Tem
Thomas. The motion passed 3-0-1 (Barber Abstained).

11. Council consideration to amend the Facilities Use Policy Section 2 To remove the use
of the Ted Strickland Community Center and to Add the use of the MMCC with in
partnership with an organization once each year with expenses incurred shall be the
responsibility of the elected official’s initiative fund and partnering organization.

Mayor Ford noted the policy states twice, once on the weekend (Friday or Saturday)
and once during the week (Monday-Thursday). Mayor Pro Tem Thomas noted the
existing policy will stand and is an amendment to include “partnering.”

Mayor Pro Tem Thomas motioned to approve Council consideration to amend the
Facilities Use Policy Section 2 To remove the use of the Ted Strickland Community
Center and to Add the use of the MMCC with in partnership with an organization once
each year; expenses incurred shall be the responsibility of the elected official’s initiative
fund and partnering organization: Second by Councilman Alexander. The motion
passed 4-0.
ANNOUNCEMENTS OF UPCOMING MEETINGS & EVENTS

UPCOMING MEETINGS & ANNOUNCEMENTS: Council meetings will be held in the City
Council Chamber. Meeting dates, locations and times are subject to change. Please visit the
city’s website www.cityofstockbridge.com for the meeting invitation link, Facebook page or
contact City Hall offices at 770-389-7900 for updates.
• Main Street Advisory Board Meeting, second Friday of each month at 9:00 a.m. City
Hall Levi Meeting Room (Nov 11)
• Downtown Development Authority Meeting, 6:00 p.m. Via Zoom - 3rd Tuesday of each
month Via Zoom (Nov 15)
• Youth Council Advisory Committee Meeting, 6:30 p.m. - third Tuesday of each month
Levi Meeting Room - City Hall (Nov 15)
• City Council Work Session Meeting, last Tuesday of each month at 6:00 p.m. – City Hall
Council Chamber (Nov 29)
• Planning Commission Meeting on the fourth Thursday at 6:30 p.m. City Hall Council
Chamber – As needed
• City Council Meeting, second Monday of each month – City Hall Council Chamber (Nov
14)
• Youth Council Meeting, 6:30 p.m. - second Monday of each month City Hall Levi
Meeting Room - City Hall (Nov 14)
UPCOMING CITY EVENTS/INITIATIVES
• A Continuous Salute to Veterans: Please forward pictures of Veterans including name,
branch, rank, and years of service as Mayor Pro Tem Thomas presents a special tribute
to our local veterans. Pictures should be submitted to: Rosalynd Rawls at
rrawls@cityofstockbridge-ga.gov Thank you for your service!
• Please join Councilwoman Barber for FREE Zumba on every Saturday morning at Clark
Community Park at 8:00 a.m. Come out for fitness in the park!
• The City of Stockbridge will host an in-person Annexation Town Hall Meeting on
Tuesday, November 1st at 6:30 p.m. Virtual Town Hall, please visit the website or
Facebook page for login information; and Saturday, November 5th at 10:00 a.m. at
Bridge City Church 3910 N. Henry Blvd. Come out to learn the facts about the
Annexation Referendum, which neighborhoods are in the proposed area, and find out
the benefits of city residents and proposed council districts.
• Please join Councilman Alexander for a Town Hall at the Stockbridge Amphitheater,
Thursday, October 27th at 7:00 p.m. to discuss Economic Development, Business
Opportunities and Public Safety. FREE EVENT.
• Please join Councilwoman Gantt for her Annual Fall Festival taking place Saturday,
October 29th from noon to 4:00 p.m. at Clark Park. FREE EVENT
• Please join Mayor Ford and Southern Crescent Women in Business for the annual
Funding Pitch, Wednesday, October 26th at 6:30 p.m. at the Merle Manders
Conference Center.
UPCOMING CONCERTS
• Keith Sweat, Saturday, October 29th
• Rick Springfield and Tommy Tutone, Sunday, October 30th
Congratulations to the Henry County Chamber of Commerce for being named Chamber of the
Year!
MAYOR'S COMMENTS (Mayor Anthony Ford)
Mayor Ford noted we are still in a pandemic; noted vaccinations are available at the Henry
County Health Department from 9am – 11:30 am and 1pm – 2:30 pm at 135 Henry Parkway or
call their office at 470-664-0005 for more information; noted COVID Testing is available
throughout the county and also taking place at Red Hawk Field on Henry Parkway Mon., Wed.,
and Fri. from 9am – 3pm; noted the CDC recommends everyone who is eligible to get their
2nd and third boosters, and encouraged everyone to also get a flu shot; noted Early Voting is
underway with the turnout setting records across the state and noted the locations and times
and to visit the website for detailed information; noted the last day to request an absentee
ballot is Friday, October 28th; noted Halloween is right around the corner and asked that
everyone please be careful and to look out for the kids while they are out trick or treating;
noted he will be hosting the I-75 Central Corridor meeting on November 9th with more
information to follow.
EXECUTIVE SESSION
Councilman Blount motioned to convene Executive Session for Personnel, Litigation and Real
Estate: Second by Councilwoman Barber. The motion passed 4-0.

Mayor Pro Tem Thomas motioned to adjourn Executive Session: Second by Councilman
Alexander. The motion passed 4-0.

Councilman Alexander motioned to reconvene the meeting without Executive Session action:
Second by Mayor Pro Tem Thomas. The motion passed 4-0.

ADJOURN
Mayor Pro Tem Thomas motioned to adjourn: Second by Councilman Alexander. The motion
passed 4-0.

Respectfully submitted by:

Vanessa Holiday, City Clerk MMC Anthony S. Ford, Mayor
2023
Budget
City of Stockbridge, Georgia

John Wiggins
2023 Budget
MEMORANDUM
TO: Mayor and Council

FROM: CMO Fredrick Gardiner

DATE: October 10, 2022

RE: FY 2023 Budget

You will find the attached proposed budget for Fiscal Year 2023. The proposed budget is intended
to place the City of Stockbridge in the position of serving its citizens at the highest level during 2023
and in the future. The proposed budget underscores the City’s commitment to excellent service and
ensuring sound economic principles which will allow for a healthy financial outlook. In addition, the
proposed FY 2023 budget proposes to enhance the cultural enjoyment of citizens and provide the
foundation for economic development and our advancement into the future. The amphitheater will
enhance the opportunity for City exposure in our state and region.
The City is poised to experience well-balanced growth and development in accordance with our land
use plan. The City will continue to provide a high level of service to its citizens, provide activities and
events each year that attracts thousands of visitors. The City will continue to move numerous capital
projects forward toward completion.
The realistic revenue projection for FY 2023 is approximately $21.8 million, which of course means
that overall budget has been reduced in various areas since the August budget retreat. In keeping
within the FY2023 projections, the City will be reducing its health cost for staff by $773,002 from last
year. The City will maintain the same level of healthcare as last year, just with another insurance
carrier. Also, the City forgo with the standard increase of five percent in the 2023 proposed budget
to maintain cost, but look to reestablish in FY2024.
Listed are key aspects of the FY 2023 Budget:

Revenue Projections
The economy continues to advance forward, modest increases are expected for franchise fees,
licensing fees, and Local Option Sales Tax (LOST). Although, LOST revenues have been up over
the past several months, a conservative approach to expenditures should be observed due to a
potential recession.

The bulk of increases in health and dental costs are being absorbed by the City and not passed on to
employees. As health care costs continue to increase, they are becoming a challenge for the public
and private entities. We plan to utilize funds from SPLOST V, TSPLOST, and the last round of the
American Rescue Plan Act (ARPA) funds to support our efforts addressing some capital needs.

Department Positions
Information Technology 2
Community Development 1
Finance 1
Human Resources 1

Additional Comments

As a result of the City’s commitment to serving the Citizens of Stockbridge the formation of the
Stockbridge Police Department is providing law-enforcement operations and public safety support
tailored to meet the needs of citizens and geography of the City. The Police Department commence to
operations fully staff July 1, 2022 and will opens its new Police Facility by December 31, 2022 to serve
the Citizens of Stockbridge.

Sincerely,

Fredrick Gardiner
City Manager
City of Stockbridge

Proposed Budget
for Fiscal Year ending
December 31, 2023

Submitted by

Frederick Gardiner, City Manager

Vanessa Holiday, City Clerk

John Wiggins III, City Treasurer

MAYOR AND COUNCIL

Anthony S. Ford

Lakeisha T. Gantt Yolanda Barber

Alphonso Thomas Elton Alexander John Blount
Table of Contents

Budget Calendar ………..……………………………………………………………………………….6

Personnel Overview ………..………………………………………………………………………….7

Annual Operating Budget & Capital Improvement Policy ..………………………….12

Budget Summary ..……………………………………………………………….…………………….18

Revenues………………………………………………………………………….…………..……………22

Expenditures……………………………………………………………………….………………..……36

Capital Improvement Plan…………………………………………………….…………………….78

Appendix………………………..…………………………………………………….…………………….89

City of Stockbridge, Georgia
Fiscal Year 2023 Budget Calendar

Dates: Action:

July 1 Budget officer prepares budget forms for distributions to departments

July 8 Budget officer distributes forms to department heads

July 21 Budget officer prepares preliminary General Fund revenue estimates

July 22 Departments return capital and budget request forms to budget officer/CMO

August 8 Capital budget submission to City Council
Budget officer reviews and adjusts each department's budget and prepares expenditure and
August 9 - 16 revenue plans

August 17 Budget Retreat Day 1

August 18 Budget Retreat Day 2

August 19 Budget Retreat Day 3
Begin executive review and development of final budget content (Budget officer and City
September 1 - 30 Manager)

October 1 - 7 Budget officer makes adjustments

October 5 City Clerk advertise public hearing
City Manager submits budget to the Mayor and City Council for review with
October 10 message

October 13 & 20 Community Town Hall Meeting

November 23 City Clerk advertise public hearing

November 29 Second Public Budget Hearing

November 30 Budget officer makes adjustments

December 5 City Clerk advertise public hearing
Third Budget Hearing and City Council adopts the budget
December 12 and revenue ordinances

January 1 Fiscal year begins

Personnel Summary

The City of Stockbridge

City of Stockbridge --- 2023 Budgeted Positions
Based on Budget 2022
Departmental / FTE PTE FTE PTE FTE PTE
Job Title
Budgeted Area Budgeted Filled Vacant Account Numbers
City Manager 1 1 100-13000-511100
Executive Executive Assistant 1 1 100-13000-511100
Public Information Officer 1 1 100-13000-511100
Management Analyst 1 1 100-13000-511100
Receptionist 1 1 100-13000-511100

Treasurer/CFO 1 1 100-15100-511100
Senior Accountant 1 1 100-15100-511100
Budget Analyst 0 0 1 100-15100-511100
Accounts Payable Clerk 1 1 100-15100-511100
Finance
Payroll Specialist 1 1 100-15100-511100
Administration
Accountant 1 1 100-15100-511100
Purchasing Manager 1 1 100-15100-511100
Purchasing Clerk 1 1 100-15100-511100
Purchasing Specialist 1 1 100-15100-511100

Code Enforcement Code Enforcement Officer 1 1 100-74500-511100
Code Enforcement
1 1 100-74500-511100
Supervisor
Code Enforcement Officer 1 1 100-74500-511100

Main Street Manager 1 1 100-75500-511100
Main Street
Main Street Coordinator 1 1 100-75500-511100

Permitting Building Permit Coordinator 1 1 100-72000-511100
Development Fire Marshall 1 1 100-72000-511100

Occupational Tax Clerk 1 1 100-15160-511100
Business Services Occupational Tax Clerk 1 1 100-15160-511100
Business Services
1 1 100-15160-511100
Supervisor

GIS/Planning GIS Analyst or Technician 1 1 100-75700-511100

City Clerk 1 1 100-11300-511100
City Clerk Deputy City Clerk 1 1 100-11300-511100
Administrative Assistant 1 1 100-11300-511100

Human Resources Human Resources Manager 1 1 100-15400-511100
Risk Management Specialist 0 0 1 100-15400-511100
Human Resources
1 1 100-15400-511100
Coordinator

Economic Economic Development
1 1 100-75100-511100
Development Director

Conference Center &
1 1 555-15650-511100
MM Conference Events Manager
Center Events Technician 1 1 555-15650-511100
Events Technician 1 1 555-15650-511100
Conference Center
1 1 555-15650-511100
Coordinator
Administrative Assistant 1 1 555-15650-511100
Events Coordinator 1 1 1 555-15650-511100

Associate Judge 100-25000-511140
Court Clerk 1 1 100-25000-511100
Administration- Deputy Court Clerk 1 0 1 100-25000-511100
Court Administrative Court Clerk 1 1 100-25000-511100
Judge 1 1 100-25000-511142
Solicitor 1 1 100-25000-511140

Mayor 1 1 100-11100-511120
Governing Body
City Council 5 5 100-11100-511121

Admin Assistant to Mayor &
1 1 100-11100-511100
Governing Body Council
Staff Executive Assistant to
1 1 100-11100-511100
Mayor & Council

Planner & Zoning Senior Planner 1 1 100-74100-511100
Community Development
1 1 100-74100-511100
Director
Permit & License Manager 0 0 1 100-74100-511100
Chief Planner 1 1 100-74100-511100
Executive Assistant 1 1 100-74100-511100
Planner I 1 1 100-74100-511100

Government
Facilities Manager 1 1 100-15650-511100
Buildings/Property
Facilities Technician 1 0 1 100-15650-511100
Facilities Technician 1 1 100-15650-511100

Administrative Assistant -
1 1 100-42200-511100
Public Works
Crew Leader - Public Works 1 1 100-42200-511100
Crew Leader - Public Works 1 1 100-42200-511100
Crew Leader - Public Works 1 1 100-42200-511100
General Maintenance
1 1 100-42200-511100
Supervisor
Mechanic 1 1 100-42200-511100
Mechanic 1 1 100-42200-511100
Public Works Public Works Director 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100
Public Works Technician 1 1 100-42200-511100

Utility Billing Clerk-
Sanitation 1 1 540-45200-511100
Sanitation

Financial Services
1 1 505-43300-511100
Technician - Sewer
Wastewater Collections
1 1 505-43300-511100
Systems Operator I
Wastewater Collections
1 1 505-43300-511100
Systems Operator I
Wastewater Collections
1 1 505-43300-511100
Systems Operator I
Wastewater Reclamation
1 1 505-43300-511100
Plant Superintendent
Sewer/Wastewater
Wastewater Chief
1 1 505-43300-511100
Collections Operator
Wastewater Chief Systems
1 1 505-43300-511100
Operator
Wastewater Systems
1 1 505-43300-511100
Operator I
Wastewater Systems
1 1 505-43300-511100
Operator III
Wastewater Systems
1 1 505-43300-511100
Operator III

Stormwater Supervisor 1 1 510-42500-511100
Stormwater Technician 1 0 1 510-42500-511100
Stormwater Stormwater Technician 1 1 510-42500-511100
Stormwater Technician 1 1 510-42500-511100
Stormwater Technician 1 1 510-42500-511100

Utility Billing Supervisor -
1 1 505-44200-511100
Water
Water Superintendent 1 1 505-44200-511100
Water Systems Technician I 1 1 505-44200-511100
Water Systems Technician I 1 0 1 505-44200-511100
Water Water Systems Technician I 1 1 505-44200-511100
Water Systems Technician
1 505-44200-511100
II
Water Systems Technician I 1 1 505-44200-511100
Water Systems Chief
1 1 505-44200-511100
Operator
POLICE OFFICER - PART
1 1
TIME 100-32100-511100
POLICE OFFICER - PART
1 1
TIME 100-32100-511100
Police
POLICE ADMINISTRATIVE
1 1
CLERK 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
10
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE RECORDS
1 1
COORDINATOR/TAC 100-32100-511100
POLICE DETECTIVE 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE OFFICER 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE DETECTIVE 1 1 100-32100-511100
POLICE DETECTIVE 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE SENIOR OFFICER 1 1 100-32100-511100
POLICE CRIME SCENE
1 1
INVESTIGATOR 100-32100-511100
POLICE DETECTIVE 1 1 100-32100-511100
POLICE EXECUTIVE
1 1
ASSISTANT TO CHIEF 100-32100-511100
POLICE DETECTIVE 1 1 100-32100-511100
POLICE DETECTIVE FIRST
1 1
CLASS 100-32100-511100
POLICE DETECTIVE FIRST
1 1
CLASS 100-32100-511100
POLICE RECORDS
1 1
COORDINATOR/TAC 100-32100-511100
POLICE SENIOR CRIME
1 1
SCENE INVESTIGATOR 100-32100-511100
POLICE CORPORAL 1 1 100-32100-511100
POLICE CORPORAL 1 1 100-32100-511100
POLICE CORPORAL 1 1 100-32100-511100
POLICE CORPORAL 1 1 100-32100-511100
POLICE CORPORAL 1 1 100-32100-511100
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POLICE SERGEANT 1 1 100-32100-511100
POLICE STAFF SERGEANT 1 1 100-32100-511100
POLICE STAFF SERGEANT 1 1 100-32100-511100
POLICE ADMINISTRATIVE
1 1
SUPERVISOR 100-32100-511100
POLICE OFFICER - PART
1 1
TIME 100-32100-511100
POLICE FIRST SERGEANT 1 1 100-32100-511100
POLICE STAFF SERGEANT 1 1 100-32100-511100
POLICE STAFF SERGEANT 1 1 100-32100-511100
POLICE FIRST SERGEANT 1 1 100-32100-511100
POLICE LIEUTENANT
1 1
COMMANDER (CAPTAIN) 100-32100-511100
POLICE LIEUTENANT
1 1
COMMANDER (CAPTAIN) 100-32100-511100
POLICE LIEUTENANT
1 1
COMMANDER (CAPTAIN) 100-32100-511100
POLICE LIEUTENANT
1 1
COMMANDER (CAPTAIN) 100-32100-511100
POLICE LIEUTENANT
1 1
COMMANDER (CAPTAIN) 100-32100-511100
POLICE LIEUTENANT
1 1
COMMANDER (CAPTAIN) 100-32100-511100
POLICE COMMANDER
1 1
(MAJOR) 100-32100-511100
POLICE COMMANDER
1 1
(MAJOR) 100-32100-511100
POLICE CHIEF 1 1 100-32100-511100
TOTALS 153 10 150 10 8

NOTES: Proposed 1.) Permitting License Community Development Department
Positions for Manager
2023 Budget 2.) Risk Specialist Human Resources Department
3.) Budget Analyst Finance
4.) Network Administrator Information Technology
5.) Help Desk Technician Information Technology

12
Annual Operating Budget and Capital Improvement Policy

The City of Stockbridge

13
ANNUAL OPERATING BUDGET AND CAPITAL IMPROVEMENT POLICY

The Georgia State law requires an annual balanced budget. The adopted budget shall be a balanced budget with
anticipated revenues (including appropriated unencumbered surplus) equal to or greater than appropriated
expenditures. All funds within the budget shall also be balanced.

The City’s Proposed Budget shall be prepared annually by the City Manager with participation of all City Departments
consistent with provisions of the City Charter and State Budget Laws. The Budget shall include (1) revenues forecasts (2)
personnel costs, (3) operating and maintenance supply costs, (4) general services costs (5) debt service and; (6) capital
and other (non-capital) costs.

The budget review process shall include public hearings. At the time the proposed budget is transmitted to members of
the City Council by the City Manager, a copy will be made available for public inspection at City Hall and advertised in a
local newspaper of general circulation. No earlier than seven days after the proposed budget is transmitted to the City
Council and at least seven days in advance of budget adoption, a public hearing takes place to give the public an
opportunity to comment on the proposed budget. Notice of a public hearing must be advertised at least fourteen days
in advance of the public hearing.

Prior to the first day of the fiscal year, the City Council will adopt an Annual Operating Budget and Five-Year Capital
Improvements at a public meeting. The annual and CIP budget shall be advertised at least one week prior to the
meeting. The proposed budget is prepared by the City Manager and transmitted to members of the City Council for its
review with sufficient time given for the City Council to address policy and fiscal issues.

▪ Adoption

The Budget shall be adopted by the approval of a budget ordinance that specifies the anticipated revenues by
appropriate categories, the proposed expenditure totals for each department, each non-departmental expense, and for
each fund covered by the budget.

▪ Amendments

Budget amendments must be approved by resolution. The budget shall be adopted at the fund/department level, which
is the legal level of budgetary control. The current year’s budget may be adjusted to reflect changes in local economy,
changes in priorities or services needed, and receipt of unbudgeted revenues and for unanticipated expenditures.

▪ Balanced Budget

The Annual Budget consists of operating, debt services, grants, and capital spending. The Annual Budget shall be
balanced with anticipated revenues, including appropriated, unencumbered surplus or stabilization reserves, equal to
proposed expenditures. All funds within the Budget shall also be balanced. City Council will annually approve the
revenues, expenditures, and capital improvements spending for all City fund appropriations. The Annual Budget will also
include operating impacts from the Five-Year CIP. The operating impacts should address any one-time or reoccurring
cost increases or decreases due to the major capital investment. Capital expenses include both major equipment and
infrastructure improvement costs.

▪ Planning

The City will utilize a Decentralized Budget Process. All departments will be given an opportunity to participate in the
Budget Process and submit funding requests to the City Manager.

▪ Capital

All Capital Expenditures must be approved as part of each department budget in the Capital Improvement Fund. Before
committing to a Capital Improvement Project, the City Manager or his/her designee must verify fund availability. The
Capital Budget provides annual funding for long-term capital projects identified in the Capital Improvement During the
14
Annual Budget Process, each department submits its Budget request including operating and capital needs. Upon review
of the requests, major capital projects are placed in the Capital Improvements Fund. Other capital outlays are placed in
the department’s operating budget. Capital outlay is generally defined as an individual item in excess of $5,000 with a
life expectancy of more than two years but less than 10 years.

Citywide capital improvements are assessed and prioritized based on the City’s objectives and goals, the City’s
comprehensive work plan, and the City’s strategic plan.

▪ Interim Reporting on the Annual Budget and Capital Improvements

Periodic financial reports will be provided to enable the City Manager to monitor and control the Annual Operating and
Capital Budget and to enable Department Heads to manage the annual appropriations. These reports will be prepared
and distributed to Department Heads and on to the City Manager. Summary financial and budgetary reports should be
presented by the City Manager to the City Council no less than quarterly and preferably on a monthly basis.

▪ Control and Accountability

Each Department Head is responsible for ensuring that his/her department expenditures do not exceed budgeted funds.
Departments cannot exceed appropriations described in the budget. Failure to achieve budgetary control will be
evaluated and investigated by the City Manager.

▪ Budget Transfers

Contingent upon remaining within the confines of the total department budget, each Department Head has the
authority to recommend Budget Transfers to the City Manager. Funds within departmental budget line items can be
transferred upon the recommendation of the Department Head and with approval of the City Manager. Budget transfers
over $5,000 for operating expenses for Capital Improvements must be approved by City Council prior to any spending or
contract purchases.

BASIS of BUDGETING

The modified accrual basis is followed in all governmental funds. Under this method, revenues are recognized when they
become measurable and available as net current assets. Expenditures are generally recognized when the obligation is
incurred, with the exception of principal and interest on general long-term debt which is recognized when due, and
purchase of Capital Assets whose cost are fully recognized at time of purchase and not amortized over the life of the
asset.

Unlike full accrual basis, annual appropriated budgets are adopted for all funds at the department level. Budgets are
adopted on a non-GAAP basis. All appropriations that have not been encumbered at the end of the fiscal year will lapse.
Expenditures may not legally exceed budgeted appropriations at the department level.

All Proprietary Funds are budgeted for using the accrual basis of accounting. Whereby, revenues are recognized when
incurred. Proprietary funds distinguish operating revenues and expenses from non-operating items. Operating revenues
and expenses generally result from providing services and producing and delivering goods in connection with a
proprietary fund’s principal ongoing operations. The principal operating revenues of the City’s enterprise funds are
charges to customers for sales and services. Operating expenses for enterprise funds include the cost of sales and
services, administrative expenses, and depreciation on capital assets. All revenues and expenses not meeting this
definition are reported as non-operating revenues and expenses.

GAAP BASIS vs. BUDGET BASIS

Budgets are adopted on a basis consistent with GAAP except for the capital projects fund, which have project length
budgets, rather than annual budgets. The City adopts budgets for its enterprise and internal service funds; however, the
reporting of the budget to actual comparison is not required.

15
How to Use this Budget

WHAT IS A BUDGET?

A budget is a financial plan for a city. It includes both estimates of resources available, including revenues and fund
balance, and appropriations that are the authority to spend money for specific purposes. After extensive input from the
various departments, as well as the public, the budget is prepared by the Finance Department. The City Manager
presents the budget for adoption to Mayor & City Council.

The document begins with a transmittal letter from the City Manager. This letter summarizes the contents of the budget
and provides an explanation of the rationale used by the City Manager during the budget development process. The City
Manager also outlines the administration’s work program for the upcoming year.

The budget document is prepared to provide information about the City, both financial information and
operational/policy information from a variety of perspectives and degree of detail. The reader should first review the
Table of Contents and the Glossary and then read the Transmittal letter. The Financial Summary Section should then be
reviewed. Finally, the specific department and program budgets provide the detailed information as to what purposes
the City’s resources will be utilized during the fiscal year. When reading this document, it is useful to remember that it
has been developed based on both organizational structure and financial structure. The organizational structure is
reflected in the departmental budgets. The financial structure is reflected in the reporting of expenditures and revenues
by fund. A fund is a self-balancing set of accounts designed to track specific revenues and the uses of those revenues.
Each fund is independent of all other funds and money cannot be transferred from one fund to another without the
approval of the City Council.

QUESTIONS & ANSWERS

Q: What is the purpose of the City Budget?

A: The budget is an annual financial plan for the City of East Point. It specifies the level of municipal services to be
provided in the coming year and the resources, including personnel positions, capital expenditures and operating
expenses needed to provide these services. It reflects the policies and priorities set by the Mayor and City Council. How
to Use this Budget

Q: What is a fiscal year?

A: A fiscal year is a 12-month operating cycle that comprises a budget and financial reporting period. The City’s fiscal
year begins on January 1st and ends on December 31st.

Q: What is an operating budget?

A: An operating budget is an annual financial plan for recurring expenditures, such as salaries, utilities, and supplies.

Q: What is a capital improvement budget?

A: A capital improvement budget is both a short and long-range plan for the construction of physical assets, such as
buildings, streets, sewers, as well as vehicles and equipment.

Q: What is an enterprise fund?

A: An enterprise fund earns its own revenues by charging customers for the services that it provides. It receives no tax
funds.

Q: What is a budget appropriation?

16
A: A budget appropriation is a specific amount of money that has been approved by the City Council for use in a
particular manner.

Q: What is a budget amendment?

A: A budget amendment is an ordinance adopted by the City Council which alters the adopted budget by appropriating
additional monies to a department, decreasing appropriations to a particular department, or transferring funds from
one department to another.

Budget Process

The City of Stockbridge is required to prepare an annual budget in accordance with the City Charter. The budget is
prepared for each fiscal year beginning January 1 through December 31st. The City Manager prepares a proposed budget
to present at the City’s Budget Retreat hosted in August or September of each year to get Mayor & Council vision for the
City’s operation.

For the fiscal year 2021, the City of Stockbridge began the budget process with updates to its capital budget long term
infrastructural projects and proposal for new projects in the new budget year. The City then begun the preparation of
the operational budget with revenue and expenditure projections. In forecasting revenues and expenditures, the City
first reviewed its mission statement, strategy plan and goals and objectives to set priorities for spending. In addition,
staff considered historical trends, current changes within the City and projected economic trends when forecasting
revenues and expenditures.

Budget Preparation

Prior to the departmental submission of their annual request, the Finance Department conducted an annual training
session for all personnel involved in the budget process, if needed. During the training, the staff was trained on the steps
to completing the budget process and advised of fiscal year changes, highlight critical deadlines and reviewed issues
likely to impact the City. Each department then prepared their proposed expenditure based on operational priorities.
Directors submitted their budget recommendations to the Finance Department for initial review and coordination.

Budget Review

The Finance Department works with each department head to compile all proposed revenues and expenditures for the
new fiscal year. The City Manager, Finance Director and Human Resources meet with each director to review their
personnel budget requests. Once all departments’ recommended revenues and operational expenditure request are
reviewed and approved by the City Manager, a proposed budget is submitted to the Mayor & Council. Prior to the
adoption of the budget, the City conducts community budget meetings in which staff provide information and answer
questions regarding both the capital projects and operational budget.

Budget Adoption

The City Charter requires three reading of the budget prior to adoption. The attached budget calendar shows the
proposed dates for the publication and reading of the new budget.

BUDGET AMENDMENTS

The City of Stockbridge sees its annual budget as a fluid document. While every effort is made to operate within the
confines of the adopted budget, there are times when amendments are required. Budget amendments may require the
approval of the City Council by an ordinance. Occasions requiring an amendment to the budget include, but are not
limited to:

• Acceptance of additional grant money.

• Appropriation of additional funding if expenditures are projected to exceed budgeted amounts.

17
• Re-appropriation of funds from one department to another when deemed necessary.

Line item or department changes that has no impact on the total of allocated budget only requires the approval of the
City Manager.

KEY ACTORS

While all employees are a part of the budget process at some point, there are several people who play more intricate
roles in this process.

Mayor & City Council: The Mayor and City Council set policies which drive the development of the budget, which
consists of the Mayor and Council members and conduct public hearings and readings of the budget ordinance.

City Manager: The City Manager presents the budget document to the Mayor and City Council for approval.

Department Directors: Department Directors must review previous capital improvement plans, make necessary changes
and request to allow the City to develop a 5-year comprehensive five-year CIP Program. In addition, Directors must then
submit requests for additional personnel, purchased good and services which will all the finance department to develop
each departmental budget request and budget document.

Finance Director: The Finance Director is primarily responsible for providing direction for the budget, reviewing financial
analyses, projections and overseeing the budget process.

The budget document must be completed for the City Manager to present to City Council. Once the budget is approved,
the budget book is prepared and submitted to the GFOA for consideration of the Distinguished Budget Award.

18
Budget Summary

The City of Stockbridge

19
General Fund Proposed Budget

GF EXPENDITURES 2023 2022
100 BUDGET AMOUNT BUDGET AMOUNT VARIANCE VARIANCE %
11100 GOVERNING BODY 483,620.72 415,058.97 (68,561.75) 1.8%
11300 CITY CLERK 375,084.31 582,916.87 207,832.56 -5.6%
13000 EXECUTIVE 792,726.16 715,812.79 (76,913.37) 2.1%
15100 FINANCIAL ADMINISTRATION 941,158.94 1,056,679.10 115,520.16 -3.1%
15110 NON-DEPARTMEMTAL 443,200.00 591,000.00 147,800.00 -4.0%
15160 BUSINESS SERVICES 238,331.30 273,923.59 35,592.29 -1.0%
15650 GOVERNMENT BLDG/PROPERTY 896,033.75 979,734.11 83,700.36 -2.2%
15400 HUMAN RESOURCES 576,315.49 547,412.89 (28,902.60) 0.8%
15350 INFORMATION TECHNOLOGY 1,023,309.07 649,582.00 (373,727.07) 10.0%
25000 MUNICIPAL COURT 421,576.81 454,084.53 32,507.72 -0.9%
32100 POLICE ADMINISTRATION 6,139,881.31 3,611,296.25 (2,528,585.07) 67.8%
42200 PUBLIC WORKS 3,103,700.54 3,881,423.67 777,723.13 -20.9%
61900 CITY EVENTS 284,500.00 280,000.00 (4,500.00) 0.1%
62200 PARKS 192,000.00 357,500.00 165,500.00 -4.4%
72000 PERMITTING DEVELOPMENT 703,065.25 749,443.80 46,378.55 -1.2%
74100 PLANNING & ZONING 661,842.59 669,300.30 7,457.71 -0.2%
74500 CODE ENFORCEMENT 243,543.53 270,643.02 27,099.49 -0.7%
75100 ECONOMIC DEVELOPMENT 161,219.69 178,245.41 17,025.72 -0.5%
75500 MAIN STREET PROGRAM 214,303.89 260,562.14 46,258.25 -1.2%
75700 GIS/PLANNING 105,592.62 128,837.38 23,244.76 -0.6%
90000 OTHER FINANCING USES 4,207,159.76 1,827,536.30 (2,379,623.46) 63.8%
22,208,165.73 18,480,993.12 (3,727,172.61) 100.0%

GF REVENUE 2023 2022
BUDGET AMOUNT BUDGET AMOUNT VARIANCE VARIANCE %
100 GENERAL FUND 24,875,563.22 18,480,993.11 (6,394,570.11) 100.0%
24,875,563.22 18,480,993.11 (6,394,570.11) 100%

GF DIFFERENCE (EXP-REV) (2,667,397.50) 0.00 2,667,397.50

20
Enterprise Funds Proposed Budget

EXPENDITURES 2023 2022
BUDGET AMOUNT BUDGET AMOUNT VARIANCE VARIANCE %
255 GRANT FUND 1,000,000.00 - (1,000,000.00) 37.5%
275 HOTEL/MOTEL 375,000.00 375,000.00 - 0.0%
340 CAPITAL PROJECT GRANTS - 150,000.00 150,000.00 -5.6%
350 URA 1,208,358.50 1,223,177.76 14,819.26 -0.6%
353 CAPITAL CITYWIDE 13,539,688.00 10,623,467.00 (2,916,221.00) 109.4%
355 DDA 45,000.00 45,000.00 - 0.0%
360 PUBLIC FACILITIES AUTHORITY 2,943,804.26 3,014,566.25 70,761.99 -2.7%
495 CEMETERY 10,000.00 20,000.00 10,000.00 -0.4%
505 WATER 2,190,087.19 2,300,088.02 110,000.83 -4.1%
505 SEWER 1,920,645.51 2,166,862.00 246,216.49 -9.2%
505 DEBT SERVICE 127,240.20 127,240.20 - 0.0%
510 STORMWATER 1,038,517.79 1,654,500.00 615,982.21 -23.1%
540 SANITATION 1,922,192.23 2,112,232.98 190,040.75 -7.1%
555 MMCC 735,607.18 902,634.74 167,027.56 -6.3%
565 AMPHITHEATER COMPLEX* 1,775,000.00 450,000.00 (1,325,000.00) 49.7%
27,831,140.86 25,164,768.95 (2,666,371.91) 100.0%

REVENUES 2023 2022
BUDGET AMOUNT BUDGET AMOUNT VARIANCE VARIANCE %
255 GRANT FUND 1,000,000.00 - (1,000,000.00) 37.5%
275 HOTEL/MOTEL 375,000.00 375,000.00 - 0.0%
340 CAPITAL PROJECT GRANTS - 150,000.00 150,000.00 -5.6%
350 URA 1,208,358.50 1,223,177.76 14,819.26 -0.6%
353 CAPITAL CITYWIDE 13,539,688.00 10,623,467.00 (2,916,221.00) 109.4%
355 DDA 45,000.00 45,000.00 - 0.0%
495 CEMETERY 10,000.00 20,000.00 10,000.00 -0.4%
360 PUBLIC FACILITIES AUTHORITY 2,943,804.26 3,014,566.25 70,761.99 -2.7%
505 WATER 2,317,327.39 2,427,328.22 110,000.83 -4.1%
505 SEWER 1,920,645.51 2,166,862.00 246,216.49 -9.2%
510 STORMWATER 1,038,517.79 1,654,500.00 615,982.21 -23.1%
540 SANITATION 1,922,192.23 2,112,232.98 190,040.75 -7.1%
555 MMCC 735,607.18 902,634.74 167,027.56 -6.3%
565 AMPHITHEATER COMPLEX* 1,775,000.00 450,000.00 (1,325,000.00) 49.7%
27,831,140.86 25,164,768.95 (2,666,371.91) 50.3%

DIFFERENCE (REV-EXP) - 0.00 (0.00)

21
Proposed Revenue & Expenditure by Fund

FUND REVENUES EXPENITURES $CHANGE
GENERAL FUND $24,875,563.22 $22,208,165.73 $2,667,397.50
GRANT FUND 1,000,000.00 1,000,000.00 -
HOTEL/MOTEL 375,000.00 375,000.00 -
CAPITAL PROJECT GRANTS - - -
URA 1,208,358.50 1,208,358.50 -
CAPITAL CITYWIDE 13,539,688.00 13,539,688.00 -
DDA 45,000.00 45,000.00 -
PFA 2,943,804.26 2,943,804.26 -
CEMETERY 10,000.00 10,000.00 -
WATER 2,317,327.39 2,317,327.39 -
SEWER 1,920,645.51 1,920,645.51 -
STORMWATER 1,038,517.79 1,038,517.79 -
SANITATION 1,922,192.23 1,922,192.23 -
MMCC 735,607.18 735,607.18 -
AMPHITHEATER COMPLEX* 1,775,000.00 1,775,000.00 -
TOTAL OF ALL FUNDS $53,706,704.08 $51,039,306.59 $2,682,397.50

22
REVENUES

The City of Stockbridge

23
Budget Worksheet

Fund: 100 - GENERAL FUND
Revenue
Division: 00000 - OPENING ENTRIES
FY 2023
FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
Account Number Account Description ACTUAL ACTUAL BUDGET ACTUAL REVENUES
100-00000-311500 INTANGIBLE RECORDING TAX 74,396.75 108,553.41 86,854.09 44,101.42 108,553.00
100-00000-311600 REAL ESTATE TRANSFER 22,279.86 55,120.06 30,792.30 35,022.18 55,120.00
100-00000-311710 FRANCHISE TAX-ELECTRIC 1,064,575.66 1,079,249.75 1,165,000.00 - 1,165,000.00
100-00000-311715 FRANCHISE TAX - EMC 31,171.93 32,638.52 2,850.46 - 32,638.00
100-00000-311720 FRANCHISE TAX-COLLEGE PK. 7,179.28 5,816.25 12,214.13 5,727.91 5,816.00
100-00000-311730 FRANCHISE TAX-GAS 162,626.77 175,445.39 179,898.94 93,892.30 175,445.00
100-00000-311750 FRANCHISE TAX-TELV CABLE 180,541.65 227,716.71 237,001.19 43,625.27 227,700.00
100-00000-311760 FRANCHISE TAX-TELEPHONE 151,874.47 30,423.29 27,664.71 15,889.32 30,400.00
100-00000-311790 FRANCHISE TAX-OTHER 1,536.26 829.78 732.92 534.35 1,000.00
100-00000-313100 LOCAL OPTION SALES/USE TX 5,258,354.15 5,935,293.26 5,369,181.00 2,019,553.05 7,400,000.00
100-00000-313110 HCTC - AVT TAX 555,528.03 789,505.47 632,873.47 298,532.78 600,000.00
100-00000-314201 BEER TAX 399,530.24 358,094.07 277,122.05 140,989.51 300,000.00
100-00000-314202 LIQUOR TAX-PACKAGE SALES 244,419.28 246,277.11 206,279.72 102,539.64 246,000.00
100-00000-314203 WINE TAX 148,628.50 153,662.95 146,963.63 53,066.91 146,000.00
100-00000-314204 CONSUMPTION TAX - LIQUOR 50,034.01 83,571.27 64,541.27 42,476.12 84,000.00
100-00000-316100 OCCUPATIONAL TAX 753,141.95 809,382.20 900,000.00 1,015,521.31 1,100,000.00
100-00000-316112 GA MUNICIPAL LICENSE FEE 49,830.00 58,575.00 115,416.00 49,580.00 60,000.00
100-00000-316113 MISC BUSINESS TAX 13,326.48 36,482.62 5,276.15 1,152.60 20,000.00
100-00000-316150 OCCUPATIONAL TAX ADMIN. 93,160.00 120,512.90 99,487.50 42,795.80 95,000.00
100-00000-316200 INSURANCE PREMIUM TAX 2,122,712.53 2,187,070.71 2,300,000.00 - 2,225,000.00
100-00000-316300 Financial Institution Taxes 95,273.00 83,774.00 175,925.40 105,427.00 105,000.00
100-00000-318000 CITY PROPERTY (SERVICE) TAX - - 2,000,000.00 - 1,200,000.00
100-00000-319111 FORECLOSED/VACANT-REG FEE 900.00 1,100.00 630.00 1,167.60 2,000.00
100-00000-321110 OT ALCOHOLIC BEV-BEER 43,875.00 41,490.75 81,618.08 41,250.00 42,000.00
100-00000-321120 OT ALCOHOLIC BEV-WINE 40,125.00 39,240.75 76,893.08 39,750.00 50,000.00
100-00000-321130 OT ALCOHOLIC BEV-LIQUOR 107,500.00 109,248.50 224,171.85 115,000.00 120,000.00
100-00000-321140 ALCOHOLIC BEV-SPEC. EVENT 342.46 - - 3,271.76 3,500.00
100-00000-321200 OT REGULATORY FEE 17,670.00 17,115.00 32,823.00 21,825.00 22,000.00
100-00000-322200 BSD - BUILDING PERMIT FEES - COMMERCIAL 180,161.91 99,506.11 72,737.57 179,909.64 420,000.00
100-00000-322201 BSD - MECH, ELEC, PLUMBING PERMIT FEES - COMMER 16,563.21 10,833.25 8,767.50 3,375.00 70,000.00
100-00000-322203 BSD - OTHER PERMIT FEES - COMMERCIAL 4,250.00 200.00 - 150.00 10,000.00
100-00000-322204 BSD - BUILDING PERMIT FEES RESIDENTIAL 230,362.90 168,478.75 182,440.10 20,966.40 370,000.00
100-00000-322205 BSD - MECH,ELEC,PLUMBING - PERMIT FEES RESIDENT. 6,821.00 12,852.50 12,285.00 5,594.00 80,000.00
100-00000-322207 BSD - OTHER PERMIT FEES RESIDENTIAL 5,075.00 7,025.00 5,775.00 2,375.00 10,000.00
100-00000-322211 ZONING CONFIRMATION FEE - - - - -
100-00000-322215 ZONING VERIFICATION FEES 17,150.00 15,649.08 17,323.07 7,790.00 14,000.00
100-00000-322990 FILM REVENUE 9,883.41 13,200.00 14,700.00 - 10,000.00
100-00000-323100 OCCUPATIONAL TAX PENALTY 15,092.26 33,375.89 62,396.27 42,668.49 45,000.00
100-00000-323101 ENG - PERMITS 33,616.25 25,000.00 19,897.50 14,205.00 30,000.00
100-00000-323400 OCCUPATIONAL TAX-INTEREST - - - - -
100-00000-323901 ENG - HOURLY 2,610.00 122.00 - - -
100-00000-323902 ENG - PLAN REVIEW 21,010.00 7,650.00 7,035.00 16,635.00 21,000.00
100-00000-323903 ESPC - STATE - - - - -
100-00000-323904 ESPC - INSPECTIONS 13,625.00 7,075.00 13,209.00 35.00 7,000.00
100-00000-324210 BSD PENALTY 3,969.22 1,275.00 2,257.50 325.00 1,332.50
100-00000-334110 PRODUCT DEVELOPMENT GRANT - 6,000.00 - - -
100-00000-334311 GRANTS FOR STREETS 291,306.61 260,854.32 300,000.00 281,848.94 1,212,067.74
100-00000-341300 BSD - PLAN CHECK FEES - COMMERCIAL 22,589.79 42,501.59 59,316.92 106,579.92 100,000.00
100-00000-341301 BSD - PLAN CHECK FEES - RESIDENTIAL 21,427.33 38,695.50 18,740.55 9,224.69 37,821.23
100-00000-341302 PZ - REZONING APP FEE - SINGLE FAMILY RES - 31,471.96 - 9,883.68 10,000.00
100-00000-341304 PZ - REZONING APP FEE - COMMERCIAL INDUSTRIAL - - - 800.00 3,280.00
100-00000-341305 PZ - REZONING APP FEE - DRI 2,420.92 6,186.00 - - 1,000.00
100-00000-341306 PZ - ZONING CERTIFICATION FEE 900.00 100.00 - - 500.00
100-00000-341324 CAPITAL FACILITIES - DEVEL IMPACT FEES - - - - - 25
100-00000-341400 PRINTING & DUPLICAT SRVCS 364.49 - - 37.50 153.75
100-00000-341910 OTHER-ELECTION QUAL FEE - 3,024.00 - - -
100-00000-342201 FIRE - OPERATIONAL PERMITS 1,350.00 1,850.00 2,992.50 1,250.00 5,125.00
100-00000-342202 FIRE - CONSTRUCTION PERMITS 8,050.00 7,850.00 11,130.00 10,465.00 20,000.00
100-00000-342203 FIRE - INSPECTION FEES 16,754.50 24,692.60 24,381.00 13,077.06 20,000.00
100-00000-342204 FIRE - OTHER FEES AND CHARGES 100.00 - - - -
100-00000-342900 OTHER SERVICE FEES - 331,465.47 - - 150,000.00
100-00000-343400 RIGHT OF WAY PERMIT FEE 3,150.00 2,200.00 2,520.00 1,950.00 3,000.00
100-00000-349300 BAD CHECK FEES 325.00 375.00 367.50 425.00 500.00
100-00000-349400 OPENEDGE MERCHANT FEE 8,217.12 9,494.54 11,310.05 2,644.86 5,000.00
100-00000-351140 FINES & FORFEITURES 26,497.50 56,095.48 827,948.00 45,442.00 900,000.00
100-00000-351145 CODE ENFORCEMENT FINES - 400.00 210.00 4,425.00 10,000.00
100-00000-361000 INTEREST REVENUES 27,336.63 1,893.86 1,722.85 809.10 1,893.00
100-00000-361015 PENALTY & INT. ALCOHOL TX - - - - -
100-00000-381100 SPRINT COM - RENT 44,114.47 45,437.73 107,389.23 5,700.00 45,437.00
100-00000-381200 PARK PAVILION RENTAL 1,850.91 21,175.29 15,907.73 36,131.49 21,175.00
100-00000-381300 T-MOBILE TOWER LEASE 44,043.00 41,906.59 48,002.09 70,744.33 41,906.00
100-00000-383000 INS.REIM.DAM./STOLEN PROP 15,769.65 46,837.32 - 791.12 14,000.00
100-00000-389012 YOUTH COUNCIL FUNDRAISER 278.25 - - 200.00 820.00
100-00000-389013 CITY EVENTS REVENUE 5,725.00 6,340.00 12,915.00 13,990.00 14,000.00
100-00000-389014 BRIDGEFEST - - 10,000.00 600.00 2,460.00
100-00000-389015 TASTY TUESDAY/FOOD TRUCK SPONSORSHIP - 2,580.00 6,000.00 6,620.00 7,000.00
100-00000-389018 HOLIDAY FESTIVAL SPONSORSHIP - - 800.00 - 800.00
100-00000-389019 VETERAN'S DAY SPONSORSHIP - - 1,000.00 - 1,000.00
100-00000-389020 PRETTY IN PINK SPONSORSHIP - 50.00 1,000.00 - 1,000.00
100-00000-389021 SOUNDS OF SUMMER SPONSORSHIP - - 3,400.00 - 2,500.00
100-00000-389022 MEMORIAL MARCH SPONSORSHIP - - 700.00 300.00 1,230.00
100-00000-389023 TEEN ABASSADOR INITIATIVE - - - - -
100-00000-389030 MISCELLANEOUS 2,612.04 61,696.84 28,197.39 23,263.53 61,696.00
100-00000-389038 MAIN STREET SPONSORS - - - - -
100-00000-389040 FROM RESERVES - - 1,982,748.05 - 4,500,000.00
100-00000-391100 OPERATING TRANSFER IN - - 121,259.80 - 215,000.00
100-00000-392100 SALE OF GEN FIXED ASSETS 6,380.10 54,694.70 10,000.00 - 54,694.00
100-00000-392200 PROPERTY SALE - 79,871.75 - - 700,000.00
Division: 00000 - OPENING ENTRIES Total: 12,802,286.73 14,374,172.84 18,480,993.11 5,273,923.58 24,875,563.22

26
Budget Worksheet

Revenue
Fund: 275 - HOTEL/MOTEL TAX
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL REVENUES
275-00000-314100 HOTEL/MOTEL TAX 349,863.35 546,818.44 375,000.00 206,142.14 375,000.00
Division: 00000 - OPENING ENTRIES Total: 349,863.35 546,818.44 375,000.00 206,142.14 375,000.00

26
Budget Worksheet

Revenue
Fund: 350 - URBAN REDEVELOPMENT AGENCY
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL REVENUES
350-00000-391100 OPERATING TRANSFERS IN 1,203,848.37 1,205,336.63 1,223,177.76 1,001,588.87 1,208,358.50
Division: 00000 - OPENING ENTRIES Total: 1,203,848.37 1,205,336.63 1,223,177.76 1,001,588.87 1,208,358.50

27
Budget Worksheet

Revenue
Fund: 355 - DOWNTOWN DEVELOPMENT AUTHORITY

FY 2020 FY 2021 FY 2022 FY 2022 YTD FY 2023
Account Number Account Description
ACTUAL ACTUAL BUDGET ACTUAL PROPOSED
REVENUES
355-00000-389030 MISC REVENUE - - 45,000.00 - 45,000.00
Division: 00000 - OPENING ENTRIES Total: - - 45,000.00 - 45,000.00

28
Budget Worksheet

Revenue
Fund: 360 - PUBLIC FACILITIES AUTHORITY

Account Number Account Description FY 2020 FY 2021 ACTUAL FY 2022 FY 2022 YTD FY 2023
ACTUAL BUDGET ACTUAL PROPOSED
REVENUES
360-00000-391100 OPERATING TRANSFERS IN - - 3,014,566.25 - 2,943,804.26
360-00000-393200 BOND PROCEEDS - TRAIL PROJECT FUND - 1,008,623.66 - - -
360-00000-393201 BOND PROCEEDS - CULTURAL ART CTR FUND - 14,067,750.47 - - -
360-00000-393202 BOND PROCEEDS - PUBLIC SAFETY EQUIP FUND - 3,016,447.55 - - -
360-00000-393203 BOND PROCEEDS - AMPHITHEATER PROJ FUND - 6,854,319.18 - - -
360-00000-393205 BOND CAPITALIZED INTEREST - PFA - 321,761.18 - - -

Division: 00000 - OPENING ENTRIES Total: - 25,268,902.04 3,014,566.25 - 2,943,804.26

29
Budget Worksheet

Revenue
Fund: 495 - CEMETERY FUND
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 FY 2023
ACTUAL ACTUAL BUDGET YTD PROPOSED
ACTUAL REVENUES
495-00000-361000 INTEREST REVENUES - - 20,000.00 - 10,000.00
Division: 00000 - OPENING ENTRIES Total: - - 20,000.00 - 10,000.00

30
Budget Worksheet

Fund: 505 - WATER & SEWER
Revenue
Division: 43300 - SEWER
FY 2023
Account Number Account Description FY 2020 ACTUAL FY 2021 ACTUAL FY 2022 FY 2022 YTD PROPOSED
BUDGET ACTUAL REVENUES
505-43300-344230 SEWER RESIDENTIAL 655,978.37 669,769.60 655,000.00 253,801.87 525,000.00
505-43300-344231 SEWER HC LEXINGTON SQUARE 55,544.10 54,938.97 50,000.00 21,554.61 40,000.00
505-43300-344232 SEWER COLLECTION FEE HC 7,079.90 4,669.58 5,000.00 1,884.23 5,000.00
505-43300-344233 SEWER APTS/MOBILE HOMES 399,378.56 461,710.70 375,000.00 228,467.57 435,000.00
505-43300-344234 SEWER HC B OF ED,3 CONYER 27,250.91 28,206.05 25,000.00 9,644.56 20,000.00
505-43300-344235 SEWER COMMERCIAL 301,792.34 336,950.44 355,000.00 132,676.43 325,000.00
505-43300-344236 SEWER BASE RESIDENTIAL 169,956.23 175,669.51 170,000.00 74,070.00 150,000.00
505-43300-344237 SEWER BASE COMMERCIAL 22,284.00 22,130.68 23,000.00 9,105.00 20,000.00
505-43300-344239 WILDWIND SEWER (20,954.64) 4,356.76 24,000.00 1,062.62 10,000.00
505-43300-344240 SEWER CONNECT 179,848.00 12,000.00 50,000.00 6,000.00 35,000.00
505-43300-344299 SEWER IMPACT FEES 267,396.00 16,000.00 100,000.00 8,000.00 75,000.00
505-43300-361000 INTEREST REVENUES - - 300.00 - 300.00
505-43300-389040 FROM RESERVES - - 334,562.00 - 280,345.51
505-43300-391100 OPERATING TRANSFERS IN - - - - -
Division: 43300 - SEWER Total: 2,065,553.77 1,786,402.29 2,166,862.00 746,266.89 1,920,645.51

31
Budget Worksheet

Fund: 505 - WATER & SEWER
Revenue
Division: 44200 - WATER
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL REVENUES
505-44200-344210 WATER RESIDENTIAL 723,311.26 754,448.42 700,000.00 286,547.39 650,000.00
505-44200-344211 WATER APTS./MH 417,676.79 463,518.24 385,000.00 228,720.02 400,000.00
505-44200-344212 WATER IRRIGATION 16,724.11 17,748.29 20,000.00 6,869.50 20,000.00
505-44200-344215 WATER COMMERCIAL 480,259.67 527,357.69 500,000.00 197,525.13 450,000.00
505-44200-344216 WATER BASE RESIDENTIAL 178,404.10 184,225.51 187,000.00 77,585.00 155,000.00
505-44200-344217 WATER BASE COMMERCIAL 128,429.00 128,101.00 135,000.00 50,828.00 135,000.00
505-44200-344220 WATER CONNECT 126,033.00 14,900.00 100,000.00 11,300.00 55,000.00
505-44200-344221 WATER 2ND FIRELINE METERS 2,062.80 2,062.80 2,000.00 859.50 2,000.00
505-44200-344223 WATER MISCELLANEOUS - - 100.00 - 100.00
505-44200-344290 LATE FEES 48,454.31 73,760.22 70,000.00 26,249.18 55,000.00
505-44200-344295 RECONNECT FEE 1,700.00 600.00 10,000.00 1,290.52 10,000.00
505-44200-344299 WATER IMPACT FEES 199,491.00 12,000.00 100,000.00 6,000.00 75,000.00
505-44200-361000 INTEREST REVENUES - - 100.00 - 100.00
505-44200-389040 FROM RESERVES - - 218,128.22 - 182,887.19
Division: 44200 - WATER Total: 2,322,546.04 2,178,722.17 2,427,328.22 893,774.24 2,190,087.19

32
Budget Worksheet

Fund: 510 - STORMWATER
Revenue
Division: 42500 - STORMWATER
FY 2022 FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL REVENUES
510-00000-319900 PENALTY/INTEREST STRMWTR 1,164.54 1,500.27 - 562.45 -
510-00000-349700 STORMWATER FEES 994,337.44 941,749.60 1,300,000.00 315.38 1,035,827.00
510-00000-349800 STORMWATER FEES PRIOR YRS 29,375.36 98,821.75 30,000.00 26,960.94 2,690.79
510-00000-389040 FROM RESERVES - - 324,500.00 -
510-00000-392505 CONTRIBUTED CAPITAL - 108,442.70 - -
Division: 00000 - OPENING ENTRIES Total: 1,023,712.80 1,149,014.05 1,654,500.00 27,276.32 1,038,517.79

33
Budget Worksheet

Fund: 540 - SANITATION SOLID WASTE COLLECTION
Revenue
Division: 45200 - SANITATION SOLID WASTE COLLECTION
FY 2022 FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL REVENUES
540-00000-319901 PENALTY/INTEREST SANI 1,777.86 2,270.91 1,000.00 949.96 1,000.00
540-00000-344110 SAN-REVENUE 1,137,696.55 1,769,906.56 1,761,000.00 40,650.66 1,698,765.00
540-00000-344130 SAN-RECYCLED MAT REVENUE 1,219.10 298.20 2,000.00 852.00 2,000.00
540-00000-349801 SANI-PRIOR YEARS REVENUE 7,631.98 7,945.77 5,000.00 3,557.51 5,000.00
540-00000-381000 RENTS & ROYALTIES 83,340.19 103,893.93 130,000.00 35,558.01 130,000.00
540-00000-389040 FROM RESERVES - - 213,232.98 - 85,427.23
Division: 00000 - OPENING ENTRIES Total: 1,231,665.68 1,884,315.37 2,112,232.98 81,568.14 1,922,192.23

34
Budget Worksheet

Fund: 555 - MERLE MANDERS CONFERENCE CENTER
Revenue
Division: 15650 - GOVERNMENT BUILDINGS/PROPERTY

FY 2020 FY 2021 FY 2022 FY 2022 YTD FY 2023
Account Number Account Description
ACTUAL ACTUAL BUDGET ACTUAL PROPOSED
REVENUES

555-00000-381000 RENTS & ROYALTIES 22,258.00 (9,660.00) 155,000.00 - 200,000.00
555-00000-381201 EQUIPMENT RENTAL - - 1,000.00 - -
555-00000-381301 DANCE FLOOR RENTAL - - 5,000.00 - 10,000.00
555-00000-389004 KITCHEN RENTAL $600 500.00 - 1,750.00 - -
555-00000-389007 CANCELLATION FEE - - 1,250.00 - -
555-00000-389018 CLIENT EVENT ATTENDANT 3,750.00 (1,350.00) 11,000.00 - -
555-00000-389030 MISCELLANEOUS - - 1,000.00 - -
555-00000-391100 OPERATING TRANSFERS IN 616,108.54 542,633.43 726,634.74 - 525,607.18
Division: 00000 - OPENING ENTRIES Total: 642,616.54 531,623.43 902,634.74 - 735,607.18

35
Budget Worksheet

Revenue
Fund: 565 - AMPHITHEATER COMPLEX
FY 2023
FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
Account Number Account Description ACTUAL ACTUAL BUDGET ACTUAL REVENUES
565-00000-347300 TICKET SALES - 155,862.70 - 214,888.26 1,000,000.00
565-00000-347305 CONCESSION SALES - 17,832.44 - - 60,000.00
565-00000-381000 RENTS & ROYALTIES - - - - 715,000.00
565-00000-391000 TRANSFER FROM SPLOST IV BOND ACCT - - 450,000.00 - -
Division: 00000 - OPENING ENTRIES Total: - 173,695.14 450,000.00 214,888.26 1,775,000.00

37
EXPENDITURES

The City of Stockbridge

37
Budget Worksheet

Expense
Division: 11100 - GOVERNING BODY
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-11100-511100 REGULAR EMPL. SALARIES - - - - 103,563.20
100-11100-511120 MAYOR 14,400.00 14,400.00 14,400.00 7,200.00 14,000.00
100-11100-511121 COUNCIL 60,000.00 60,000.00 60,000.00 30,010.40 60,000.00
100-11100-511300 OVERTIME - - - - 200.00
100-11100-512100 GRP INSRNC MEDICAL/DENTAL 108,461.88 111,612.65 148,731.97 63,756.90 107,757.52
100-11100-512110 GROUP INSURANCE LIFE 115.75 121.20 300.00 71.32 1,000.00
100-11100-512111 GROUP INSURANCE VISION 570.84 556.02 627.00 272.10 1,000.00
100-11100-512200 MEDICARE 1.45% 1,067.08 1,078.80 1,200.00 539.40 1,200.00
100-11100-512400 PENSION 9,135.72 8,371.36 10,800.00 3,872.70 34,000.00
100-11100-512700 WORKER'S COMPENSATION 1,686.86 1,137.33 2,300.00 798.21 2,300.00
100-11100-512851 HRA DEDUCTIBLE - - 6,000.00 - 4,000.00
100-11100-521101 OFFICIAL/ADMINISTRATIVE 8,153.22 1,968.80 12,000.00 5,694.55 7,000.00
100-11100-521301 CODIFICATION 5,991.43 6,814.33 15,000.00 1,081.24 -
100-11100-522210 MAINTENANCE AGREEMENTS (11,190.30) - - - -
100-11100-523310 PUBLIC NOTICES 1,594.40 1,080.00 2,500.00 584.00 -
100-11100-523400 PRINTING & BINDING 857.82 589.91 4,000.00 349.62 2,000.00
100-11100-523500 TRAVEL - 23.29 - 429.20 1,500.00
100-11100-523502 TRAVEL MAYOR 3,569.27 1,849.57 5,000.00 1,197.72 5,000.00
100-11100-523503 TRAVEL COUNCIL 1 933.00 191.09 1,000.00 (199.05) 5,000.00
100-11100-523504 TRAVEL COUNCIL 2 1,308.70 3,142.69 5,000.00 3,795.88 5,000.00
100-11100-523505 TRAVEL COUNCIL 3 967.29 411.91 5,000.00 1,270.54 5,000.00
100-11100-523506 TRAVEL COUNCIL 4 1,202.79 596.75 5,000.00 625.36 5,000.00
100-11100-523507 TRAVEL COUNCIL 5 1,143.21 1,565.09 5,000.00 783.39 5,000.00
100-11100-523600 DUES & FEES - - - - 200.00
100-11100-523601 DUES & FEES MAYOR 20.00 147.00 100.00 - 100.00
100-11100-523602 DUES & FEES COUNCIL 1 - - 100.00 - 100.00
100-11100-523603 DUES & FEES COUNCIL 2 - - 100.00 - 100.00
100-11100-523604 DUES & FEES COUNCIL 3 - - 100.00 - 100.00
100-11100-523605 DUES & FEES COUNCIL 4 - - 100.00 - 100.00
100-11100-523606 DUES & FEES COUNCIL 5 - - 100.00 - 100.00
100-11100-523700 EDUCATION & TRAINING - 800.00 - - 1,500.00
100-11100-523702 EDUCATION & TRAINING MAYOR 1,777.84 2,255.00 5,000.00 1,075.00 5,000.00
100-11100-523703 EDUCATION & TRAINING COUNCIL 1 900.00 950.00 - 264.78 5,000.00
100-11100-523704 EDUCATION & TRAINING COUNCIL 2 1,717.84 2,465.00 5,000.00 1,550.00 5,000.00
100-11100-523705 EDUCATION & TRAINING COUNCIL 3 2,951.84 2,080.00 5,000.00 1,929.00 5,000.00
100-11100-523706 EDUCATION & TRAINING COUNCIL 4 3,094.00 1,390.00 5,000.00 1,023.56 5,000.00
100-11100-523707 EDUCATION & TRAINING COUNCIL 5 1,990.00 985.00 5,000.00 689.78 5,000.00
100-11100-523911 COUNCIL INTIATIVES MAYOR 360.99 1,135.48 5,000.00 886.75 5,000.00

38
100-11100-523912 COUNCIL INTIATIVES COUNCIL 1 9,504.52 13,090.71 14,000.00 20,960.93 5,000.00
100-11100-523913 COUNCIL INTIATIVES COUNCIL 2 1,599.97 10,260.50 5,000.00 775.39 5,000.00
100-11100-523914 COUNCIL INTIATIVES COUNCIL 3 852.79 9,477.57 5,000.00 - 5,000.00
100-11100-523915 COUNCIL INTIATIVES COUNCIL 4 2,495.07 8,239.49 5,000.00 1,682.50 5,000.00
100-11100-523916 COUNCIL INTIATIVES COUNCIL 5 7,746.70 9,344.13 5,000.00 3,611.04 5,000.00
100-11100-531110 COMPUTER EXPENSE 1,500.00 - 2,000.00 - -
100-11100-531130 OFFICE SUPPLIES 2,433.77 2,766.93 4,000.00 1,940.94 2,500.00
100-11100-531132 COMMITTEE SUPPLIES 55.00 - - 369.94 -
100-11100-531700 MISCELLANEOUS EXPENSE 2,521.69 5,211.97 3,700.00 688.43 3,000.00
100-11100-531701 HOSPITALITY/FOOD/BEVERAGE 776.14 - 5,000.00 176.16 7,000.00
100-11100-531747 CIVIC EVENTS 2,296.72 2,720.29 8,000.00 3,308.38 15,000.00
100-11100-531748 YOUTH ADVISORY COUNCIL 10,918.11 20,392.58 21,500.00 14,937.79 21,500.00
100-11100-531750 UNIFORMS - - - - 400.00
100-11100-531751 UNIFORMS MAYOR 205.50 20.00 400.00 - 400.00
100-11100-531752 UNIFORMS COUNCIL 1 992.34 508.39 400.00 - 400.00
100-11100-531753 UNIFORMS COUNCIL 2 136.28 755.48 400.00 - 400.00
100-11100-531754 UNIFORMS COUNCIL 3 310.77 473.76 400.00 - 400.00
100-11100-531755 UNIFORMS COUNCIL 4 501.31 20.00 400.00 - 400.00
100-11100-531756 UNIFORMS COUNCIL 5 1,213.80 (8.55) 400.00 - 400.00
Division: 11100 - GOVERNING BODY Total: 268,841.95 310,991.52 415,058.97 178,003.85 483,620.72

39
Budget Worksheet

Expense
Division: 11300 - CITY CLERK

FY 2023
FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
Account Number Account Description ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-11300-511100 REGULAR EMPL. SALARIES 263,190.87 267,212.48 345,173.93 128,246.78 209,200.24
100-11300-511300 OVERTIME 173.14 595.42 200.00 1,628.67 2,000.00
100-11300-512100 GRP INSRNC MEDICAL/DENTAL 73,079.88 89,361.88 123,953.94 56,300.19 40,409.07
100-11300-512101 FEES GRP INS - - 1,500.00 - 1,500.00
100-11300-512110 GROUP INSURANCE LIFE 837.01 864.53 900.00 551.17 900.00
100-11300-512111 GROUP INSURANCE VISION 503.15 447.41 514.00 243.21 1,000.00
100-11300-512200 MEDICARE 1.45% 3,763.30 3,078.52 3,500.00 1,829.17 3,000.00
100-11300-512400 PENSION 27,914.64 26,938.08 35,000.00 12,550.32 32,000.00
100-11300-512600 UNEMPLOYMENT INSURANCE - - 3,000.00 - 2,000.00
100-11300-512700 WORKER'S COMPENSATION 1,833.56 1,232.26 2,500.00 872.93 2,000.00
100-11300-512800 EMPLOYEE ASSISTANCE PROG. - - 750.00 - 500.00
100-11300-512851 HRA DEDUCTIBLE - - 10,000.00 - 6,000.00
100-11300-521301 CODIFICATION - - - - 10,000.00
100-11300-522341 COPIER RENTAL 2,291.49 2,296.42 1,625.00 416.95 1,625.00
100-11300-523231 CELL PHONES 1,496.40 - - - -
100-11300-523310 PUBLIC NOTICES - - - - 5,000.00
100-11300-523400 PRINTING & BINDING 620.11 52.00 5,000.00 - 500.00
100-11300-523500 TRAVEL 664.63 2,848.14 9,500.00 1,243.08 9,000.00
100-11300-523600 DUES & FEES 732.88 550.00 1,000.00 760.00 1,200.00
100-11300-523700 EDUCATION & TRAINING 1,672.82 4,977.17 9,800.00 1,871.00 6,500.00
100-11300-523940 POSTAGE 270.49 193.45 500.00 63.12 500.00
100-11300-531110 COMPUTER EXPENSE 1,708.98 - - - -
100-11300-531120 ELECTION EXPENSE 4,278.98 3,657.62 3,000.00 - 25,000.00
100-11300-531130 OFFICE SUPPLIES 2,158.91 4,210.95 5,000.00 2,352.05 1,500.00
100-11300-531140 SUPPLIES & MATERIALS 2,606.31 2,305.84 5,000.00 359.76 1,500.00
100-11300-531600 SMALL EQUIPMENT - NON CAPITAL - 1,111.05 4,000.00 - 2,000.00
100-11300-531701 HOSPITALITY/FOOD/BEVERAGE - - - - 3,000.00
100-11300-531725 PROMOTIONAL ITEMS 3,115.41 5,737.47 5,000.00 - 1,500.00
100-11300-531750 UNIFORMS 1,049.48 1,191.56 1,500.00 112.17 750.00
100-11300-542400 COMPUTER SOFTWARE 6,296.50 6,732.47 5,000.00 - 5,000.00
Division: 11300 - CITY CLERK Total: 400,258.94 425,594.72 582,916.87 209,400.57 375,084.31

40
Budget Worksheet

Expense
Division: 13000 - EXECUTIVE
FY 2023
FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
Account Number Account Description ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-13000-511100 REGULAR EMPL. SALARIES 400,680.99 277,775.87 368,945.30 140,921.37 497,108.02
100-13000-511300 OVERTIME - - - - 500.00
100-13000-512100 GRP INSRNC MEDICAL/DENTAL 71,443.74 55,235.58 102,887.49 39,302.94 80,818.14
100-13000-512110 GROUP INSURANCE LIFE 1,067.88 751.53 1,800.00 502.09 3,000.00
100-13000-512111 GROUP INSURANCE VISION 382.08 278.38 380.00 175.38 1,000.00
100-13000-512200 MEDICARE 1.45% 5,717.97 4,651.03 7,000.00 1,991.81 6,000.00
100-13000-512400 PENSION 2,368.56 2,244.85 4,200.00 1,506.06 4,200.00
100-13000-512401 RETIREMENT CONTRIBUTION 17,423.98 13,162.52 39,000.00 3,980.31 40,000.00
100-13000-512600 UNEMPLOYMENT INSURANCE - - 2,500.00 - 2,500.00
100-13000-512700 WORKER'S COMPENSATION 1,466.86 987.01 3,000.00 1,046.46 3,000.00
100-13000-512800 EMPLOYEE ASSISTANCE PROG. - - 600.00 - 500.00
100-13000-512850 HRA REIMBURSEMENT 300.00 - 6,000.00 - 8,000.00
100-13000-521201 PROFESSIONAL SERVICES - - 20,000.00 - 20,000.00
100-13000-522000 ROW LANDSCAPING 7,722.87 - - - -
100-13000-522320 RENTAL OF EQUIP & VEHICLE - - - - -
100-13000-522341 COPIER RENTAL 50.65 1,253.96 2,500.00 349.62 1,100.00
100-13000-523231 CELL PHONES 1,496.40 - - - -
100-13000-523400 PRINTING & BINDING 294.27 - 1,000.00 - 500.00
100-13000-523500 TRAVEL 1,517.29 2,130.45 9,000.00 3,846.77 7,000.00
100-13000-523600 DUES & FEES 4,418.50 4,142.00 5,000.00 1,833.00 7,000.00
100-13000-523700 EDUCATION & TRAINING 421.72 1,600.00 10,000.00 4,409.00 7,000.00
100-13000-531110 COMPUTER EXPENSE 6,799.63 - - 395.75 -
100-13000-531130 OFFICE SUPPLIES 2,395.00 1,604.11 3,500.00 2,752.64 2,500.00
100-13000-531140 SUPPLIES & MATERIALS 408.46 - - 47.51 -
100-13000-531700 MISCELLANEOUS EXPENSE 8,792.90 10,354.20 2,500.00 4,582.44 5,000.00
100-13000-531701 HOSPITALITY/FOOD/BEVERAGE 206.28 1,124.69 5,000.00 1,959.08 5,000.00
100-13000-531750 UNIFORMS 1,229.94 911.49 1,000.00 1,028.42 1,000.00
100-13000-571000 ABATEMENT PROGRAM - - - - -
100-13000-579000 CONTINGENCIES 42,066.12 82,704.30 120,000.00 130,200.75 90,000.00
Division: 13000 - EXECUTIVE Total: 578,672.09 460,911.97 715,812.79 340,831.40 792,726.16

42
Budget Worksheet

Expense
Division: 15100 - FINANCIAL ADMINISTRATION
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-15100-511100 REGULAR EMPL. SALARIES 415,461.52 469,734.97 501,265.74 220,895.64 500,901.42
100-15100-511300 OVERTIME 485.33 168.17 400.00 97.14 200.00
100-15100-512100 GRP INSRNC MEDICAL/DENTAL 125,365.08 125,693.45 172,075.79 73,674.60 107,757.52
100-15100-512101 FEES GRP INS 1,377.50 1,439.25 2,400.00 517.50 2,000.00
100-15100-512110 GROUP INSURANCE LIFE 1,442.10 1,673.82 1,485.71 1,024.59 1,500.00
100-15100-512111 GROUP INSURANCE VISION 612.60 673.37 709.00 378.53 1,000.00
100-15100-512200 MEDICARE 1.45% 5,936.23 6,728.37 5,714.29 3,152.72 6,000.00
100-15100-512400 PENSION 38,713.45 35,323.36 52,571.43 18,851.10 47,200.00
100-15100-512600 UNEMPLOYMENT INSURANCE - - 4,200.00 - 4,200.00
100-15100-512700 WORKER'S COMPENSATION 2,566.95 1,729.55 4,000.00 1,393.53 4,000.00
100-15100-512800 EMPLOYEE ASSISTANCE PROG. 1,140.85 1,044.20 1,257.14 746.35 1,300.00
100-15100-512851 HRA DEDUCTIBLE - 2,000.00 10,000.00 2,000.00 22,000.00
100-15100-521100 CONSULTANT FEES 28,899.13 14,875.00 25,000.00 - 25,000.00
100-15100-521210 ACCOUNTING,ANNUAL AUDIT 45,395.00 50,825.00 55,000.00 45,000.00 45,000.00
100-15100-521218 LEGAL, OTHER (733.44) - - - -
100-15100-521223 PAYROLL FEES 12,935.18 7,407.07 43,000.00 2,685.02 10,000.00
100-15100-522210 MAINTENANCE AGREEMENTS 45,669.33 48,071.48 47,000.00 46,672.78 48,000.00
100-15100-522320 RENTAL OF EQUIP & VEHICLE 504.00 504.00 - 252.00 500.00
100-15100-522341 COPIER RENTAL 2,471.63 5,137.51 3,000.00 1,712.67 3,500.00
100-15100-523231 CELL PHONES 2,556.02 - - - -
100-15100-523240 AT&T CLUB SERVICE 10,637.82 11,874.25 10,000.00 6,185.63 10,000.00
100-15100-523246 TELECOMMUNICATION 21,027.39 21,709.08 35,000.00 10,472.25 22,000.00
100-15100-523300 ADVERTISING - - 500.00 - -
100-15100-523310 PUBLIC NOTICES 688.00 574.00 - - -
100-15100-523400 PRINTING & BINDING 750.47 - 500.00 - 500.00
100-15100-523500 TRAVEL 149.17 2,799.71 6,000.00 3,232.77 9,000.00
100-15100-523600 DUES & FEES 1,413.00 1,540.51 2,500.00 425.00 2,500.00
100-15100-523700 EDUCATION & TRAINING 5,423.50 7,092.00 12,000.00 3,357.00 10,000.00
100-15100-523850 PERSONNEL SERVICE - - - - -
100-15100-523851 INTERN HELP 168.00 - - - -
100-15100-523901 BANK CHARGES (2,914.95) 246.25 5,000.00 1,142.20 5,000.00
100-15100-523909 CREDIT CARD EXPENSES 17,821.63 23,456.73 5,000.00 11,807.42 15,000.00
100-15100-523940 POSTAGE 1,136.87 902.65 12,000.00 683.54 2,500.00
100-15100-531110 COMPUTER EXPENSE 13,650.46 - - - -
100-15100-531130 OFFICE SUPPLIES 3,734.78 4,046.12 3,500.00 1,903.07 1,000.00
100-15100-531140 SUPPLIES & MATERIALS 31.99 1,014.13 3,000.00 173.67 500.00
100-15100-531700 MISCELLANEOUS EXPENSE 11,800.83 (2,857.45) 3,000.00 341.36 500.00
100-15100-531701 HOSPITALITY/FOOD/BEVERAGE - 600.82 500.00 57.68 500.00
100-15100-531705 HOLIDAY GALA 350.00 - - - -
100-15100-531750 UNIFORMS 616.77 765.55 600.00 24.73 600.00
100-15100-541406 STORM WATER/PROPERTY TAX 18,884.47 20,278.82 10,000.00 - 10,000.00
100-15100-542300 FURNITURE & FIXTURES - 960.00 500.00 345.49 500.00
100-15100-542400 COMPUTER SOFTWARE 2,750.00 18,456.67 17,000.00 19,210.00 20,000.00
100-15100-542500 EQUIPMENT - - 1,000.00 - 1,000.00
100-15100-579000 CONTINGENCIES (91.00) - - - -
Division: 15100 - FINANCIAL ADMINISTRATION Total: 838,827.66 886,488.41 1,056,679.10 478,415.98 941,158.94

42
Budget Worksheet

Expense
Division: 15110 - NON-DEPARTMNTAL

Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD FY 2023
ACTUAL ACTUAL BUDGET ACTUAL PROPOSED
EXPENDITURES
100-15110-521100 CONSULTANT FEES 24,303.00 87,008.75 80,000.00 25,667.50 80,000.00
100-15110-521217 LEGAL 169,098.50 366,912.38 300,000.00 163,998.53 150,000.00
100-15110-521218 LEGAL, OTHER 11,765.71 64,827.77 30,000.00 74,931.75 120,000.00
100-15110-521335 SHREDING 538.83 937.58 3,000.00 280.77 2,000.00
100-15110-522250 AUTO & TRUCK REPAIR (ADMIN. VEHICLES) 1,829.11 1,728.94 3,000.00 547.95 3,000.00
100-15110-523300 ADVERTISEMENT - - - 110.00 200.00
100-15110-523600 DUES & FEES (GMA DUES) 11,090.32 9,950.30 12,000.00 9,480.03 12,000.00
100-15110-523945 WEBSITE 1,920.00 - 5,000.00 - 5,000.00
100-15110-523946 SEE CLICK FIX SOFTWARE - 2,169.96 - 3,038.00 3,000.00
100-15110-531140 SUPPLIES & MATERIALS (CITY HALL) 7,355.63 12,141.62 15,000.00 2,760.92 10,000.00
100-15110-531710 CHRISTMAS DECORATIONS 620.60 - 20,000.00 - -
100-15110-542402 AGENDA SOFTWARE 3,599.99 4,199.99 8,000.00 2,999.99 8,000.00
100-15110-542403 CITY-WIDE DIGITAL SOFTWARE CONVERSION 269.00 10,829.00 25,000.00 16,592.00 25,000.00
100-15110-542404 APP SOFTWARE 2,000.00 12,000.00 10,000.00 10,000.00 10,000.00
100-15110-571000 ABATEMENT PROGRAM 40,225.00 - 80,000.00 2,952.50 15,000.00
Division: 15110 - NON-DEPARTMNTAL Total: 274,615.69 572,706.29 591,000.00 313,359.94 443,200.00

43
Budget Worksheet

Expense
Division: 15650 - GOVERNMENT BUILDINGS/PROPERTY
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-15650-511100 REGULAR EMPL. SALARIES 158,501.96 123,207.87 161,489.29 55,848.57 170,474.68
100-15650-511300 OVERTIME 1,343.68 3,283.05 10,000.00 862.15 15,000.00
100-15650-512100 GRP INSRNC MEDICAL/DENTAL 72,498.79 63,555.08 92,531.82 28,154.91 40,409.07
100-15650-512110 GROUP INSURANCE LIFE 581.52 500.38 1,500.00 232.68 1,500.00
100-15650-512111 GROUP INSURANCE VISION 379.80 315.03 313.00 116.07 1,000.00
100-15650-512200 MEDICARE 1.45% 2,245.38 1,821.82 2,200.00 800.09 2,200.00
100-15650-512400 PENSION 18,609.84 16,845.04 22,000.00 7,888.80 30,000.00
100-15650-512700 WORKER'S COMPENSATION 1,833.56 1,232.26 2,500.00 872.93 2,500.00
100-15650-512851 HRA, DEDUCTIBLE - - 3,000.00 - 6,000.00
100-15650-521200 PROFESSIONAL FEES - - 15,000.00 - -
100-15650-521230 ENGINEERING FEES 216.00 - 10,000.00 - 5,000.00
100-15650-522210 MAINTENANCE AGREEMENTS 10,170.68 24,580.59 50,000.00 14,316.38 25,000.00
100-15650-522216 LANDSCAPING/PLANTS NEW CH - - - 340.50 -
100-15650-522219 LANDSCAPING 96,831.00 186,104.33 175,000.00 135,670.00 275,000.00
100-15650-522220 MAINTENANCE & CLEANING 46,150.14 485.00 - - -
100-15650-522224 FOUNTAIN MAINTENANCE 14,784.50 755.00 15,000.00 1,695.41 7,500.00
100-15650-522230 EQUIPMENT REPAIRS 8,663.75 4,799.96 10,000.00 9,439.31 20,000.00
100-15650-522250 AUTO & TRUCK REPAIR 776.06 235.43 2,000.00 10.75 800.00
100-15650-522310 Rental of Land and Building 1,301.87 668.07 1,000.00 642.52 1,000.00
100-15650-522318 FACILITY CLEANING POLICE DEPT 30,000.00
100-15650-522319 FACILITY CLEANING PW ADMIN - - 15,000.00 4,436.88 15,000.00
100-15650-522320 RENTAL OF EQUIP & VEHICLE - - 1,000.00 - 1,000.00
100-15650-522321 FACILITY CLEANING CITY HALL 36,134.65 36,555.75 52,000.00 18,830.00 37,000.00
100-15650-522322 FACILITY CLEANING MMCC 43,702.66 23,594.35 43,000.00 12,674.45 26,000.00
100-15650-522323 FACILITY CLEANING TSCC 7,066.25 7,800.00 15,000.00 4,000.00 8,000.00
100-15650-522324 FACILITY CLEANING MUNICIPAL COURT 9,241.12 7,224.80 21,000.00 3,145.22 8,000.00
100-15650-522325 FACILITY CLEANING MAINTENANCE SHOP - 6,400.00 11,000.00 4,375.00 8,500.00
100-15650-522326 FACILITY CLEANING WWTP 2,360.25 4,450.00 8,000.00 2,875.00 8,000.00
100-15650-522327 MAINTENANCE & CLEANING CITY HALL 113.24 - - - -
100-15650-522328 MAINTENANCE & CLEANING MMCC 47.48 2,139.48 - - -
100-15650-522330 MAINTENANCE & CLEANING MUNICIPAL COURT 8,545.00 790.44 - - -
100-15650-522333 EQUIPMENT REPAIRS CITY HALL 8,688.05 26,825.13 10,000.00 3,863.91 8,000.00
100-15650-522334 EQUIPMENT REPAIRS MMCC 2,262.84 6,602.74 10,000.00 - 5,000.00
100-15650-522335 EQUIPMENT REPAIRS TSCC 2,686.00 - 7,500.00 - 3,000.00
100-15650-522336 EQUIPMENT REPAIRS MUNICIPAL COURT 6,871.32 5,679.17 7,500.00 21,738.94 10,000.00
100-15650-522337 EQUIPMENT REPAIRS MAINTENANCE SHOP - 263.00 5,000.00 2,588.73 5,000.00
100-15650-522338 EQUIPMENT REPAIRS WWTP 1,065.90 - 5,000.00 639.56 1,000.00
100-15650-522339 EQUIPMENT REPAIRS PW ADMIN - - 5,000.00 8,329.68 7,500.00
100-15650-522340 EQUIPMENT REPAIRS POLICE DEPT 1,000.00
100-15650-523231 CELL PHONES 1,139.62 - - - 2,000.00
100-15650-523310 PUBLIC NOTICES 244.00 274.00 - - -
100-15650-523500 TRAVEL - - - 431.71 1,000.00
100-15650-523700 EDUCATION & TRAINING 562.50 1,213.60 2,500.00 1,150.00 1,500.00
100-15650-531130 OFFICE SUPPLIES - - 500.00 95.26 500.00
100-15650-531140 SUPPLIES & MATERIALS 3,793.03 6,009.42 10,000.00 614.70 600.00
100-15650-531142 HAND TOOLS & SMALL EQUIP. 246.92 1,056.74 2,500.00 111.05 1,000.00

47
Budget Worksheet

Expense
Division: 15350 - INFORMATION TECHNOLOGY
FY 2023
FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
Account Number Account Description ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-15350-511100 REGULAR EMPL. SALARIES - - - - 210,000.00
100-15350-512100 GRP INSRNC MEDICAL/DENTAL - - - - 40,409.07
100-15350-512101 FEES GRP INS - - - - 1,500.00
100-15350-512110 GROUP INSURANCE LIFE - - - - 6,000.00
100-15350-512111 GROUP INSURANCE VISION - - - - 3,000.00
100-13500-512200 MEDICARE 1.45% - - - - 6,000.00
100-15350-512400 PENSION - - - - 30,000.00
100-15350-512600 UNEMPLOYMENT INSURANCE - - - - 3,000.00
100-15350-512700 WORKER'S COMPENSATION - - - - 4,500.00
100-15350-512800 EMPLOYEE ASSISTANCE PROG. - - - - 1,500.00
100-15350-512851 HRA DEDUCTIBLE - - - - 6,000.00
100-15350-521211 IT Services for Governing Body 44,327.56 - - - -
100-15350-521212 IT Services for Executive 35,623.54 - - - -
100-15350-521213 IT Services for Administration 88,640.17 - - - -
100-15350-521214 IT Services for Government Buildings 10,434.41 - - - -
100-15350-521215 IT Services for Courts 17,646.53 - - - -
100-15350-521216 IT Services for Public Works 24,860.43 - - - -
100-15350-521217 IT Services for Code Enforcement 7,549.10 - - - -
100-15350-521218 IT Services for Main Street 14,761.87 - - - -
100-15350-521219 IT Services for Planning 11,473.45 - - - -
100-15350-521220 IT Services for Business Services 11,848.39 - - - -
100-15350-521351 IT SERVICES (CONTRACTED) - 278,465.75 336,830.00 113,552.65 275,000.00
100-15350-521352 IT SERVICES FOR PHONE SYSTEM - 99,082.33 84,000.00 78,860.94 84,000.00
100-15350-521353 IT SERVICES FOR INTERNET SERVICES - 4,367.04 65,700.00 1,817.10 65,700.00
100-15350-522210 MAINTENANCE AGREEMENTS 50,000.00
100-15350-522341 COPIER RENTAL 1,500.00
100-15350-523500 TRAVEL 3,500.00
100-15350-523600 DUES & FEES 1,500.00
100-15350-523700 EDUCATION & TRAINING 3,700.00
100-15350-531110 COMPUTER EXPENSE 23,838.17 45,915.66 32,730.00 17,126.36 45,000.00
100-15350-531130 OFFICE SUPPLIES 1,500.00
100-15350-531140 SUPPLIES & MATERIALS 2,500.00
100-15350-531142 HAND TOOLS & SMALL EQUIP. 2,000.00
100-15350-531750 UNIFORMS 500.00
100-15350-541400 COMPUTER NETWORK INFRASTRUCTURE 165,195.66 18,512.40 116,200.00 39,924.15 80,000.00
100-15350-541488 IT CAPITAL PROJECTS - - 14,122.00 - -
100-15350-542400 COMPUTER SOFTWARE 15,000.00
100-15350-542500 EQUIPMENT 80,000.00
Division: 15350 - INFORMATION TECHNOLOGY Total: 456,199.28 446,343.18 649,582.00 251,281.20 1,023,309.07

46
Budget Worksheet

Expense
Division: 15400 - HUMAN RESOURCES
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-15400-511100 REGULAR EMPL. SALARIES 88,565.79 94,448.89 144,875.62 46,705.73 145,762.99
100-15400-512100 GRP INSRNC MEDICAL/DENTAL 12,236.66 12,596.12 32,612.27 7,190.68 26,939.38
100-15400-512110 GROUP INSURANCE LIFE 277.68 306.72 340.00 178.92 350.00
100-15400-512111 GROUP INSURANCE VISION 67.68 65.48 135.00 31.16 1,000.00
100-15400-512200 MEDICARE 1.45% 1,282.18 1,362.25 1,600.00 676.68 1,600.00
100-15400-512400 PENSION 5,530.44 7,792.93 20,000.00 7,171.62 23,000.00
100-15400-512600 UNEMPLOYMENT INSURANCE - - 1,200.00 - 1,200.00
100-15400-512700 WORKER'S COMPENSATION 366.70 245.25 1,000.00 347.07 1,000.00
100-15400-512800 EMPLOYEE ASSISTANCE PROG. - - 300.00 - -
100-15400-512851 HRA - - 4,000.00 - 4,000.00
100-15400-521100 CONSULTANT FEES 8,500.00 13,682.98 10,000.00 2,911.56 1,500.00
100-15400-522210 MAINTENANCE AGEEMENTS 114.32 114.32 5,000.00 57.16 500.00
100-15400-522230 EQUIPMENT REPAIRS - - 500.00 - -
100-15400-522320 RENTAL OF EQUIP & VEHICLE - 6,174.76 - 2,105.48 -
100-15400-522341 COPIER RENTAL 50.65 1,403.43 700.00 449.74 700.00
100-15400-523110 INSURANCE GEN. LIABILITY 155,808.80 190,340.61 190,000.00 43,505.08 200,000.00
100-15400-523231 CELL PHONES 374.10 - - - -
100-15400-523300 ADVERTISING 209.45 2,496.90 1,500.00 3,338.25 2,000.00
100-15400-523400 PRINTING & BINDING 294.27 356.25 500.00 - 500.00
100-15400-523500 TRAVEL 1,529.70 939.05 3,500.00 1,322.20 1,500.00
100-15400-523600 DUES & FEES 423.00 423.00 500.00 309.00 500.00
100-15400-523700 EDUCATION & TRAINING 1,436.50 1,090.00 10,000.00 960.00 1,700.00
100-15400-523708 TRAINING & DEVELOPMENT 27,204.00 28,200.00 25,000.00 20,600.00 30,000.00
100-15400-523850 PERSONNEL SERVICE - - 15,000.00 14,832.83 15,000.00
100-15400-523851 INTERN HELP 1,268.25 2,035.00 5,000.00 1,119.00 5,000.00
100-15400-523855 CONTRACT SERVICES 4,341.80 1,346.55 5,000.00 1,151.40 2,500.00
100-15400-523909 CREDIT CARD EXPENSES 544.45 - 4,000.00 947.45 1,500.00
100-15400-523930 DRUG TESTING, VACCINES 1,618.34 577.50 5,000.00 790.00 1,500.00
100-15400-523936 HR EXPENSES 1,282.80 2,933.78 3,000.00 856.14 1,500.00
100-15400-523937 HEALTH & WELLNESS 36,277.32 38,693.57 42,000.00 37,819.16 42,000.00
100-15400-523940 POSTAGE 149.75 125.35 1,000.00 55.06 250.00
100-15400-531110 COMPUTER EXPENSE - - 2,500.00 - -
100-15400-531130 OFFICE SUPPLIES 51.64 389.81 500.00 342.62 500.00
100-15400-531700 MISCELLANEOUS EXPENSE 608.48 1,340.06 1,000.00 400.00 1,000.00
100-15400-531701 HOSPITALITY/FOOD/BEVERAGE 2,900.01 2,277.81 4,000.00 62.19 6,000.00
100-15400-531710 CHRISTMAS DECORATIONS - - 5,000.00 213.45 250.00
100-15400-531750 UNIFORM - 244.30 200.00 62.00 200.00
100-15400-542300 FURNITURE & FIXTURE - - 450.00 - -
100-15400-542500 EQUIPMENT - - 500.00 - -
100-15400-573200 LIABILITY INSURANCE DEDUCT - 10,000.00 - - -
Division: 15400 - HUMAN RESOURCES Total: 353,314.76 422,002.67 547,412.89 196,511.63 520,952.37

46
Budget Worksheet

Expense
Division: 15400 - HUMAN RESOURCES
FY 2023
FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
Account Number Account Description ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-15400-511100 REGULAR EMPL. SALARIES 88,565.79 94,448.89 144,875.62 46,705.73 180,762.99
100-15400-512100 GRP INSRNC MEDICAL/DENTAL 12,236.66 12,596.12 32,612.27 7,190.68 35,919.17
100-15400-512110 GROUP INSURANCE LIFE 277.68 306.72 340.00 178.92 466.67
100-15400-512111 GROUP INSURANCE VISION 67.68 65.48 135.00 31.16 1,333.33
100-15400-512200 MEDICARE 1.45% 1,282.18 1,362.25 1,600.00 676.68 2,133.33
100-15400-512400 PENSION 5,530.44 7,792.93 20,000.00 7,171.62 30,666.67
100-15400-512600 UNEMPLOYMENT INSURANCE - - 1,200.00 - 1,600.00
100-15400-512700 WORKER'S COMPENSATION 366.70 245.25 1,000.00 347.07 1,333.33
100-15400-512800 EMPLOYEE ASSISTANCE PROG. - - 300.00 - -
100-15400-512851 HRA - - 4,000.00 - 6,000.00
100-15400-521100 CONSULTANT FEES 8,500.00 13,682.98 10,000.00 2,911.56 1,500.00
100-15400-522210 MAINTENANCE AGEEMENTS 114.32 114.32 5,000.00 57.16 500.00
100-15400-522230 EQUIPMENT REPAIRS - - 500.00 - -
100-15400-522320 RENTAL OF EQUIP & VEHICLE - 6,174.76 - 2,105.48 -
100-15400-522341 COPIER RENTAL 50.65 1,403.43 700.00 449.74 700.00
100-15400-523110 INSURANCE GEN. LIABILITY 155,808.80 190,340.61 190,000.00 43,505.08 200,000.00
100-15400-523231 CELL PHONES 374.10 - - - -
100-15400-523300 ADVERTISING 209.45 2,496.90 1,500.00 3,338.25 2,000.00
100-15400-523400 PRINTING & BINDING 294.27 356.25 500.00 - 500.00
100-15400-523500 TRAVEL 1,529.70 939.05 3,500.00 1,322.20 1,500.00
100-15400-523600 DUES & FEES 423.00 423.00 500.00 309.00 500.00
100-15400-523700 EDUCATION & TRAINING 1,436.50 1,090.00 10,000.00 960.00 1,700.00
100-15400-523708 TRAINING & DEVELOPMENT 27,204.00 28,200.00 25,000.00 20,600.00 30,000.00
100-15400-523850 PERSONNEL SERVICE - - 15,000.00 14,832.83 15,000.00
100-15400-523851 INTERN HELP 1,268.25 2,035.00 5,000.00 1,119.00 5,000.00
100-15400-523855 CONTRACT SERVICES 4,341.80 1,346.55 5,000.00 1,151.40 2,500.00
100-15400-523909 CREDIT CARD EXPENSES 544.45 - 4,000.00 947.45 1,500.00
100-15400-523930 DRUG TESTING, VACCINES 1,618.34 577.50 5,000.00 790.00 1,500.00
100-15400-523936 HR EXPENSES 1,282.80 2,933.78 3,000.00 856.14 1,500.00
100-15400-523937 HEALTH & WELLNESS 36,277.32 38,693.57 42,000.00 37,819.16 42,000.00
100-15400-523940 POSTAGE 149.75 125.35 1,000.00 55.06 250.00
100-15400-531110 COMPUTER EXPENSE - - 2,500.00 - -
100-15400-531130 OFFICE SUPPLIES 51.64 389.81 500.00 342.62 500.00
100-15400-531700 MISCELLANEOUS EXPENSE 608.48 1,340.06 1,000.00 400.00 1,000.00
100-15400-531701 HOSPITALITY/FOOD/BEVERAGE 2,900.01 2,277.81 4,000.00 62.19 6,000.00
100-15400-531710 CHRISTMAS DECORATIONS - - 5,000.00 213.45 250.00
100-15400-531750 UNIFORM - 244.30 200.00 62.00 200.00
100-15400-542300 FURNITURE & FIXTURE - - 450.00 - -
100-15400-542500 EQUIPMENT - - 500.00 - -
100-15400-573200 LIABILITY INSURANCE DEDUCT - 10,000.00 - - -
Division: 15400 - HUMAN RESOURCES Total: 353,314.76 422,002.67 547,412.89 196,511.63 576,315.49

47
100-15650-531143 SECURITY UPGRADE 592.00 131,926.44 35,000.00 10,107.85 10,000.00
100-15650-531222 GA POWER ELECTRICITY - - 18,000.00 - -
100-15650-531224 GA PWR,LIGHTS,TAG OFFICE 2,051.61 2,065.10 3,000.00 859.87 3,000.00
100-15650-531225 GA PWR,4640 CITY HALL 72,013.86 79,896.98 75,000.00 35,770.03 75,000.00
100-15650-531271 Admin Vehicles 357.19 1,904.51 - 863.10 -
100-15650-531280 Cable 937.26 - 1,700.00 - 1,000.00
100-15650-531290 CABLE 815.17 - - - -
100-15650-531700 MISCELLANEOUS EXPENSE 1,875.46 360.27 3,000.00 874.48 1,500.00
100-15650-531720 SIGNS 264.40 44.80 1,000.00 - 250.00
100-15650-531740 TIRE EXPENSE 556.36 - 1,000.00 - -
100-15650-531750 UNIFORMS 454.76 730.28 1,500.00 703.42 800.00
100-15650-541302 NEW ADMINISTRATION BLDG. - - 5,000.00 9,998.44 -
100-15650-541333 BUILDING IMPROVEMENTS MUNICIPAL COURT - - 5,500.00 - -
100-15650-542200 VEHICLES - 34,452.30 - - -
100-15650-542300 FURNITURE & FIXTURES - - 5,000.00 - -
100-15650-542400 COMPUTER SOFTWARE 3,567.00 3,539.33 5,000.00 3,581.30 5,000.00
100-15650-542500 Equipment 84,096.82 - 15,000.00 - 7,500.00
Division: 15650 - GOVERNMENT BUILDINGS/PROPERTY Total: 737,241.25 820,187.54 979,734.11 409,549.65 896,033.75

48
Budget Worksheet

Expense
Division: 25000 - MUNICIPAL COURT
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-25000-511140 JUDGE 2,175.68 2,800.00 34,900.00 1,200.00 65,000.00
100-25000-511141 SOLICITOR - - 27,100.00 - 30,000.00
100-25000-511142 COURT CLERK & ASSISTANTS 90,458.12 88,382.84 113,602.76 44,862.34 151,392.74
100-25000-511300 OVERTIME 19.50 13.80 - 7.10 -
100-25000-512100 GRP INSRNC MEDICAL/DENTAL 60,587.32 62,232.45 109,878.77 45,117.43 40,409.07
100-25000-512110 GROUP INSURANCE LIFE 329.04 349.80 2,040.00 193.33 2,000.00
100-25000-512111 GROUP INSURANCE VISION 312.12 303.56 448.00 194.61 1,000.00
100-25000-512200 MEDICARE 1.45% 1,305.40 1,280.43 4,090.00 636.92 3,000.00
100-25000-512400 PENSION 13,365.24 12,267.88 15,800.00 5,665.56 23,000.00
100-25000-512600 UNEMPLOYMENT INSURANCE - - 2,000.00 - 2,000.00
100-25000-512700 WORKER'S COMPENSATION 4,400.52 2,961.79 6,000.00 2,087.63 6,000.00
100-25000-512851 HRA, DEDUCTIBLE - - 3,000.00 - 3,000.00
100-25000-521221 LEGAL - INDIGENT 750.00 - 5,000.00 - 5,000.00
100-25000-521225 INTERPRETER - - 500.00 - 500.00
100-25000-521226 ZSI PROBATION - - 5,000.00 - 5,000.00
100-25000-521301 CODIFICATION 388.81 2,397.01 400.00 - 400.00
100-25000-521310 COURT SOFTWARE 4,750.00 4,000.00 10,000.00 2,670.00 5,000.00
100-25000-521335 SHREDING - 45.50 100.00 - 100.00
100-25000-522210 MAINTENANCE AGREEMENTS 342.98 342.98 1,000.00 171.49 500.00
100-25000-522230 EQUIPMENT REPAIRS - - 500.00 - 500.00
100-25000-522320 RENTAL OF EQUIP & VEHICLE 914.00 - 1,500.00 - -
100-25000-522341 COPIER RENTAL 2,400.65 2,784.59 1,800.00 1,036.28 2,000.00
100-25000-523220 GEORGIA TECHNOLOGY AUTH. 54.30 53.40 150.00 28.94 150.00
100-25000-523231 CELL PHONES 374.10 - - - -
100-25000-523245 TELECOMMUNICATIONS - - 375.00 - 375.00
100-25000-523310 PUBLIC NOTICES - - - 252.00 -
100-25000-523400 PRINTING & BINDING 44.32 - 1,000.00 - -
100-25000-523500 TRAVEL - - 2,500.00 540.19 1,700.00
100-25000-523600 DUES & FEES - - 1,000.00 55.00 500.00
100-25000-523700 EDUCATION & TRAINING 536.19 405.43 2,500.00 150.00 1,500.00
100-25000-523860 P O SALARIES - EXTRA DUTY 2,520.00 3,060.00 10,000.00 1,710.00 5,000.00
100-25000-523902 CREDIT CARD EXPENSES - - 1,500.00 - -
100-25000-523940 POSTAGE 149.75 125.35 1,000.00 55.06 500.00
100-25000-531110 COMPUTER EXPENSE 1,380.00 - - - -
100-25000-531130 OFFICE SUPPLIES 573.78 706.83 1,500.00 255.17 500.00
100-25000-531140 SUPPLIES & MATERIALS 423.28 268.74 1,000.00 - 500.00
100-25000-531211 NTRL GAS,4545 MUNI COURT 1,627.47 1,735.31 1,000.00 888.30 1,000.00
100-25000-531227 GA PWR,4602 MUNICIPAL CRT 11,337.04 12,493.74 5,550.00 4,310.05 5,550.00
100-25000-531700 MISCELLANEOUS EXPENSE - 426.02 5,800.00 91.05 500.00
100-25000-531710 CHRISTMAS DECORATIONS - - 250.00 - -
100-25000-531720 SIGNS - - 500.00 - -
100-25000-531750 UNIFORMS 63.00 382.16 350.00 - 250.00
100-25000-542300 FURNITURE & FIXTURES - - 8,000.00 - -
49
100-25000-542400 COMPUTER SOFTWARE - - 1,800.00 - -
100-25000-542500 EQUIPMENT - 4,152.47 - - -
100-25000-573001 BRAIN & SPINAL INJURY 180.60 269.44 1,900.00 - -
100-25000-573002 STATE PROBATION SYS FUND 100.00 25.00 800.00 - 800.00
100-25000-573003 FINES 10% JAIL 1,673.27 3,020.41 1,900.00 2,661.50 1,900.00
100-25000-573004 VICTIMS ASSIST. FUND 803.05 1,543.31 1,000.00 1,330.58 1,000.00
100-25000-573005 BOND REFUND 4,525.00 (134.00) 12,500.00 - 12,500.00
100-25000-573006 GA CRIME VICTIM'S FUND 52.00 13.40 550.00 - 550.00
100-25000-573007 CTY DRUG ABUSE TR AND EDU 1,177.16 60.93 6,500.00 - 6,500.00
100-25000-573008 P. O. A&B FUND 859.72 2,819.59 10,000.00 2,850.15 10,000.00
100-25000-573009 P. O. TRAINING FUND 1,361.10 2,590.43 10,000.00 2,577.73 10,000.00
100-25000-573010 INDIGENT DEFENSE FUND 1,675.72 2,989.99 10,000.00 2,589.09 10,000.00
100-25000-573011 DRIVERS ED/TRAINING FUND 217.44 373.87 7,500.00 359.54 3,500.00
100-25000-573020 WITNESS FEES - - 500.00 - 500.00
100-25000-573100 RESTITUTION - - 500.00 - 500.00
Division: 25000 - MUNICIPAL COURT Total: 214,207.67 217,544.45 454,084.53 124,547.04 421,576.81

50
Budget Worksheet

Expense
Division: 32100 - POLICE ADMINISTRATION
FY 2023
FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
Account Number Account Description ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-32100-511100 REGULAR EMPL. SALARIES - 64,388.55 2,689,037.00 472,793.45 4,000,449.60
100-32100-511200 TEMPORARY EMPLOYEES - - 50,000.00 13,256.36 84,000.00
100-32100-511300 OVERTIME - - 65,000.00 2,012.88 235,000.00
100-32100-512100 GRP INSRNC MEDICAL/DENTAL - 3,493.80 - 103,168.16 794,711.71
100-32100-512110 GROUP INSURANCE LIFE - - - 1,398.87 22,800.00
100-32100-512111 GROUP INSURANCE VISION - - - 448.56 6,000.00
100-32100-512200 MEDICARE 1.45% - 944.08 - 6,990.16 60,000.00
100-32100-512700 WORKER'S COMPENSATION - - - 619.00 84,000.00
100-32100-521201 PROFESSIONAL FEES - 1,214.97 20,000.00 20,215.31 8,000.00
100-32100-522200 REPAIRS & MAINTENANCE - - 3,500.00 265.00 35,000.00
100-32100-522210 MAINTENANCE AGREEMENTS - - 10,000.00 - 10,000.00
100-32100-522250 AUTO & TRUCK REPAIR - - 15,000.00 - 20,000.00
100-32100-522341 COPIER RENTAL - - 3,600.00 - 5,000.00
100-32100-523110 LIABILITY INSURANCE - 383.25 - 1,149.75 15,000.00
100-32100-523220 GEORGIA TECHNOLOGY AUTH. - - - 13.37 120.00
100-32100-523245 TELECOMMUNICATIONS - - 25,000.00 - -
100-32100-523400 PRINTING & BINDING - - 500.00 - 1,500.00
100-32100-523500 TRAVEL - - 15,000.00 1,810.05 10,000.00
100-32100-523600 DUES & FEES - 525.00 - 815.00 5,000.00
100-32100-523700 EDUCATION & TRAINING - 2,075.00 25,000.00 2,543.60 60,000.00
100-32100-523800 LICENSES - - 5,000.00 - -
100-32100-523855 CONTRACT SERVICES - - 20,000.00 1,950.00 85,000.00
100-32100-523860 P O SALARIES - EXTRA DUTY 148,572.50 190,305.00 250,000.00 18,450.00 30,000.00
100-32100-523862 P O Salaries Parks 83,920.00 111,690.00 - 18,360.00 -
100-32100-523864 P O Salaries Film - - - - -
100-32100-523929 PRE-EMPLOYMENT SCREENING - - 60,000.00 24,939.10 10,000.00
100-32100-523930 DRUG TESTING, VACCINES - 330.00 6,000.00 4,620.00 4,000.00
100-32100-523940 POSTAGE - - 800.00 127.59 1,000.00
100-32100-531105 PROTECTIVE EQUIPMENT - - - - -
100-32100-531110 COMPUTER EXPENSE - 2,095.78 - - -
100-32100-531130 OFFICE SUPPLIES - 1,399.91 18,000.00 2,939.52 15,000.00
100-32100-531140 SUPPLIES & MATERIALS - 325.55 11,359.25 1,811.19 35,000.00
100-32100-531211 NTRL GAS, 4545 MUNI COURT - - - 272.65 6,000.00
100-32100-531222 GA POWER ELECTRICITY - - - 1,720.51 24,000.00
100-32100-531270 ENERGY-GASOLINE/DIESEL - 180.70 85,000.00 13,076.61 140,000.00
100-32100-531600 SMALL EQUIPMENT - - 20,000.00 1,599.60 85,000.00
100-32100-531700 MISCELLANEOUS EXPENSE - 1,179.60 5,000.00 3,874.49 10,000.00
100-32100-531701 HOSPITALITY/FOOD/BEVERAGE - - - - 5,000.00
100-32100-531725 PROMOTIONAL ITEMS - - 10,000.00 6,686.56 10,000.00
100-32100-531740 TIRE EXPENSE - - 3,500.00 - -
100-32100-531750 UNIFORMS - - 170,000.00 23,267.41 50,000.00
100-32100-542300 FURNITURE & FIXTURES - - 5,000.00 1,117.02 5,000.00
100-32100-542400 COMPUTER SOFTWARE - - - - 120,300.00
100-32100-542500 EQUIPMENT - - 20,000.00 5,239.12 25,000.00
100-32100-573008 P. O. A&B FUND - - - - 16,000.00
100-32100-573013 LEGAL DEFENSE FUND - - - - 7,000.00
Division: 32100 - POLICE ADMINISTRATION Total: 232,492.50 380,531.19 3,611,296.25 757,550.89 6,139,881.31
52
Budget Worksheet

Expense
Division: 42200 - PUBLIC WORKS
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-42200-511100 REGULAR EMPL. SALARIES 748,606.32 781,432.60 1,212,709.04 333,971.60 1,015,137.05
100-42200-511300 OVERTIME 5,006.37 6,043.45 35,000.00 6,682.29 35,000.00
100-42200-512100 GRP INSRNC MEDICAL/DENTAL 302,671.93 309,112.27 499,346.95 166,573.58 282,863.49
100-42200-512110 GROUP INSURANCE LIFE 2,734.64 2,940.59 8,500.00 1,696.94 8,500.00
100-42200-512111 GROUP INSURANCE VISION 1,448.12 1,424.83 1,967.68 700.05 2,000.00
100-42200-512200 MEDICARE 1.45% 10,770.95 11,263.43 15,400.00 4,868.85 15,400.00
100-42200-512400 PENSION 88,819.50 191,372.80 250,000.00 89,645.22 250,000.00
100-42200-512600 UNEMPLOYMENT INSURANCE - 2,112.50 11,000.00 - 11,000.00
100-42200-512700 WORKER'S COMPENSATION 37,290.87 30,117.85 62,000.00 21,586.24 62,000.00
100-42200-512851 HRA, DEDUCTIBLE 5,536.99 4,728.38 34,000.00 2,510.15 35,000.00
100-42200-521201 PROFESSIONAL - - 90,000.00 - 25,000.00
100-42200-521230 ENGINEERING FEES 7,282.00 9,979.18 25,000.00 2,560.00 25,000.00
100-42200-522000 ROW LANDSCAPING 179,265.25 193,245.92 300,000.00 87,157.70 200,000.00
100-42200-522150 SURVEILLANCE CAMERAS - - 13,500.00 - 13,500.00
100-42200-522210 MAINTENANCE AGREEMENTS 342.98 342.98 6,000.00 171.49 500.00
100-42200-522220 MAINTENANCE & CLEANING 2,255.86 2,711.20 5,000.00 - 2,700.00
100-42200-522230 EQUIPMENT REPAIRS 16,556.09 21,179.73 25,000.00 17,413.19 35,000.00
100-42200-522241 LMIG S013642-PRC,3 STRTS 798,475.39 904,087.61 270,000.00 1,244,165.85 287,600.00
100-42200-522242 STREET/TRACK MAIN. & REP. 1,919.77 - 20,000.00 15,600.00 20,000.00
100-42200-522250 AUTO & TRUCK REPAIR 5,972.67 16,474.44 30,000.00 7,236.98 15,000.00
100-42200-522253 DAMAGE TO CITIZEN VEHICLE 670.00 201.08 2,500.00 - 2,500.00
100-42200-522320 RENTAL OF EQUIP & VEHICLE 3,824.85 3,665.41 5,000.00 - 5,000.00
100-42200-522341 COPIER RENTAL 37.34 6.47 - 45.22 5,000.00
100-42200-523231 CELL PHONES 2,382.89 - - - -
100-42200-523245 TELECOMMUNICATIONS 13,140.95 13,236.58 14,000.00 6,483.99 -
100-42200-523310 PUBLIC NOTICES 14.00 264.00 - 394.00 -
100-42200-523500 TRAVEL (256.23) 17.92 3,500.00 694.74 3,500.00
100-42200-523600 DUES & FEES 50.00 941.90 1,000.00 302.00 1,000.00
100-42200-523700 EDUCATION & TRAINING 98.50 180.00 5,500.00 1,575.00 7,500.00
100-42200-523850 PERSONNEL SERVICE 8,869.77 6,604.78 - - 10,000.00
100-42200-523851 UTILITY PROTECTION SERV. - - 5,000.00 - -
100-42200-523901 BANK CHARGES 92.71 - - - -
100-42200-523930 DRUG TESTING, VACCINES 1,164.00 195.00 3,500.00 531.00 1,000.00
100-42200-523935 DRIVERS LICENSES - - 1,000.00 - -
100-42200-523960 REIMBURSEMENT/REPAIRS - - 2,500.00 - 2,500.00
100-42200-531110 COMPUTER EXPENSE 831.00 - - - -
100-42200-531130 OFFICE SUPPLIES 598.90 741.75 1,000.00 209.55 1,000.00
100-42200-531140 SUPPLIES & MATERIALS 8,444.42 9,275.98 20,000.00 7,497.41 11,000.00
100-42200-531142 HAND TOOLS & SMALL EQUIP. 7,575.75 11,766.18 20,000.00 4,199.23 12,000.00
100-42200-531145 MOSQUITO SPRAYING 500.00 600.00 1,000.00 - 1,500.00
100-42200-531211 NTRL GAS,4545 MUNI COURT 6,450.18 8,412.70 8,500.00 4,144.98 8,500.00
100-42200-531222 GA POWER ELECTRICITY 19,334.10 22,035.70 20,000.00 7,802.87 20,000.00
100-42200-531233 STREET LIGHTS, OUTSIDE 431,133.74 445,969.85 450,000.00 187,599.37 450,000.00
100-42200-531270 ENERGY-GASOLINE/DIESEL 20,753.00 36,130.08 45,000.00 20,346.84 45,000.00

52
100-42200-531700 MISCELLANEOUS EXPENSE 157.72 286.69 5,000.00 446.57 2,500.00
100-42200-531710 CHRISTMAS DECORATIONS 1,213.20 21,201.43 15,000.00 - 15,000.00
100-42200-531720 SIGNS 11,300.08 11,586.90 20,000.00 1,097.08 10,000.00
100-42200-531740 TIRE EXPENSE 4,926.89 6,491.60 7,500.00 533.02 7,500.00
100-42200-531750 UNIFORMS 9,843.62 6,988.70 15,000.00 5,727.22 10,000.00
100-42200-541403 PAVING - - 25,000.00 - 25,000.00
100-42200-541404 SIDEWALKS - - 165,000.00 106,177.00 -
100-42200-542200 VEHICLES - 140,092.32 50,000.00 - 50,000.00
100-42200-542400 COMPUTER SOFTWARE 3,567.00 3,539.34 5,500.00 3,581.30 5,500.00
100-42200-542500 EQUIPMENT - 111,433.06 50,000.00 - 50,000.00
Division: 42200 - PUBLIC WORKS Total: 2,771,674.08 3,350,435.18 3,881,423.67 2,361,928.52 3,103,700.54

53
Budget Worksheet

Expense
Division: 61900 - CITY EVENTS
FY 2022 FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-61900-523300 ADVERTISING 3,940.00 420.00 5,000.00 4,850.00 25,000.00
100-61900-523700 Education & Training 110.50 - - - -
100-61900-523933 LINEN - - 5,000.00 165.00 3,000.00
100-61900-531701 HOSPITALITY 60.34 - 1,500.00 - 1,500.00
100-61900-531705 HOLIDAY FEST/TREE LIGHTING 15,451.70 20,315.19 35,000.00 694.01 21,000.00
100-61900-531710 CHRISTMAS DECORATIONS 8,290.54 12,610.00 10,000.00 - 10,000.00
100-61900-531720 SIGNS - - 5,000.00 176.13 1,000.00
100-61900-531727 MEMORIAL DAY MARCH 250.00 2,910.00 6,000.00 3,165.85 4,000.00
100-61900-531729 SUMMER EVENTS - 10,516.84 40,000.00 - -
100-61900-531731 PRETTY IN PINK 6,966.32 23,255.33 10,000.00 - 10,000.00
100-61900-531732 CAREER FAIRS - 1,115.76 1,500.00 1,487.02 1,500.00
100-61900-531733 9/11 CEREMONY 337.05 2,219.93 1,000.00 - 1,000.00
100-61900-531734 BRIDGEFEST - - 35,000.00 - 100,000.00
100-61900-531736 FOOD TRUCKS 4,225.00 27,532.71 20,000.00 18,197.50 20,000.00
100-61900-531737 VETERAN'S DAY PARADE 4,562.05 6,985.00 10,000.00 - 4,000.00
100-61900-531748 AMPHITHEATER EVENT 2,259.00 12,977.27 10,000.00 4,290.85 -
100-61900-531749 CENTIENTIAL CELEBRATION 20,130.22 - - 15,000.00 -
100-61900-531750 Uniforms - - 2,500.00 - -
100-61900-531757 BACK TO SCHOOL 9,239.08 11,708.32 10,000.00 - 10,000.00
100-61900-531758 JULY 4TH EVENT - - 50,000.00 34,727.99 50,000.00
100-61900-531759 JUNETEENTH EVENT - 8,795.94 12,500.00 10,598.26 12,500.00
100-61900-531760 HALLOWEEN FESTIVAL - - 10,000.00 100.00 10,000.00
100-61900-542200 VEHICLES - - - - -
Division: 61900 - CITY EVENTS Total: 75,821.80 141,362.29 280,000.00 93,452.61 284,500.00

54
Budget Worksheet

Expense
Division: 62200 - PARKS

Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 FY 2023
ACTUAL ACTUAL BUDGET YTD PROPOSED
ACTUAL EXPENDITURES
100-62200-522151 SURVEILLANCE CAMERAS-REEVES CREEK TRAIL - - 5,500.00 - 5,500.00
100-62200-522152 SURVEILLANCE CAMERAS-MEMORIAL PARK - - 37,500.00 - -
100-62200-522153 SURVEILLANCE CAMERAS-CLARK PARK - - 37,500.00 - -
100-62200-522154 SURVEILLANCE CAMERAS-GARDNER PARK - - 27,500.00 - -
100-62200-522224 FOUNTAIN MAINTENANCE - - 25,000.00 - 25,000.00
100-62200-522225 BRIDGE MAINTENANCE 7,539.00 4,728.00 25,000.00 - 25,000.00
100-62200-522230 EQUIPMENT REPAIRS 5,093.44 94.66 5,000.00 4,751.36 10,000.00
100-62200-522250 AUTO & TRUCK REPAIR 653.00 - 3,000.00 - 3,000.00
100-62200-523220 GEORGIA TECHNOLOGY AUTH. 294.66 289.80 1,000.00 120.75 1,000.00
100-62200-523240 AT&T CLUB SERVICE 5,696.46 6,533.80 4,500.00 3,464.98 4,500.00
100-62200-531140 SUPPLIES & MATERIALS 6,546.10 13,044.47 25,000.00 608.03 10,000.00
100-62200-531142 HAND TOOLS & SMALL EQUIP. - 327.97 3,500.00 113.96 4,000.00
100-62200-531143 SECURITY UPGRADES - - 25,000.00 - 25,000.00
100-62200-531222 GA POWER ELECTRICITY 153,659.37 160,008.17 25,000.00 62,025.43 25,000.00
100-62200-531270 ENERGY-GASOLINE/DIESEL - - 3,000.00 - 4,500.00
100-62200-541209 IMPROVEMENTS - - 35,000.00 1,900.00 15,000.00
100-62200-542300 FURNITURE & FIXTURES - 7,614.25 30,000.00 - 15,000.00
100-62200-542400 COMPUTER SOFTWARE 3,567.00 3,539.33 4,500.00 3,581.30 4,500.00
100-62200-542500 EQUIPMENT - 4,973.22 35,000.00 - 15,000.00
Division: 62200 - PARKS Total: 183,049.03 201,153.67 357,500.00 76,565.81 192,000.00

55
Budget Worksheet

Expense
Division: 72000 - PERMITTING DEVELOPMENT
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-72000-511100 REGULAR EMPL. SALARIES 132,104.29 135,580.45 137,827.50 60,415.21 136,590.87
100-72000-512100 GRP INSRNC MEDICAL/DENTAL 49,140.10 50,450.36 61,309.30 28,835.82 26,939.38
100-72000-512110 GROUP INSURANCE LIFE 475.80 488.76 550.00 285.25 550.00
100-72000-512111 GROUP INSURANCE VISION 256.44 249.22 257.00 122.90 1,000.00
100-72000-512200 MEDICARE 1.45% 1,876.32 1,932.21 1,000.00 852.43 1,000.00
100-72000-512400 PENSION 8,797.33 7,895.14 10,400.00 3,729.24 20,000.00
100-72000-512600 UNEMPLOYMENT INSURANCE - - 2,000.00 - 2,000.00
100-72000-512700 WORKER'S COMPENSATION 1,466.86 987.01 2,000.00 694.10 2,000.00
100-72000-512851 HRA DEDUCTIBLE - - 3,000.00 - 3,000.00
100-72000-521200 PROFESSIONAL FEES - - - - -
100-72000-521202 CONSULTING SERVICES - BSD 311,179.29 267,734.61 400,000.00 206,848.68 420,000.00
100-72000-521203 CONSULTING SERVICES - ENGINEERING 156,865.02 41,636.25 100,000.00 - 75,000.00
100-72000-521300 TECHNICAL SERVICES - - 1,000.00 132.00 -
100-72000-521310 SOFTWARE - - 4,000.00 - -
100-72000-522210 MAINTENANCE AGREEMENT 2,000.00 5,748.53 6,000.00 4,219.95 6,300.00
100-72000-522250 AUTO & TRUCK REPAIR - 280.22 - - -
100-72000-522341 COPIER RENTAL 6.21 123.37 500.00 24.32 525.00
100-72000-523231 CELL PHONES 748.20 - - - -
100-72000-523245 TELECOMMUNICATIONS - - 500.00 - -
100-72000-523300 ADVERTISEMENT - - 3,000.00 - 500.00
100-72000-523400 PRINTING & BINDING - - 3,000.00 - 750.00
100-72000-523500 TRAVEL 1,075.00 932.00 2,500.00 1,442.02 1,200.00
100-72000-523600 DUES & FEES - - 1,000.00 - -
100-72000-523700 EDUCATION & TRAINING 186.50 250.00 2,500.00 1,099.00 1,500.00
100-72000-523940 POSTAGE - - 2,000.00 - 750.00
100-72000-531100 GEN SUPPLIES & MAT 1,165.70 228.05 1,000.00 - 500.00
100-72000-531110 COMPUTER EXPENSE 5,332.50 - - - -
100-72000-531140 SUPPLIES AND MATERIALS 176.07 437.96 - - -
100-72000-531211 NTRL GAS,4545 MUNI COURT - - - - -
100-72000-531227 GA PWR,4602 MUNICIPAL CRT - - - - -
100-72000-531270 ENERGY-GASOLINE/DIESEL 794.54 1,563.58 1,200.00 1,029.58 1,260.00
100-72000-531600 SMALL EQUIPMENT - NON CAPITAL - - 1,700.00 - 500.00
100-72000-531701 HOSPITALITY/FOOD/BEVERAGE - - - - -
100-72000-531750 UNIFORMS 390.00 613.64 700.00 - 700.00
100-72000-542300 FURNITURE & FIXTURES - - 500.00 - 500.00
Division: 72000 - PERMITTING DEVELOPMENT Total: 674,036.17 517,131.36 749,443.80 309,730.50 703,065.25

56
Budget Worksheet

Expense
Division: 74100 - PLANNING & ZONING
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-74100-511100 REGULAR SALARIES 114,982.49 212,967.64 373,831.42 145,400.65 388,049.14
100-74100-512100 GRP INSRNC MEDICAL/DENTAL 23,488.43 42,707.49 119,628.88 34,400.77 67,348.45
100-74100-512110 GROUP INSURANCE LIFE 402.29 595.53 3,300.00 486.20 3,300.00
100-74100-512111 GROUP INSURANCE VISION 129.72 219.57 460.00 163.47 1,000.00
100-74100-512200 MEDICARE 1.45% 1,650.86 3,021.11 3,630.00 2,054.25 3,600.00
100-74100-512400 PENSION 17,425.56 23,608.62 61,800.00 22,160.28 61,800.00
100-74100-512600 UNEMPLOYMENT INSURANCE - - 12,000.00 - 12,000.00
100-74100-512700 WORKER'S COMPENSATION 2,933.73 2,875.86 12,000.00 4,175.21 12,000.00
100-74100-512851 HRA DEDUCTIBLE - 1,465.26 12,000.00 230.76 10,000.00
100-74100-521150 ZONING BOARD STIPEND - 2,175.00 5,000.00 650.00 5,250.00
100-74100-521200 PROFESSIONAL FEES - 70,000.00 5,000.00 - 75,000.00
100-74100-521300 TECHNICAL SERVICES - - 1,000.00 - -
100-74100-521310 SOFTWARE - - 4,000.00 - -
100-74100-522210 MAINTENANCE AGREEMENTS 14,952.87 3,111.43 8,000.00 57.16 1,500.00
100-74100-522250 AUTO & TRUCK REPAIR - - 2,000.00 - -
100-74100-522320 RENTAL OF EQUIP & VEHICLE - - - - -
100-74100-522341 COPIER RENTAL 361.86 - 500.00 218.26 525.00
100-74100-523231 CELL PHONES 1,071.52 - - - -
100-74100-523245 TELECOMMUNICATIONS - 185.07 500.00 - -
100-74100-523300 ADVERTISEMENT 2,978.17 3,957.00 5,000.00 1,056.00 3,000.00
100-74100-523400 PRINTING & BINDING 2,636.08 276.45 4,000.00 760.00 1,500.00
100-74100-523500 TRAVEL 3,091.21 - 3,000.00 2,820.39 3,500.00
100-74100-523501 ZONING ADVISORY BOARD TRAVEL - - 2,000.00 - 1,500.00
100-74100-523600 DUES & FEES 714.00 775.00 2,250.00 236.00 1,300.00
100-74100-523700 EDUCATION & TRAINING (131.69) - 2,000.00 895.93 2,100.00
100-74100-523701 ZONING ADVISORY BD ED & TRAINING 308.97 950.00 1,000.00 - 1,050.00
100-74100-523851 INTERN HELP 762.00 - - - -
100-74100-523940 POSTAGE 276.90 422.81 2,000.00 389.66 750.00
100-74100-531100 SUPPLIES & MATERIALS 2,880.14 3,252.12 6,000.00 1,273.85 2,500.00
100-74100-531110 COMPUTER EXPENSE 2,670.03 - - - -
100-74100-531270 ENERGY-GASOLINE/DIESEL 345.61 - 1,000.00 - 1,050.00
100-74100-531600 SMALL EQUIPMENT - NON-CAPITAL - 2,092.97 2,000.00 - 750.00
100-74100-531701 HOSPITALITY/FOOD/BEVERAGE - 283.87 600.00 - 630.00
100-74100-531702 HISTORIC PRESERVATION COMMITTEE - 97.00 10,000.00 - -
100-74100-531750 UNIFORMS - 360.51 800.00 - 840.00
100-74100-542300 FURNITURE & FIXTURES - - 3,000.00 - -
Division: 74100 - PLANNING & ZONING Total: 193,930.75 375,400.31 669,300.30 217,428.84 661,842.59

57
Budget Worksheet

Expense
Division: 74500 - CODE ENFORCEMENT
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-74500-511100 REGULAR EMPL. SALARIES 87,435.44 129,906.76 154,647.86 51,459.55 148,901.96
100-74500-511300 OVERTIME - 55.59 - 253.28 300.00
100-74500-512100 GRP INSRNC MEDICAL/DENTAL 35,623.37 43,506.18 61,753.16 24,670.46 40,409.07
100-74500-512110 GROUP INSURANCE LIFE 328.92 452.28 825.00 224.79 850.00
100-74500-512111 GROUP INSURANCE VISION 191.04 222.26 192.00 108.22 1,000.00
100-74500-512200 MEDICARE 1.45% 1,253.44 1,867.54 1,875.00 740.94 2,000.00
100-74500-512400 PENSION 10,489.20 17,321.33 22,400.00 8,032.20 23,000.00
100-74500-512700 WORKER'S COMPENSATION 1,540.18 1,487.64 3,100.00 1,081.20 3,200.00
100-74500-512850 HRA REIMBURSEMENT - - 4,000.00 2,000.00 6,000.00
100-74500-521201 PROFESSIONAL FEES - - 500.00 - -
100-74500-521300 TECHNICAL SERVICES - - 500.00 - -
100-74500-521310 SOFTWARE - - 2,000.00 - -
100-74500-522210 MAINTENANCE AGREEMENT 3,821.70 2,614.65 3,500.00 4,061.12 4,200.00
100-74500-522250 AUTO & TRUCK REPAIR 70.32 - 1,000.00 271.50 1,050.00
100-74500-523231 Cell Phones 748.20 - - - -
100-74500-523245 TELECOMMUNICATIONS - - - - -
100-74500-523400 PRINTING & BINDING - - 500.00 - 525.00
100-74500-523500 TRAVEL 1,009.00 682.00 3,000.00 - 2,500.00
100-74500-523600 DUES & FEES 341.00 121.00 450.00 32.00 472.50
100-74500-523700 EDUCATION & TRAINING 507.00 768.50 3,000.00 - 2,500.00
100-74500-523940 POSTAGE - - - 112.32 -
100-74500-531110 COMPUTER EXPENSE 4,049.72 - - - -
100-74500-531130 OFFICE SUPPLIES 117.32 - - 202.39 -
100-74500-531140 SUPPLIES & MATERIALS 289.00 2,224.71 700.00 1,412.54 735.00
100-74500-531270 ENERGY-GASOLINE/DIESEL 1,151.07 2,936.25 3,000.00 685.86 3,150.00
100-74500-531600 SMALL EQUIPMENT - NON CAPITAL - - 400.00 - -
100-74500-531700 MISCELLANEOUS EXPENSE 75.00 - - - -
100-74500-531740 TIRE EXPENSE - 579.96 800.00 - 800.00
100-74500-531750 UNIFORMS 610.50 267.41 1,000.00 - 1,200.00
100-74500-542200 VEHICLES - - - 31,104.66 -
100-74500-542500 EQUIPMENT - 421.12 1,500.00 - 750.00
Division: 74500 - CODE ENFORCEMENT Total: 149,651.42 205,435.18 270,643.02 126,453.03 243,543.53

58
Budget Worksheet

Expense
Division: 75100 - ECONOMIC DEVELOPMENT
FY 2022
Account Number Account Description FY 2020 FY 2021 FY 2022 YTD FY 2023 PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-75100-511100 REGULAR SALARIES 18,789.22 74,999.98 77,961.72 35,610.58 100,000.00
100-75100-512100 GRP INSRNC MEDICAL/DENTAL 2,870.48 19,655.52 15,165.69 13,703.19 13,469.69
100-75100-512110 GROUP INSURANCE LIFE 72.82 237.10 550.00 165.97 550.00
100-75100-512111 GROUP INSURANCE VISION - 97.87 68.00 58.99 1,000.00
100-75100-512200 MEDICARE 1.45% 288.05 1,073.77 1,100.00 509.25 1,100.00
100-75100-512400 PENSION 8,712.72 7,869.57 10,300.00 3,693.36 10,300.00
100-75100-512600 UNEMPLOYMENT INSURANCE - - 2,000.00 - 2,000.00
100-75100-512700 WORKER'S COMPENSATION 1,466.86 987.01 2,000.00 694.10 2,000.00
100-75100-512851 HRA DEDUCTIBLE - - 1,000.00 - 2,000.00
100-75100-521200 PROFESSIONAL SERVICES 750.00 10,240.00 55,000.00 11,450.00 15,000.00
100-75100-522210 MAINTENANCE AGREEMENTS - - - 2,232.57 2,500.00
100-75100-523231 CELL PHONES 361.81 - - - -
100-75100-523400 PRINTING & BINDING - - 1,500.00 - 500.00
100-75100-523500 TRAVEL - 840.04 2,500.00 1,363.03 2,500.00
100-75100-523600 DUES & FEES - 805.00 1,600.00 855.00 1,600.00
100-75100-523700 EDUCATION & TRAINING 1,145.00 1,335.00 5,000.00 420.00 2,500.00
100-75100-523940 POSTAGE - - 500.00 - 500.00
100-75100-531110 COMPUTER EXPENSE 5,200.00 - - - -
100-75100-531140 SUPPLIES & MATERIALS 190.92 353.79 1,000.00 - 1,000.00
100-75100-531701 HOSPITALITY/FOOD/BEVERAGE 500.00 - 1,000.00 - 2,500.00
100-75100-531750 UNIFORMS 170.96 14.00 - - 200.00
Division: 75100 - ECONOMIC DEVELOPMENT Total: 40,518.84 118,508.65 178,245.41 70,756.04 161,219.69

59
Budget Worksheet

Expense
Division: 75500 - Main Street Program
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-75500-511100 REGULAR SALARIES 113,632.20 117,724.26 118,585.70 53,009.14 119,844.51
100-75500-512100 GRP INSRNC MEDICAL/DENTAL 51,156.94 50,613.49 45,244.44 20,498.34 26,939.38
100-75500-512110 GROUP INSURANCE LIFE 415.08 426.36 620.00 248.71 620.00
100-75500-512111 GROUP INSURANCE VISION 256.44 249.22 257.00 87.98 1,000.00
100-75500-512200 MEDICARE 1.45% 1,537.70 1,580.17 1,500.00 716.87 1,500.00
100-75500-512400 PENSION 11,673.36 10,634.39 13,800.00 4,948.44 20,000.00
100-75500-512600 UNEMPLOYMENT INSURANCE - - 600.00 - 600.00
100-75500-512700 WORKER'S COMPENSATION 847.14 572.95 1,155.00 402.18 1,200.00
100-75500-512851 HRA, DEDUCTIBLE - - 2,000.00 - 4,000.00
100-75500-521200 PROFESSIONAL FEES 3,279.00 1,821.07 5,000.00 27.00 2,500.00
100-75500-522341 COPIER RENTAL 50.65 1,294.48 2,000.00 349.62 1,500.00
100-75500-523231 CELL PHONES 748.20 - - - -
100-75500-523400 PRINTING & BINDING 551.99 815.45 2,500.00 - 2,500.00
100-75500-523500 TRAVEL 2,884.42 1,184.00 5,000.00 3,311.00 5,000.00
100-75500-523520 MAIN STREET BOARD TRAVEL - 716.00 7,200.00 - 3,500.00
100-75500-523600 DUES & FEES 1,414.67 931.25 1,500.00 918.75 1,000.00
100-75500-523700 EDUCATION & TRAINING 836.50 1,548.00 3,000.00 1,299.95 2,000.00
100-75500-523720 MAIN STREET BOARD EDUCATION & TRAINING 779.00 772.00 4,200.00 - 2,700.00
100-75500-523851 INTERN HELP - - 2,000.00 - 2,000.00
100-75500-523940 POSTAGE 196.00 325.10 200.00 97.37 200.00
100-75500-523945 WEB SITE - 1,700.00 3,000.00 - 4,000.00
100-75500-531110 COMPUTER EXPENSE 1,776.12 - - - -
100-75500-531140 SUPPLIES & MATERIALS 1,911.15 1,307.10 4,000.00 209.78 1,500.00
100-75500-531700 PRODUCT DEV GRANT EXPENSES - - 5,000.00 - 2,500.00
100-75500-531701 HOSPITALITY/FOOD/BEVERAGE 928.83 958.40 5,000.00 581.26 1,000.00
100-75500-531707 ENTERTAINMENT - 1,310.00 8,000.00 - 2,000.00
100-75500-531724 DOWNTOWN BEAUTIFICATION - - 12,000.00 85.00 1,500.00
100-75500-531725 PROMOTIONAL SUPPLIES 137.79 3,192.73 6,000.00 400.69 2,500.00
100-75500-531750 UNIFORMS - - 1,200.00 393.23 700.00
Division: 75500 - Main Street Program Total: 195,013.18 199,676.42 260,562.14 87,585.31 214,303.89

60
Budget Worksheet

Expense
Division: 75700 - GIS/PLANNING

Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 FY 2023
ACTUAL ACTUAL BUDGET YTD PROPOSED
ACTUAL EXPENDITURES
100-75700-511100 REGULAR EMPLOYEE SALARIES 59,416.51 66,193.67 67,303.06 29,495.43 66,685.43
100-75700-512100 GRP INSUR MEDICAL / DENTAL 10,251.62 12,596.12 15,266.32 7,226.68 13,469.69
100-75700-512110 GROUP INSURANCE LIFE 229.44 235.80 150.00 217.41 300.00
100-75700-512111 GROUP INSURANCE VISION 67.68 65.48 68.00 31.16 1,000.00
100-75700-512200 MEDICARE 1.45% 860.67 958.84 900.00 427.21 1,000.00
100-75700-512400 PENSION 7,190.16 6,661.37 8,500.00 3,047.94 6,500.00
100-75700-512600 UNEMPLOYMENT INSURANCE - - 700.00 - 700.00
100-75700-512700 WORKERS' COMPENSATION 366.70 245.25 500.00 173.54 500.00
100-75700-512851 HRA DEDUCTABLE 2,000.00 - 1,000.00 - 2,000.00
100-75700-521200 PROFESSIONAL SERVICES - - 10,000.00 - -
100-75700-521300 Technical Services 3,466.67 1,733.33 5,000.00 5,146.67 5,200.00
100-75700-521310 SOFTWARE - 1,733.33 5,200.00 - -
100-75700-522210 MAINTENANCE AGREEMENTS 3,848.32 4,644.21 3,400.00 3,827.92 4,000.00
100-75700-522341 COPIER RENTAL 1,609.44 1,912.92 1,700.00 674.37 1,700.00
100-75700-523231 CELL PHONES 374.10 - - - -
100-75700-523400 PRINTING & BINDING 21.16 (3.99) 1,000.00 - -
100-75700-523500 TRAVEL - - 1,000.00 - 500.00
100-75700-523600 DUES & FEES - - 600.00 - 630.00
100-75700-523700 EDUCATION & TRAINING 102.99 - 1,000.00 350.00 500.00
100-75700-531140 SUPPLIES & MATERIALS 79.65 1,033.50 5,400.00 88.03 750.00
100-75700-531750 UNIFORMS - 75.26 150.00 - 157.50
Division: 75700 - GIS/PLANNING Total: 89,885.11 98,085.09 128,837.38 50,706.36 105,592.62

61
Budget Worksheet

Expense
Division: 90000 - OTHER FINANCING USES
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
100-90000-611200 TRANSFER GF AND MMCC 616,108.54 542,633.43 369,281.41 - -
100-90000-611276 TRANSFER GF AND CEMETERY 9,391.71 3,187.23 20,000.00 - 10,000.00
100-90000-611300 TRANSFER GF AND SDDA - 42,502.46 45,000.00 - 45,000.00
100-90000-611650 TRANSFER TO/FROM URA - - 1,205,212.88 - -
100-90000-612000 TRANSFER TO URA 1,203,848.37 1,205,336.63 - 1,001,588.87 1,208,355.50
100-90000-612015 TRANSFER GF TO CITYWIDE PROJECTS 4,294,546.04 - - - -
100-90000-612020 TRANSFER TO/FROM PFA FUND - 408,403.52 188,042.00 - 2,943,804.26
100-90000-612025 TRANSFER GF TO CARES 22,051.91 - - - -
100-90000-612030 TRANSFER TO/FROM SPLOST V - 50.00 - - -
Division: 90000 - OTHER FINANCING USES Total: 6,145,946.57 2,202,113.27 1,827,536.29 1,001,588.87 4,207,159.76

62
Budget Worksheet

Fund: 275 - HOTEL/MOTEL TAX
Expense
Division: 15100 - FINANCIAL ADMINISTRATION
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
275-15100-523310 PUBLIC NOTICES - - 825.00 - 825.00
275-15100-523600 DUES & FEES - - 2,800.00 - 2,800.00
275-15100-531709 CITY REBRANDING INITIATIVE 500.00 - 500.00 - 500.00
275-15100-531713 PROMOTIONAL SUPPLIES - MAIN STREET - - 7,000.00 - 7,000.00
275-15100-531714 PROMOTIONAL SUPPLIES - ECO DELVP - - 3,000.00 1,938.78 3,000.00
275-15100-531717 PROMOTIONAL SUPPLIES - MERLE - - 5,000.00 - 5,000.00
275-15100-531718 ADVERTISEMENT - MERLE - - 20,000.00 - 20,000.00
275-15100-531719 ADVERTISEMENT - TED - - 5,000.00 - 5,000.00
275-15100-531720 CITY QUARTERLY NEWSLETTER 8,999.05 21,020.92 25,000.00 - 25,000.00
275-15100-531730 TOURISM 41,531.19 51,874.42 85,875.00 13,780.00 85,875.00
275-15100-542500 OTHER - WAYFINDING SIGNAGE 983.72 15,000.00 25,000.00 - 25,000.00
275-15100-572000 H.C. CHAMBER 2% / 3.5% 8/1/2015 150,228.84 239,233.05 195,000.00 72,507.20 195,000.00
Division: 15100 - FINANCIAL ADMINISTRATION Total: 202,242.80 327,128.39 375,000.00 88,225.98 375,000.00

63
Budget Worksheet

Fund 350 - URBAN REDEVELOPMENT AGENCY
Expense
Division: 80000 - DEBT SERVICES
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
350-80000-581300 PRINCIPAL-OTHER DEBT 710,000.00 745,000.00 780,000.00 849,204.62 1,023,624.00
350-80000-582300 INTEREST-OTHER DEBT 493,848.37 460,336.63 443,177.76 152,384.25 184,734.50
Division: 80000 - DEBT SERVICES Total: 1,203,848.37 1,205,336.63 1,223,177.76 1,001,588.87 1,208,358.50

64
Budget Worksheet

Fund: 355 - DOWNTOWN DEVELOPMENT AUTHORITY
Expense
Division: 15100 - FINANCIAL ADMINISTRATION
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
355-15100-521201 PROFESSIONAL FEES - 732.57 1,500.00 - 1,500.00
355-15100-521220 LEGAL - - 11,000.00 - 11,000.00
355-15100-523110 LIABILITY INSURANCE 1,529.00 1,696.00 2,000.00 - 2,000.00
355-15100-523310 PUBLIC NOTICES 210.00 - - - -
355-15100-523400 PRINTING & BINDING - - 3,000.00 - 3,000.00
355-15100-523500 Travel - - 2,000.00 - 2,000.00
355-15100-523600 DUES AND FEES - - 500.00 - 500.00
355-15100-523700 Education and Training 1,036.00 124.00 3,000.00 305.00 3,000.00
355-15100-531130 OFFICE SUPPLIES - - 2,500.00 22.00 2,500.00
355-15100-531140 SUPPLIES & MATERIALS 442.34 (387.34) 1,000.00 - 1,000.00
355-15100-531700 MISCELLANEOUS EXPENSE 12,963.77 6,955.01 500.00 1,245.00 500.00
355-15100-531703 HOSPITALITY - - 3,000.00 - 3,000.00
355-15100-541101 FACADE GRANT - - 15,000.00 - 15,000.00
Division: 15100 - FINANCIAL ADMINISTRATION Total: 16,181.11 9,120.24 45,000.00 1,572.00 45,000.00

65
Budget Worksheet

Fund 360 - PUBLIC FACILITIES AUTHORITY
Expense
Division: 80000 - DEBT SERVICES
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 BUDGET FY 2022 YTD PROPOSED
ACTUAL ACTUAL ACTUAL EXPENDITURES
360-15100-523901 BANK CHARGES - 189.08 - -
360-15100-582100 INTEREST-BONDS - 184,038.57 - 258,804.25
360-32100-541492 POLICE BUILDING CONSTRUCTION - - - -
360-61800-541416 CONSTRUCTION COSTS - AMPHITHEATER - 2,765,120.75 - -
360-80000-582300 INTEREST-OTHER DEBT - - 3,014,566.25 - 2,943,804.26
360-90000-612015 TRANSFER PFA TO CITYWIDE PROJECTS - 4,602,085.65 - -
360-90000-612020 TRANSFER PFA TO/FROM GF - (408,403.52) - -
360-90000-612025 TRANSFER TO/FROM SPLOST IV - (104,672.78) - -
Division: 80000 - DEBT SERVICES Total: - 7,038,357.75 3,014,566.25 258,804.25 2,943,804.26

66
Budget Worksheet

Fund: 495 - CEMETERY FUND
Expense
Division: 15650 - GOVERNMENT BUILDINGS/PROPERTY
FY 2022 FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
495-15100-522220 MAINTENANCE & CLEANING - - 8,000.00 -
495-15650-522220 MAINTENANCE & CLEANING - 1,199.87 - 1,513.77 3,000.00
495-15650-531600 SMALL EQUIPMENT - NON-CAPITAL - 1,987.36 2,000.00 - 2,000.00
495-15650-541200 SITE IMPROVEMENTS 9,391.71 - 10,000.00 - 5,000.00
495-90000-611275 TRANSFER FROM G/F (9,391.71) (3,187.23) - -
Division: 15650 - GOVERNMENT BUILDINGS/PROPERTY Total: - - 20,000.00 1,513.77 10,000.00

67
Budget Worksheet

Fund: 505 - WATER & SEWER
Expense
Division: 43300 - SEWER

Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD FY 2023
ACTUAL ACTUAL BUDGET ACTUAL PROPOSED
EXPENDITURES
505-43300-511100 REGULAR EMPL. SALARIES 552,561.14 521,476.93 576,821.60 239,579.18 528,645.51
505-43300-511300 OVERTIME 16,695.50 33,497.58 55,000.00 18,864.89 50,000.00
505-43300-512100 GRP INSRNC MEDICAL/DENTAL 256,212.54 246,035.57 250,000.00 137,070.17 266,000.00
505-43300-512110 GROUP INSURANCE LIFE 1,887.96 1,902.06 3,100.00 1,022.00 3,000.00
505-43300-512111 GROUP INSURANCE VISION 1,267.20 1,135.93 1,262.00 573.39 1,000.00
505-43300-512200 MEDICARE 1.45% 7,629.29 8,186.54 8,000.00 3,639.51 8,000.00
505-43300-512401 RETIREMENT CONTRIBUTIONS 107,203.97 (517,462.21) 72,500.00 25,997.10 72,500.00
505-43300-512600 UNEMPLOYEMENT INSURANCE - - 5,000.00 - 4,000.00
505-43300-512700 WORKER'S COMPENSATION 25,669.89 17,296.11 35,000.00 12,183.96 25,000.00
505-43300-512850 HRA REIMBURSEMENT - 3,902.32 9,200.00 1,571.95 9,200.00
505-43300-521201 PROFESSIONAL 2,996.25 10,737.05 15,000.00 3,302.95 15,000.00
505-43300-521222 IT Services for Sewer 11,248.16 - 8,500.00 - 10,000.00
505-43300-521230 ENGINEERING FEES 52,978.70 - 38,178.40 125,918.74 30,000.00
505-43300-521341 TESTING - ANALYTICAL COST 5,312.50 9,662.55 15,000.00 3,087.75 15,000.00
505-43300-522150 SURVEILLANCE CAMERAS - 2,587.97 25,000.00 1,984.45 15,000.00
505-43300-522200 REPAIRS & MAINTENANCE 1,086.30 11,084.01 15,000.00 3,450.00 15,000.00
505-43300-522210 MAINTENANCE AGREEMENTS 1,603.82 6,739.20 50,000.00 2,492.21 25,000.00
505-43300-522211 DISPOSAL - - 1,000.00 - 1,000.00
505-43300-522220 MAINTENANCE & CLEANING 319.00 270.00 4,000.00 45.00 4,000.00
505-43300-522229 EQUIPMENT REPAIRS - PLANT 10,231.87 21,994.42 30,000.00 24,067.51 35,000.00
505-43300-522231 EQPMNT REPAIR PUMP STATIO 65,489.00 89,837.44 100,000.00 39,312.92 55,000.00
505-43300-522232 REPAIR, WWTP PLANT 44,432.66 14,226.77 50,000.00 47,106.61 55,000.00
505-43300-522233 PUMP STATION REPAIR(BLDG) - 3,407.95 2,500.00 301.00 2,500.00
505-43300-522234 PUMP STATION ROADS REPAIR - - 2,500.00 - 2,500.00
505-43300-522235 VACCUM CLEAN SEWER LINES 17,390.20 16,252.00 35,000.00 4,484.00 35,000.00
505-43300-522240 STREET REPAIRS/MAINTENANC - 77,050.00 15,000.00 27,333.04 25,000.00
505-43300-522250 AUTO & TRUCK REPAIR 7,052.38 10,514.23 15,000.00 1,606.89 15,000.00
505-43300-522255 DAMAGE TO PROPERTY 225.00 - 5,000.00 - 5,000.00
505-43300-522320 RENTAL OF EQUIP & VEHICLE - 438.92 3,500.00 - 3,500.00
505-43300-523231 CELL PHONES 3,741.00 - 6,000.00 - 1,500.00
505-43300-523240 AT&T CLUB SERVICE 13,664.92 12,553.12 17,500.00 3,315.05 15,000.00
505-43300-523245 CBEYOND COMMUNICATIONS 6,284.82 6,330.26 6,800.00 3,099.88 6,800.00
505-43300-523310 PUBLIC NOTICES 301.00 830.00 2,500.00 210.00 3,000.00
505-43300-523400 PRINTING & BINDING 4,264.65 4,088.99 7,500.00 1,967.22 5,500.00
505-43300-523500 TRAVEL 3,402.13 2,354.82 5,500.00 1,989.06 5,500.00
505-43300-523600 DUES & FEES 1,378.00 2,511.80 3,500.00 1,142.80 3,500.00
505-43300-523700 EDUCATION & TRAINING 1,111.50 2,326.00 8,000.00 2,344.50 2,500.00
505-43300-523849 CONTRACT LABOR - - 7,500.00 - 7,500.00
505-43300-523902 MERCHANT FEES CREDIT CARD 10,891.76 12,742.42 13,500.00 6,975.01 13,500.00
505-43300-523905 COLL. FEE HENRY COUNTY 8,279.49 8,314.49 10,000.00 3,119.92 10,000.00

68
505-43300-523930 DRUG TESTING, VACCINES 65.00 - 1,500.00 110.00 1,500.00
505-43300-523940 POSTAGE 6,901.50 7,095.11 8,000.00 3,500.15 8,000.00
505-43300-523990 LANDFILL FEES 26,337.26 18,396.04 35,000.00 12,597.40 30,000.00
505-43300-531110 COMPUTER EXPENSE 9,490.64 4,527.11 7,500.00 8,253.03 7,500.00
505-43300-531130 OFFICE SUPPLIES 1,664.50 1,738.80 2,500.00 256.82 2,500.00
505-43300-531140 SUPPLIES & MATERIALS 14,960.51 14,204.65 30,000.00 7,756.90 25,000.00
505-43300-531142 HAND TOOLS & SMALL EQUIP. 7,046.31 2,863.17 20,000.00 4,869.66 10,000.00
505-43300-531214 ENERGY - NATURAL GAS 854.36 1,937.75 2,000.00 862.54 2,000.00
505-43300-531221 SNAPPING SHOALS EMC 4,120.07 3,295.49 6,000.00 1,473.95 6,000.00
505-43300-531223 GA POWER LIFT STATIONS 38,861.34 40,971.37 47,500.00 17,522.63 45,000.00
505-43300-531229 GA POWER - WWTP 156,508.80 154,325.27 165,000.00 62,868.23 28,500.00
505-43300-531270 ENERGY-GASOLINE/DIESEL 11,663.43 22,225.87 25,000.00 13,845.21 5,000.00
505-43300-531510 PUMP STATION WATER PURCHASES 212.24 23.21 - - -
505-43300-531700 MISC EXPENSE 5,483.36 121.56 5,000.00 242.99 50,000.00
505-43300-531703 LAB SUPPLIES/OTHER 9,367.56 12,002.43 15,000.00 6,721.26 20,000.00
505-43300-531706 CHEMICALS 48,332.60 56,799.61 65,000.00 19,432.45 80,000.00
505-43300-531720 SIGNS 145.00 990.00 2,000.00 - 2,000.00
505-43300-531740 TIRE EXPENSE 6,358.91 2,254.43 8,500.00 618.78 5,000.00
505-43300-531750 UNIFORMS 2,940.23 3,972.07 7,500.00 3,045.48 7,500.00
505-43300-541460 S2180931 WTR LN ECON STIM - - - - -
505-43300-541462 S2180730 WWTP FCLTY IMP 188,895.26 (117,150.21) 35,000.00 - 25,000.00
505-43300-542200 VEHICLES - (134,284.26) - - -
505-43300-542400 COMPUTER SOFTWARE 3,567.00 7,294.61 8,000.00 8,107.19 8,500.00
505-43300-542500 EQUIPMENT - 2,219.99 75,000.00 - 100,000.00
505-43300-542517 WATERSHED MONITORING I&II 16,921.40 17,356.20 28,500.00 7,344.00 28,500.00
505-43300-573105 CONSENT ORDER - FINE - - 3,000.00 - 3,000.00
505-43300-573110 BAD DEBT EXP. W/S 43,765.86 13,583.20 30,000.00 (531.20) 15,000.00
Division: 43300 - SEWER Total: 1,847,275.74 779,588.71 2,166,862.00 928,056.13 1,920,645.51

69
Budget Worksheet

Fund: 505 - WATER & SEWER
Expense
Division: 44200 - WATER
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
505-44200-511100 REGULAR EMPL. SALARIES 373,050.17 378,836.85 377,939.22 175,305.33 376,787.19
505-44200-511300 OVERTIME 14,998.42 23,630.55 35,000.00 14,495.43 35,000.00
505-44200-512100 GRP INSRNC MEDICAL/DENTAL 189,627.34 184,889.72 190,000.00 128,876.66 230,000.00
505-44200-512110 GROUP INSURANCE LIFE 1,325.64 1,339.05 2,000.00 830.46 2,000.00
505-44200-512111 GROUP INSURANCE VISION 981.92 906.21 889.00 525.63 1,000.00
505-44200-512200 MEDICARE 1.45% 5,421.04 5,411.59 5,000.00 2,663.82 5,000.00
505-44200-512401 RETIREMENT CONTRIBUTIONS 3,825.93 (534,797.48) 50,000.00 17,929.02 50,000.00
505-44200-512600 UNEMPLOYEMENT INSURANCE - - 5,000.00 - 4,000.00
505-44200-512700 WORKER'S COMPENSATION 14,668.52 9,894.33 20,000.00 6,962.28 20,000.00
505-44200-512850 HRA REIMBURSEMENT 736.72 - 7,000.00 - 7,000.00
505-44200-521201 PROFESSIONAL (8,238.29) - 2,000.00 - 2,000.00
505-44200-521222 IT Services for Water 16,064.46 - 15,000.00 - 15,000.00
505-44200-521230 ENGINEERING FEES 41,569.75 37,512.00 35,000.00 7,908.69 35,000.00
505-44200-521305 WATER TEST 7,610.00 7,685.00 12,000.00 3,880.00 13,500.00
505-44200-522210 MAINTENANCE AGREEMENTS 100,702.34 117,870.00 135,000.00 90,814.91 155,000.00
505-44200-522220 MAINTENANCE & CLEANING 954.00 3,249.16 10,000.00 1,641.00 10,000.00
505-44200-522231 EQPMNT REPAIR PUMP STATIO 17,693.18 14,650.72 36,000.00 13,373.34 20,000.00
505-44200-522240 STREET REPAIRS/MAINTENANC 7,143.00 12,099.90 15,500.00 - 10,000.00
505-44200-522250 AUTO & TRUCK REPAIR 1,282.03 4,114.01 8,500.00 4,951.32 8,500.00
505-44200-522255 DAMAGE TO PROPERTY 458.00 - 1,500.00 - 1,500.00
505-44200-522320 RENTAL OF EQUIP & VEHICLE - 369.92 5,000.00 - 5,000.00
505-44200-523110 LIABILITY INSURANCE 61,464.72 67,063.78 70,000.00 17,156.93 65,000.00
505-44200-523231 CELL PHONES 3,344.01 114.90 3,500.00 38.63 -
505-44200-523245 CBEYOND COMMUNICATIONS 6,284.83 6,330.26 8,000.00 3,099.92 8,000.00
505-44200-523250 USA MOBILITY 770 201 0149 2,944.21 4,888.09 2,500.00 1,370.35 2,500.00
505-44200-523310 PUBLIC NOTICES 1,393.00 1,162.00 2,000.00 - 2,000.00
505-44200-523400 PRINTING & BINDING 4,264.70 4,088.98 7,500.00 1,967.19 2,000.00
505-44200-523500 TRAVEL 1,575.64 1,733.00 5,500.00 1,736.16 1,800.00
505-44200-523600 DUES & FEES 618.00 891.40 3,500.00 122.40 1,500.00
505-44200-523700 EDUCATION & TRAINING 370.00 1,015.00 7,500.00 2,637.50 10,000.00
505-44200-523840 COLLECTION AGENCY SRVICES 128.02 171.96 1,000.00 - 1,000.00
505-44200-523849 CONTRACT LABOR - - 1,500.00 - -
505-44200-523902 MERCHANT FEES CREDIT CARD 10,891.80 10,240.79 13,500.00 6,975.03 13,500.00
505-44200-523930 DRUG TESTING, VACCINES 170.33 275.00 1,000.00 - 1,000.00
505-44200-523940 POSTAGE 6,880.19 7,079.46 8,500.00 3,500.18 8,500.00
505-44200-531110 COMPUTER EXPENSE 1,037.73 610.33 10,000.00 8,056.35 10,000.00
505-44200-531130 OFFICE SUPPLIES 1,543.01 2,151.67 3,000.00 470.56 2,000.00
505-44200-531140 SUPPLIES & MATERIALS 31,238.43 38,674.97 125,000.00 11,360.00 50,000.00
505-44200-531142 HAND TOOLS & SMALL EQUIP. 8,308.01 7,313.40 39,000.00 2,041.33 25,000.00
505-44200-531221 SNAPPING SHOALS EMC 31,270.36 34,136.42 35,000.00 13,509.24 30,000.00
505-44200-531229 GA POWER - WTP 1,773.04 2,834.47 5,500.00 1,165.94 5,500.00
505-44200-531270 ENERGY-GASOLINE/DIESEL 10,833.14 16,295.92 20,000.00 9,025.43 20,000.00
505-44200-531510 INV PCH FOR RSALE-WATER 703,775.69 821,790.31 710,000.00 334,440.31 710,000.00
505-44200-531703 LAB SUPPLIES/OTHER 2,095.03 2,494.83 7,500.00 760.35 5,500.00
505-44200-531706 CHEMICALS 6,235.85 4,495.65 12,500.00 2,802.45 10,000.00

70
505-44200-531740 TIRE EXPENSE 3,202.19 2,763.74 3,500.00 231.99 2,500.00
505-44200-531750 UNIFORMS 2,945.93 3,884.23 7,000.00 2,697.32 6,000.00
505-44200-542200 VEHICLES - 134,284.26 - 31,104.66 -
505-44200-542401 COMPUTERS 3,567.00 5,036.38 7,000.00 - 5,500.00
505-44200-542500 EQUIPMENT - 2,220.00 50,000.00 - 25,000.00
505-44200-561000 DEPRECIATION 796,068.04 808,313.56 100,000.00 - 100,000.00
505-44200-572300 H.C. WATER AUTH WATER IMPACT FEE - 219,450.00 - - -
Division: 44200 - WATER Total: 2,494,097.07 2,479,466.29 2,238,828.22 926,428.11 2,130,087.19

DIVISION 90000 - OTHER FINANCING USES

505-90000-611901 TRANSFER TO GENERAL FUND - - 60,000.00 - 60,000.00
TOTAL OTHER FINANCING USES - - 60,000.00 - 60,000.00

WATER Total: 2,190,087.19

71
Budget Worksheet

Water & Sewer
Expense
Division: 80000 - DEBT SERVICES
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 PROPOSED
ACTUAL ACTUAL BUDGET YTD ACTUAL EXPENDITURES
505-80000-581300 PRINCIPAL-OTHER DEBT - - 96,323.42 - 99,253.20
505-80000-582300 INTEREST-OTHER DEBT 18,372.68 33,760.07 30,916.78 13,232.43 27,987.00
Division: 80000 - DEBT SERVICES Total: 18,372.68 33,760.07 127,240.20 13,232.43 127,240.20

72
Budget Worksheet

Fund: 510 - STORMWATER
Expense
Division: 42500 - STORMWATER
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 PROPOSED
ACTUAL ACTUAL BUDGET YTD ACTUAL EXPENDITURES
510-42500-511100 REGULAR EMPL. SALARIES 249,361.40 234,927.64 354,784.20 94,153.01 239,517.79
510-42500-511300 OVERTIME 484.05 1,106.43 5,000.00 426.63 4,000.00
510-42500-512100 GRP INSRNC MEDICAL/DENTAL 75,834.77 73,335.25 100,215.80 36,885.95 83,000.00
510-42500-512110 GROUP INSURANCE LIFE 901.56 853.44 2,200.00 455.63 2,000.00
510-42500-512111 GROUP INSURANCE VISION 434.16 398.57 1,200.00 170.24 1,000.00
510-42500-512200 MEDICARE 1.45% 3,466.45 3,411.53 7,000.00 1,340.92 6,000.00
510-42500-512400 PENSION 41,889.27 (346,241.19) 65,000.00 23,307.78 65,000.00
510-42500-512600 UNEMPLOYMENT INSURANCE - - 9,500.00 - 5,000.00
510-42500-512700 WORKER'S COMPENSATION 18,335.63 13,265.19 27,000.00 9,402.27 27,000.00
510-42500-512850 HRA REIMBURSEMENT - - 11,000.00 - 10,000.00
510-42500-521201 PROFESSIONAL FEES - - 2,500.00 - 2,500.00
510-42500-521222 IT Services for Stormwater 10,713.08 - 7,000.00 - 500.00
510-42500-521230 ENGINEERING FEES 20,620.00 19,900.50 100,000.00 2,523.00 -
510-42500-522210 MAINTENANCE AGREEMENTS 114.32 114.32 7,000.00 57.16 -
510-42500-522220 STREET SWEEPING - - 25,000.00 - -
510-42500-522230 EQUIPMENT REPAIRS 293.72 934.92 5,500.00 3,148.12 -
510-42500-522240 STREET REPAIRS/MAINTENANC 1,650.00 - 30,000.00 - -
510-42500-522250 AUTO & TRUCK REPAIR 10,835.22 11,203.97 10,000.00 1,818.00 -
510-42500-523110 LIABILITY INSURANCE 2,180.57 2,395.11 2,500.00 612.74 -
510-42500-523231 CELL PHONES 2,261.92 - 2,000.00 - -
510-42500-523304 PERMITS/ANNUAL REPORT 4,735.00 - 20,000.00 - 20,000.00
510-42500-523310 PUBLIC NOTICES 14.00 14.00 3,500.00 - 3,500.00
510-42500-523400 PRINTING & BINDING - - 5,000.00 - 5,000.00
510-42500-523500 TRAVEL - - 3,000.00 - 4,500.00
510-42500-523600 DUES & FEES 169.00 118.80 1,000.00 118.80 1,000.00
510-42500-523700 EDUCATION & TRAINING 327.00 294.00 5,000.00 1,249.00 6,500.00
510-42500-523852 NOI IMPLEMENTATION - - 7,500.00 - 3,500.00
510-42500-523901 BANK CHARGES - - 500.00 - 500.00
510-42500-523902 CREDIT CARD EXPENSES 5,116.95 5,406.22 3,500.00 858.29 3,500.00
510-42500-523930 DRUG TESTING, VACCINES 138.33 - 500.00 - 500.00
510-42500-523990 LANDFILL FEES 3,856.52 6,454.78 7,000.00 2,260.18 7,500.00
510-42500-531110 COMPUTER EXPENSE - - 5,500.00 2,107.18 5,500.00
510-42500-531130 OFFICE SUPPLIES 392.19 812.09 1,000.00 194.33 1,000.00
510-42500-531140 SUPPLIES & MATERIALS 3,823.68 2,278.91 8,500.00 8,146.22 8,500.00
510-42500-531142 HAND TOOLS & SMALL EQUIP. 315.07 323.20 5,500.00 113.96 500.00
510-42500-531270 ENERGY-GASOLINE/DIESEL 5,543.47 12,219.03 15,000.00 5,758.90 15,000.00
510-42500-531700 MISCELLANEOUS EXPENSE 91.98 140.24 2,500.00 15.08 2,500.00
510-42500-531740 TIRE EXPENSE 630.45 2,687.36 5,000.00 1,689.05 3,500.00
510-42500-531750 UNIFORMS 1,923.15 2,331.39 5,000.00 1,537.61 5,000.00
510-42500-541476 EASEMENTS - - 25,000.00 - 10,000.00
510-42500-542200 VEHICLES - - 55,000.00 - -

73
510-42500-542400 COMPUTER SOFTWARE 3,567.00 3,539.33 10,000.00 3,581.30 5,000.00
510-42500-542500 EQUIPMENT - - 300,000.00 - 50,000.00
510-42500-542515 STORMWATER REPAIR 34,576.75 22,050.00 255,000.00 - 300,000.00
510-42500-542518 WATERSHED ASSES. PHASE II - - 5,600.00 - 5,500.00
510-42500-561000 DEPRECIATION 68,585.91 78,494.49 65,000.00 - 65,000.00
510-90000-611402 TRANSFER TO SEWER - - 60,000.00 - -
Division: 42500 - STORMWATER Total: 573,182.57 152,769.52 1,654,500.00 201,931.35 978,517.79

DIVISION 90000 - OTHER FINANCING USES

510-90000-611402 TRANSFER TO GENERAL FUND - - 60,000.00 - 60,000.00
TOTAL OTHER FINANCING USES - - 60,000.00 - 60,000.00

STORMWATER Total: 1,038,517.79

74
Budget Worksheet

Fund: 540 - SANITATION SOLID WASTE COLLECTION
Expense
Division: 45200 - SANITATION SOLID WASTE COLLECTION
FY 2023
Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
540-42500-523902 MERCHANT FEES CREDIT CARD 7,887.45 6,663.23 2,516.70 1,091.04 2,600.00
540-45200-511100 REGULAR EMPL. SALARIES 40,784.92 40,087.57 42,483.30 18,491.24 42,092.23
540-45200-511300 OVERTIME - - 5,000.00 - 5,000.00
540-45200-512100 GRP INSRNC MEDICAL/DENTAL 36,875.41 37,854.24 46,043.98 21,645.15 45,000.00
540-45200-512110 GROUP INSURANCE LIFE 153.96 161.88 2,000.00 94.50 1,000.00
540-45200-512111 GROUP INSURANCE VISION 188.76 183.74 189.00 91.74 1,000.00
540-45200-512200 MEDICARE 1.45% 559.11 566.26 1,300.00 253.07 800.00
540-45200-512401 RETIREMENT CONTRIBUTIONS 12,000.72 (113,996.51) 13,000.00 4,661.58 10,800.00
540-45200-512700 WORKER'S COMPENSATION 1,613.57 1,089.50 2,200.00 763.52 2,000.00
540-45200-512850 HRA REIMBURSEMENT - - 2,000.00 - 2,000.00
540-45200-521222 IT TOTAL TECH - - 3,000.00 - 3,000.00
540-45200-521230 ENGINEERING FEES 2,700.00 2,620.50 5,000.00 525.00 5,000.00
540-45200-522210 MAINTENANCE AGREEMENTS - - 1,000.00 - 1,000.00
540-45200-522230 EQUIPMENT REPAIRS 195.22 - 60,000.00 4,571.36 25,000.00
540-45200-522246 KUBOTA SANI VEHICLES - - 5,000.00 - 2,000.00
540-45200-522250 AUTO & TRUCK REPAIR 1,392.44 582.97 5,000.00 - 5,000.00
540-45200-522252 DAMAGE TO CITIZEN ITEMS - - 1,000.00 - 1,000.00
540-45200-523231 CELL PHONES 1,024.98 - - - -
540-45200-523310 PUBLIC NOTICES - - 5,000.00 - 1,000.00
540-45200-523400 PRINTING & BINDING 265.45 - 3,000.00 - 1,000.00
540-45200-523700 EDUCATION & TRAINING - - 1,500.00 1,150.00 3,000.00
540-45200-523902 MERCHANT FEES CREDIT CARD - - 1,000.00 - 1,000.00
540-45200-523906 H. C. COLL. FEE - - 10,000.00 - 5,000.00
540-45200-523930 DRUG TESTING, VACCINES - - 500.00 - 500.00
540-45200-523940 POSTAGE - - 12,500.00 - 13,000.00
540-45200-523990 LANDFILL FEES 444,769.87 502,668.48 520,000.00 200,070.12 500,000.00
540-45200-523991 Sanitation Collections Outsourcing 981,062.20 1,021,225.33 1,300,000.00 347,012.39 1,200,000.00
540-45200-524000 SWMP COST JT. HC AND CITY 24,612.51 25,485.32 2,000.00 646.38 2,000.00
540-45200-531110 COMPUTER EXPENSE 1,748.84 - 7,500.00 2,859.96 6,500.00
540-45200-531130 OFFICE SUPPLIES 14.71 267.16 500.00 - 500.00
540-45200-531140 SUPPLIES & MATERIALS - - 3,000.00 - 2,000.00
540-45200-531240 ENERGY-BOTTLED GAS - - 5,000.00 - -
540-45200-531270 ENERGY-GASOLINE/DIESEL 992.40 1,375.89 - 344.81 4,000.00
540-45200-531704 OTHER SUPPLIES - - 1,000.00 - 1,000.00
540-45200-531740 TIRE EXPENSE - - 3,000.00 753.57 3,000.00
540-45200-531750 UNIFORMS - - 2,000.00 816.27 2,000.00
540-45200-542400 COMPUTER SOFTWARE 3,567.00 3,539.33 4,000.00 3,581.30 5,000.00
540-45200-561000 DEPRECIATION 15,052.62 18,448.32 34,000.00 - 20,000.00
540-45200-573012 SANITATION FEE REFUND 208.08 - - - -
Division: 45200 - SANITATION SOLID WASTE COLLECTION Total: 1,569,782.77 1,542,159.98 2,109,716.28 608,331.96 1,922,192.23

75
Budget Worksheet

Fund: 555 - MERLE MANDERS CONFERENCE CENTER
Expense
Division: 15650 - GOVERNMENT BUILDINGS/PROPERTY

Account Number Account Description FY 2020 FY 2021 FY 2022 FY 2022 YTD FY 2023
ACTUAL ACTUAL BUDGET ACTUAL PROPOSED
EXPENDITURES
555-15650-511100 REGULAR EMPL. SALARIES 237,223.72 207,699.03 287,716.47 119,084.52 293,007.18
555-15650-511300 OVERTIME 122.50 818.00 2,000.00 578.81 2,000.00
555-15650-512100 GRP INSRNC MEDICAL/DENTAL 148,512.23 135,317.20 185,511.27 72,057.74 168,000.00
555-15650-512110 GROUP INSURANCE LIFE 876.84 796.12 3,420.00 527.52 3,500.00
555-15650-512111 GROUP INSURANCE VISION 750.48 652.12 757.00 300.20 1,000.00
555-15650-512200 MEDICARE 1.45% 3,276.28 3,016.85 4,560.00 1,531.17 4,500.00
555-15650-512401 RETIREMENT CONTRIBUTIONS 54,633.13 (278,271.92) 30,500.00 10,936.74 50,000.00
555-15650-512600 UNEMPLOYMENT INSURANCE - - 8,400.00 - 8,000.00
555-15650-512700 WORKER'S COMPENSATION 5,808.74 3,908.84 7,920.00 2,759.18 8,000.00
555-15650-512850 HRA REIMBURSEMENT - 1,579.74 6,000.00 - 6,000.00
555-15650-521222 IT Services for MMCC 6,431.94 - - - -
555-15650-521340 WEB-SITE 645.00 645.00 1,000.00 545.00 1,000.00
555-15650-522200 REPAIRS & MAINTENANCE 705.77 52.24 25,000.00 - 1,000.00
555-15650-522210 MAINTENANCE AGREEMENTS 457.30 457.30 3,500.00 228.65 500.00
555-15650-522213 CLEANING - - 22,000.00 - -
555-15650-522220 MAINTENANCE & CLEANING 682.00 - - - -
555-15650-522230 EQUIPMENT REPAIRS - 1,279.17 3,000.00 - 3,000.00
555-15650-522251 AUTO EXPENSE - 3,791.48 3,000.00 - 3,000.00
555-15650-522320 RENTAL OF EQUIP & VEHICLE 5,220.00 7,068.00 3,000.00 589.00 3,000.00
555-15650-522341 COPIER RENTAL 203.72 2,700.57 2,000.00 1,037.23 2,000.00
555-15650-523231 CELL PHONES 1,870.50 - - - -
555-15650-523245 CBEYOND COMMUNICATIONS 10,802.31 10,809.57 7,000.00 5,368.37 7,000.00
555-15650-523400 PRINTING & BINDING 747.29 (307.42) 500.00 - 1,500.00
555-15650-523500 TRAVEL 2,529.47 - 3,000.00 - 3,000.00
555-15650-523600 DUES & FEES 566.56 1,230.35 700.00 1,071.00 1,200.00
555-15650-523700 EDUCATION & TRAINING 2,410.00 - 3,500.00 - 3,500.00
555-15650-523850 Personnel Services 4,943.76 995.00 35,000.00 200.00 5,000.00
555-15650-523851 CLIENT EVENT ATTENDANT 1,164.26 - - - 2,000.00
555-15650-523902 MERCHANT FEES CREDIT CARD 739.52 270.00 2,550.00 - 2,550.00
555-15650-523933 LINEN 11.00 362.00 6,000.00 679.54 5,000.00
555-15650-523940 POSTAGE - - 250.00 - 500.00
555-15650-531110 COMPUTER EXPENSE 5,018.22 - - - -
555-15650-531130 OFFICE SUPPLIES 889.53 699.80 2,500.00 89.12 2,500.00
555-15650-531140 SUPPLIES & MATERIALS 376.21 452.73 4,000.00 114.43 1,000.00
555-15650-531142 HAND TOOLS & SMALL EQUIP. 892.06 163.13 1,000.00 - 4,000.00
555-15650-531213 NATURAL GAS 3,634.80 4,876.94 2,500.00 2,148.57 2,500.00
555-15650-531232 GEORGIA POWER 20,127.25 19,889.86 25,000.00 7,862.68 25,000.00
555-15650-531271 FUEL 304.53 2,359.50 600.00 1,621.02 600.00
555-15650-531708 FOOD AND BEVERAGE - 84.98 2,500.00 - 500.00
555-15650-531710 CHRISTMAS DECORATIONS 137.65 3,832.00 5,000.00 4,350.00 10,000.00
555-15650-531720 SIGNS - - - - 1,500.00

76
555-15650-531740 TIRE EXPENSE - - 1,000.00 - -
555-15650-531750 UNIFORMS 603.34 814.29 1,000.00 510.93 1,000.00
555-15650-541200 SITE IMPROVEMENTS 900.00 - 150,000.00 44,214.00 50,000.00
555-15650-542300 FURNITURE & FIXTURES - - 3,500.00 - 5,000.00
555-15650-542400 Computer Software 5,355.00 1,875.00 4,000.00 - 1,000.00
555-15650-542500 EQUIPMENT 17,580.00 2,240.00 2,250.00 63.98 2,250.00
555-15650-561000 DEPRECIATION 91,963.24 96,179.47 40,000.00 - 40,000.00
Division: 15650 - GOVERNMENT BUILDINGS/PROPERTY Total: 639,116.15 238,336.94 902,634.74 278,469.40 735,607.18

77
Budget Worksheet

Fund: 565 - AMPHITHEATER COMPLEX
Expense
Division: 61800 - AMPHITHEATER
FY 2023
FY 2020 FY 2021 FY 2022 FY 2022 YTD PROPOSED
Account Number Account Description ACTUAL ACTUAL BUDGET ACTUAL EXPENDITURES
565-61800-521100 CONSULTANT FEES - - 5,000.00 - 180,000.00
565-61800-521201 PROFESSIONAL FEES - - 5,000.00 - 20,000.00
565-61800-521204 ENTERTAINMENT/TALENT FEE - - - - 900,000.00
565-61800-521205 PRODUCTION SERVICES - - - - 250,000.00
565-61800-521206 SECURITY - - - - 42,500.00
565-61800-521207 USHER/BOX OFFICE - - - - 22,500.00
565-61800-521300 TECHNICAL SERVICES - - 5,000.00 - 10,000.00
565-61800-522210 MAINTENANCE AGREEMENTS - - 10,000.00 - 5,000.00
565-61800-522219 LANDSCAPING - - 70,000.00 30,925.00 75,000.00
565-61800-522220 MAINTENANCE & CLEANING - - 10,000.00 - 10,000.00
565-61800-522230 EQUIPMENT REPAIRS - - 10,000.00 - 10,000.00
565-61800-522320 RENTAL OF EQUIP & VEHICLE - - - 23,936.53 30,000.00
565-61800-523240 AT&T CLUB SERVICE - - 10,000.00 - 10,000.00
565-61800-523300 ADVERTISING - - - 815.00 10,000.00
565-61800-531140 SUPPLIES & MATERIALS - - 10,000.00 2,052.32 10,000.00
565-61800-531143 SECURITY UPGRADES - - 15,000.00 261.33 -
565-61800-531222 GA POWER ELECTRICITY - - 15,000.00 - 15,000.00
565-61800-531233 STREET LIGHTS, OUTSIDE - - 10,000.00 - 10,000.00
565-61800-541300 BUILDING IMPROVEMENTS - - 50,000.00 2,385.85 50,000.00
565-61800-541416 CONSTRUCTION COSTS - - 210,000.00 - 50,000.00
565-61800-542300 FURNITURE & FIXTURES - - 5,000.00 - 5,000.00
565-61800-542500 EQUIPMENT - - 10,000.00 - 60,000.00
Division: 61800 - AMPHITHEATER Total: - - 450,000.00 60,376.03 1,775,000.00

79
Capital Improvement Plan

The City of Stockbridge

79
Police Department 32100 - Police Expenditure for the Planning Years
Requested Item/Project Justification FY2023 FY2024 FY2025 FY2026 FY2027 Five Year Total Funding Source Notes
2023 Ford Interceptor Hybrid x 12 Vehicles to accommodate 12 $ 498,000
additional police positions. Cost per
vehicle = $41,500 498,000 General Fund
2023 Ford F-150 Pickup Truck- Code Vehicle to accommodate 1 $ 38,000
Enforcement additional code enforcement
position. Cost per vehicle = $38,000
38,000 General Fund
Federal Signal Emergency Emergency equipment for 12 patrol $ 240,000
Equipment x 12 vehicles. Cost per vehicle = $20,000
240,000 General Fund
In-Car Radio x 12 In-car radio for 12 patrol vehicles. $ 75,600
Cost per vehicle =$6,300 75,600 General Fund
Axon Fleet 3 in car camera In-car camera systems for 12 patrol $ 42,000
system x 12 vehicles. Cost per vehicle = $3,500
42,000 General Fund
Panasonic Toughbook Computer In-car computer for 12 additional $ 56,000
x 16 positions & 4 code enforcement
positions. Cost per vehicle = $3,500
56,000 General Fund
All Terrain Vehicle x 2 ATV's to patrol the city's parks and $ 60,000
trail systems. Cost per ATV = $30,000
60,000 General Fund
Utility Trailer Trailer to tow ATV's and other $ 10,000
miscellaneous equipment. 10,000 General Fund
Mobile Radio x 16 Mobile radios for 12 additional $ 92,688
positions & 4 code enforcement
positions. Cost per officer = $5,793 92,688 General Fund
Axon Body Worn camera x 16 Body worn camera system for 12 $ 40,000
additional positions & 4 code
enforcement positions. Cost per
officer = $2,500.
40,000 General Fund
Uniforms & Equipment x 12 Uniforms and associated equipment $ 60,000
for 12 additional positions. Cost per
officer = $5,000 60,000 General Fund
Rifle Plates x 40 Rifle plates to provide enhanced $ 12,000
ballistic protection for officers. Cost
per officer = $300 12,000 General Fund
Ballistic Helmets x 40 Ballistic helmets to provide $ 11,400
enhanced ballistic protection for
officers. Cost per officers = $285 11,400 General Fund
Rifle Suppressors x 40 Rifle suppressors to suppress sound $ 40,000
associated with rifle firing. Cost per
rifle = $1,000 40,000 General Fund
Trijicon RMR Pistol Sights x 55 Ruggedized miniature reflex sights $ 25,000
for pistols. Cost per officer = $455
25,000 General Fund
Taser x 12 Tasers for 12 additional positions. $ 8,400
Cost per officer = $700 8,400 General Fund
Exterior Car Port/Storage Exterior structure to hold and $ 60,000
Building for Police Headquarters process vehicles in inclement
weather and to store vehicles,
equipment and other items that
cannot be stored in the elements.
60,000 General Fund
Police Canine Program Police canine and associated $ 40,000
equipment and training for police
canine. 40,000 General Fund
Multi-Jurisdictional SWAT Team Weapons, armor and associated $ 40,000
equipment for 8 SWAT operators.
Cost per operator = $5,000
40,000 General Fund
Reserve Officer Program Uniforms and equipment for $ 60,000
reserve/volunteer officer program
for six (6) reserve officers.
60,000 General Fund
Bicycle Patrol Program Bicycles and associated equipment $ 27,500
for 5 officers to implement a bicycle
patrol program.
27,500 General Fund
Police Drone Program All purpose drone and associated $ 12,000
equipment and training.
12,000 General Fund
Rapid ID x4 Mobile fingerprinting device for $ 26,000
rapid identification of individuals.
Cost per device = $6,500
26,000 General Fund
Accurint Virtual Crime Center Investigative analysis and research $ 12,500 $ 12,500 $ 12,500 $ 12,500 $ 12,500
software program. 62,500 General Fund
Cop-Logic Citizen online reporting and $ 28,000 $ 2,550 $ 2,550 $ 2,550 $ 2,550
analytic program. 38,200 General Fund
Cellebrite Cellular forensic tool $ 8,000 8,000 General Fund
Promotional Assessment Center Promotional Assessment Center for $ 15,000
Police Supervisory Positions. 15,000 General Fund
Peace Officers Annuity & Benefit Supplemental pension program for $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000
Fund of Georgia (POAB) sworn police personnel.
100,000 General Fund
FOP Legal Defense Fund Legal defense fund and educational $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500
reimbursement program.
37,500

Total Proposed Police Expenditures
Funding Source(s) $ 1,665,588 $ 42,550 $ 42,550 $ 42,550 $ 42,550 $ 1,835,788
General Fund 1,665,588 42,550 42,550 42,550 42,550 1,835,788
Condemned Funds - - - - - -
Grant Funds - - - - - -
Total Proposed Funding Source $ 1,665,588 $ 42,550 $ 42,550 $ 42,550 $ 42,550 $ 1,835,788
Public Works Expenditures For Planning Years
42200 - Public Works
Requested Item Justification FY2023 FY2024 FY2025 FY2026 FY2027 Five Year Total Funding Source
TSPLOST (Streets &
Highways) $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 27,500,000 TSPLOST
LMIG (Road Resurfacing) $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,000,000 SPLOST/GDOT
Sidewalk $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,500,000 SPLOST

Total Proposed Roads, Sidewalks, &
Resurfacing $ 6,800,000 $ 6,800,000 $ 6,800,000 $ 6,800,000 $ 6,800,000 $ 34,000,000
Funding Source(s)
General Fund $ - $ - $ - $ - $ - $ -
GDOT $ - $ - $ - $ - $ - $ -
TSPLOST $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 27,500,000
SPLOST $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 6,500,000
Total Proposed $ 6,800,000 $ 6,800,000 $ 6,800,000 $ 6,800,000 $ 6,800,000 $ 34,000,000
MMCC Expenditure for the Planning Years
Requested Item Justification FY2023 FY2024 FY2025 FY2026 FY2027 Five Year Total Funding Source Notes
Audio/Visual Equipment Old and outdated equipment.
Upgrade in all areas of Need upgrade to be competitive
the Merle Manders in market. New and improved
Conference Center state of the art sound and visual
systems needed for weddings, $ 195,000 $ - $ - $ - $ - $ 195,000 General Fund
receptions, meetings,
presentations, training and
seminars.

Events Department
Update the office space to be a
Admin Building -
showcase to bring clients in to $ 35,000 $ - $ - $ - $ - $ 35,000 ARPA
Furnishings, paint,
generate business.
flooring, breakroom
Equipment for MMCC In need of freezer and
kitchen - Stand up freezer dishwasher that works properly. $ 9,000 $ - $ - $ - $ - $ 9,000 General Fund
and dishwasher

Total Proposed MMCC
$ 239,000 $ - $ - $ - $239,000
Funding Source(s) Expenditures
ARPA $ 35,000 $ - $ - $ - $ - $35,000
General Fund $ 204,000 $ - $ - $ - $ - $204,000
Total Proposed MMCC
$ 239,000 $ - $ - $ - $ - $239,000
Expenditures
Government Building &
Property 15650 - Grounds BLDG & Property Expenditure for the Planning Years
Requested Item/Project Justification FY2023 FY2024 FY2025 FY2026 FY2027 Five Year Total Funding Source
Johnson Control Access/Security Upgrade $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 575,000 ARPA

Funding Source Total Proposed Expenditures $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 575,000
ARPA $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 575,000
General Fund $ - $ - $ - $ - $ - $ -
Total Proposed Funding Source $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 575,000
WATER Expenditures For Planning Years
Requested Item Justification FY2023 FY2024 FY2025 FY2026 FY2027 Five Year Total Funding Source
44200 - Water
SPLOST/Fund
Water System Improvements Infrastructure Upgrade $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,750,000 Balance/ARPA
SPLOST/Fund
Water Service Line Replacement Infrastructure Upgrade $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,250,000 Balance/ARPA

Funding Source Total Proposed Water $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 3,000,000
ARPA $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 2,400,000
SPLOST
Water Fund Balance $ - $ - $ - $ - $ - $ -
Total Proposed Funding Source
$ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 2,400,000
Sewer Expenditures For Planning Years
Requested Item Justification FY2023 FY2024 FY2025 FY2026 FY2027 Five Year Total Funding Source
43300 - Sewer
SPLOST/Fund
Infrastructure Improvements
Mays Crossing Lift Station Rehab and Force Main $ 806,000 $ - $ - $ - $ - $ 806,000 Balance/ARPA
SPLOST/Fund
Infrastructure Improvements
Northbridge Station Sanitary Sewer Rehabilitation $ 2,030,100 $ - $ - $ - $ - $ 2,030,100 Balance/ARPA
Walter Way, Pineview, Memorial Park Lift Station SPLOST/Fund
Infrastructure Improvements
Rehabilitation $ - $ 1,235,000 $ - $ - $ - $ 1,235,000 Balance/ARPA
SPLOST/Fund
Storage Addition
WWTP Pole Barn $ - $ 675,000 $ - $ - $ - $ 675,000 Balance/ARPA
SPLOST/Fund
Infrastructure Improvements
WWTP Improvements $ 550,000 $ - $ - $ - $ - $ 550,000 Balance/ARPA
SPLOST/Fund
Infrastructure Improvements
WWTP Expansion $ - $ 3,500,000 $ - $ - $ 3,500,000 Balance

Funding Source Total Proposed Water $ 3,386,100 $ 1,910,000 $ 3,500,000 $ - $ - $ 8,796,100
ARPA $ - $ - $ - $ - $ - $ -
SPLOST $ - $ - $ - $ - $ -
Sewer Fund Balance $ 3,386,100 $ 1,910,000 $ 3,500,000 $ - $ - $ 8,796,100
Total Proposed Funding Source
$ 3,386,100 $ 1,910,000 $ 3,500,000 $ - $ - $ 8,796,100
Storm Water Expenditure for the Planning Years
42500 - Storm Water
Five Year
Requested Item Justification FY2023 FY2024 FY2025 FY2026 FY2027 Total Funding Source
Stormwater Maintenance Infrastructure Improvements $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,750,000 SPLOST

Total Proposed Storm Water $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000
Total SPLOST Fund $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000
Total Proposed Expenditures $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,750,000
Court Expenditure for the Planning Years
Funding
Requested Item Justification FY2023 FY2024 FY2025 FY2026 FY2027 Five Year Total Notes
Source
Renovation of the Municipal Court
building's 1st floor to add workspace
for add'l court staff, secure detention
Court Renovation cell, modify judge's bench, modify $84,000 $84,000 ARPA Funds
existing work area for optimal
efficiency

Total Proposed Court Expenditures $84,000 $0 $0 $0 $0 $84,000
ARPA $84,000
General Fund $84,000 $0 $0 $0 $0 $0
Total Proposed Court Expenditures $84,000 $0 $0 $0 $0 $84,000
CAPITAL IMPROVEMENT SUMMARY Expenditures For Planning
Years
Requested Item Justification FY FY2024 FY2025 FY2026 FY2027 Five Year Total Funding Source
202
42200 - Public TSPLOST $5,500,000 $5,500,000 $5,500,000 $5,500,000 $5,500,000 $27,500,000 TSPLOST
Works
LMIG (Road
42200 - Public Resurfacing) $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 SPLOST/GDOT
Works
42200 - Public Sidewalk $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 SPLOST
Works

15650 - Grounds
BLDG & Johnson Control Access/Security Upgrade $115,000 $115,000 $115,000 $115,000 $115,000 $575,000 ARPA
Property

62200 - Parks Parks Master Plan Update Parks $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 SPLOST

Water System
44200 - Water Improvements Infrastructure Upgrade $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 SPLOST/Fund
Balance/ARPA
Water Service Line
44200 - Water Replacement Infrastructure Upgrade $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 SPLOST/Fund
Balance/ARPA

Mays Crossing Lift
43300 - Sewer Station Rehab and Force Infrastructure Improvements $806,000 $0 $0 $0 $0 $806,000 SPLOST/Fund
Main Balance/ARPA
Northbridge Station Sanitary
43300 - Sewer Sewer Rehabilitation Infrastructure Improvements $2,030,100 $0 $0 $0 $0 $2,030,100 SPLOST/Fund
Balance/ARPA

43300 - Sewer Walter Way, Pineview, Infrastructure Improvements $0 $1,235,000 $0 $0 $0 $1,235,000 SPLOST/Fund
Memorial Park Lift Station Balance/ARPA
Rehabilitation
43300 - Sewer WWTP Pole Barn Storage Addition $0 $675,000 $0 $0 $0 $675,000 SPLOST/Fund
Balance/ARPA

43300 - Sewer WWTP Improvements Infrastructure Improvements $550,000 $0 $0 $0 $0 $550,000 SPLOST/Fund
Balance/ARPA
43300 - Sewer WWTP Expansion Infrastructure Improvements $0 $0 $3,500,000 $0 $0 $3,500,000 SPLOST/Fund
Balance

Stormwater
42500 - Storm Maintenance Infrastructure Improvements $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 SPLOST
Water

MMCC Audio/Visual Equipment Old and outdated General Fund
Upgrade in all areas of the equipment. $195,000 $0 $0 $0 $0 $195,000
Merle Manders Conference Need upgrade to be
Center competitive in market. New
and improved state of the art
sound and visual systems
needed for weddings,
receptions, meetings,
presentations, training and
seminars.
Events Department Admin
MMCC Building - Furnishings, Update the office space to be $35,000 $0 $0 $0 $0 $35,000 ARPA
paint, flooring, breakroom a showcase to bring clients in
to generate business.
Equipment for MMCC
MMCC kitchen - Stand up freezer In need of freezer and $9,000 $0 $0 $0 $0 $9,000 General Fund
and dishwasher dishwasher that works
properly.

Renovation of the Municipal
25000 - Courts Court Renovation Court building's 1st floor to $84,000 $84,000 ARPA
add workspace for add'l court
staff, secure detention cell,
modify judge's bench, modify
existing work area for optimal
efficiency

Vehicles to accommodate 12
32100 - Police 2023 Ford Interceptor additional police positions. $498,000 $498,000 General Fund
Hybrid x 12 Cost per vehicle = $41,500

80
32100 - Police 2023 Ford F-150 Pickup Vehicle to accommodate 1 $38,000 $38,000 General Fund
Truck- Code additional code enforcement
Enforcement position. Cost per vehicle =
$38,000
Federal Signal
32100 - Police Emergency Equipment x Emergency equipment for 12 $240,000 $240,000 General Fund
12 patrol vehicles. Cost per vehicle
= $20,000
In-car radio for 12 patrol
32100 - Police In-Car Radio x 12 vehicles. $75,600 $75,600 General Fund
Cost per vehicle =$6,300

32100 - Police Axon Fleet 3 in car In-car camera systems for 12 $42,000 $42,000 General Fund
camera system x 12 patrol vehicles. Cost per
vehicle = $3,500

32100 - Police Panasonic Toughbook In-car computer for 12 $56,000 $56,000 General Fund
Computer x 16 additional positions & 4 code
enforcement positions. Cost
per vehicle = $3,500

32100 - Police All Terrain Vehicle x 2 ATV's to patrol the city's parks $60,000 $60,000 General Fund
and trail systems. Cost per ATV =
$30,000
Trailer to tow ATV's and other
32100 - Police Utility Trailer miscellaneous equipment. $10,000 $10,000 General Fund

32100 - Police Mobile Radio x 16 Mobile radios for 12 $92,688 $92,688 General Fund
additional positions & 4 code
enforcement positions. Cost
per officer = $5,793
Body worn camera system for
32100 - Police Axon Body Worn 12 additional positions & 4 $40,000 $40,000 General Fund
camera x 16 code enforcement positions.
Cost per officer = $2,500.

32100 - Police Uniforms & Equipment x Uniforms and associated $60,000 $60,000 General Fund
12 equipment for 12 additional
positions. Cost per officer =
$5,000

32100 - Police Rifle Plates x 40 Rifle plates to provide enhanced $12,000 $12,000 General Fund
ballistic protection for officers.
Cost per officer = $300

32100 - Police Ballistic Helmets x 40 Ballistic helmets to provide $11,400 $11,400 General Fund
enhanced ballistic protection
for officers. Cost per officers
= $285
Rifle suppressors to suppress
32100 - Police Rifle Suppressors x 40 sound associated with rifle $40,000 $40,000 General Fund
firing.
Cost per rifle = $1,000
Ruggedized miniature reflex
32100 - Police Trijicon RMR Pistol sights for pistols. Cost per $25,000 $25,000 General Fund
Sights x 55 officer =
$455
Tasers for 12 additional
32100 - Police Taser x 12 positions. $8,400 $8,400 General Fund
Cost per officer = $700

$60,000 $60,000
32100 - Police Exterior Car Exterior structure to hold and General Fund
Port/Storage Building process vehicles in inclement
for Police weather and to store vehicles,
Headquarters equipment and other items
that cannot be stored in the
elements.
Police canine and associated
32100 - Police Police Canine Program equipment and training for $40,000 $40,000 General Fund
police canine.

32100 - Police Multi-Jurisdictional $40,000 $40,000 General Fund
Weapons, armor and
SWAT Team associated equipment for 8
SWAT operators.
Cost per operator = $5,000

81
32100 - Police Reserve Officer Uniforms and equipment $60,000 $60,000 General
Program for reserve/volunteer Fund
officer program for six (6)
reserve officers.

32100 - Police Bicycle Patrol Bicycles and associated $27,500 $27,500 General
Program equipment for 5 officers to Fund
implement a bicycle patrol
program.

32100 - Police Police Drone Program All purpose drone and $12,000 $12,000 General
associated Fund
equipment and
training.

32100 - Police Rapid ID x4 Mobile fingerprinting $26,000 $26,000 General
Fund
device for rapid
identification of
individuals.
Cost per device
= $6,500
Accurint Virtual Investigative analysis
32100 - Police Crime Center and research software $12,500 $12,500 $12,500 $12,500 $12,500 $62,500 General
program. Fund
Citizen online reporting
32100 - Police Cop-Logic and analytic $28,000 $2,550 $2,550 $2,550 $2,550 $38,200 General
program. Fund
32100 - Police Cellebrite Cellular forensic $8,000 $8,000 General
tool Fund

32100 - Police Promotional Promotional $15,000 $15,000 General
Assessment Center Assessment Center for Fund
Police Supervisory
Positions.

32100 - Police Peace Officers Supplemental pension $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 General
Annuity & Benefit program for sworn Fund
Fund of Georgia police personnel.
(POAB)
Legal defense fund
32100 - Police FOP Legal Defense and educational $7,500 $7,500 $7,500 $7,500 $7,500 $37,500 General
Fund reimbursement Fund
program.

Total Proposed Capital $ 13,539,688 $ 10,117,550 $ 11,707,550 $ 8,207,550 $ 8,207,550 $ 51,779,888
Funding Source(s)
General Fund $ 1,869,588 $ 42,550 $ 42,550 $ 42,550 $ 42,550 $ 2,039,788
ARPA $ 234,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 694,000
Fund Balance $ - $ - $ - $ - $ - $ -
GDOT $ - $ - $ - $ - $ - $ -
TSPLOST $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 27,500,000
SPLOST $ 950,000 $ 950,000 $ 950,000 $ 950,000 $ 950,000 $ 4,750,000
COMBINATION $ 4,986,100 $ 3,510,000 $ 5,100,000 $ 1,600,000 $ 1,600,000 $ 16,796,100
Total Proposed $ 13,539,688 $ 10,117,550 $ 11,707,550 $ 8,207,550 $ 8,207,550 $ 51,779,888

82
Parks Expenditure for the Planning Years
Justification FY2023 FY2024 FY2025 FY2026 FY2027
Requested Item Five Year Total Funding Source
62200- Parks
Parks Master Plan Update Parks $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $1,500,000 SPLOST

Total Proposed Parks
Expenditures $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000

Total General Fund $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000
Total Proposed $ 600,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000
Appendix

91
Approved Plan
2022
DEPARTMENT REPORTS TO CLASS TITLE Pay Grade Min Mid Max
City Clerk City Manager Receptionist 101 $31,200.31 $39,780.39 $48,360.47
MMCC Conference Center Manager Public Works Technician 102 $32,760.32 $41,769.41 $50,778.50
Public Works General Maintenance Supervisor Public Works Technician 102 $32,760.32 $41,769.41 $50,778.50
Unassigned Unassigned Unassigned 103
Police Administrative Manager Records Clerk 104 $36,118.25 $46,050.77 $55,983.29
Sanitation Utility Billing Supervisor Utility Billing Clerk 104 $36,118.25 $46,050.77 $55,983.29
Sewer Utility Billing Supervisor Utility Billing Clerk 104 $36,118.25 $46,050.77 $55,983.29
Sewer Wastewater Superintendent Wastewater Collections Operator I 104 $36,118.25 $46,050.77 $55,983.29
Sewer Wastewater Superintendent Wastewater Systems Operator I 105 $37,924.17 $48,353.31 $58,782.46
Sewer Wastewater Superintendent Wastewater Technician I 105 $37,924.17 $48,353.31 $58,782.46
Water Water Systems Superintendent Water Systems Technician I 105 $37,924.17 $48,353.31 $58,782.46
City Clerk City Manager Administrative Assistant 106 $39,820.37 $50,770.98 $61,721.58
Public Works Public Works Administrative Assistant Administrative Assistant 106 $39,820.37 $50,770.98 $61,721.58
Public Works Facility Maintenance Supervisor Facility Maintenance Technician 106 $39,820.37 $50,770.98 $61,721.58
Public Works General Maintenance Supervisor Mechanic 106 $39,820.37 $50,770.98 $61,721.58
Stormwater Stormwater Supervisor Stormwater Technician 106 $39,820.37 $50,770.98 $61,721.58
Administration Senior Accountant Accounts Payable Clerk 107 $41,811.39 $53,309.53 $64,807.66
Business Services Business Services Supervisor Occupational Tax Clerk 107 $41,811.39 $53,309.53 $64,807.66
Administration Procurement Manager Procurement Clerk 107 $41,811.39 $53,309.53 $64,807.66
Public Works General Maintenance Supervisor Public Works Crew Leader 107 $41,811.39 $53,309.53 $64,807.66
Sewer Wastewater Superintendent Wastewater Systems Operator II 107 $41,811.39 $53,309.53 $64,807.66
Water Water Superintendent Water Systems Technician II 107 $41,811.39 $53,309.53 $64,807.66
Information Technolory Information Techology Director IT Technician/Help Desk 107 $41,811.39 $53,309.53 $64,807.66
Code Enforcement Community Development Director Code Enforcement Officer 108 $43,901.96 $55,975.00 $68,048.04
Main Street Main Street Manager Main Street Coordinator 108 $43,901.96 $55,975.00 $68,048.04
Police Administrative Manager Records Coordinator 108 $43,901.96 $55,975.00 $68,048.04
Water Water Superintendent Water Systems Technician III 108 $43,901.96 $55,975.00 $68,048.04
Permitting Community Development Director Building Permit Coordinator 109 $46,536.08 $59,333.50 $72,130.92
Business Services Community Development Director Business Services Supervisor 109 $46,536.08 $59,333.50 $72,130.92
Police Police Sergeant Crime Scene Investigator 109 $46,536.08 $59,333.50 $72,130.92
MMCC Conference Center Manager Conference Center Coordinator 109 $46,536.08 $59,333.50 $72,130.92
Municipal Court Court Clerk Deputy Court Clerk 109 $46,536.08 $59,333.50 $72,130.92
Human Resources Human Resources Manager Human Resources Coordinator 109 $46,536.08 $59,333.50 $72,130.92

Dec. 21, 2021
Approved Plan
2022
Administration Treasurer/CFO Payroll Specialist 109 $46,536.08 $59,333.50 $72,130.92
Police Police Sergeant Police Officer 109 $46,536.08 $59,333.50 $72,130.92
Human Resources Human Resources Manager Risk Mangement Specialist 109 $46,536.08 $59,333.50 $72,130.92
Water Treasurer/CFO Utility Billing Clerk Supervisor 109 $46,536.08 $59,333.50 $72,130.92
Police Police Sergeant Detective 110 $49,328.24 $62,893.51 $76,458.78
MMCC Conference Center Manager Events Coordinator 110 $49,328.24 $62,893.51 $76,458.78
Executive City Manager Executive Assistant 110 $49,328.24 $62,893.51 $76,458.78
Police Police Chief Executive Assistant to Chief of Police 110 $49,328.24 $62,893.51 $76,458.78
Governing Body Mayor & Council Executive Assistant to Mayor & Council 110 $49,328.24 $62,893.51 $76,458.78
Planning Senior Planner GIS Technician 110 $49,328.24 $62,893.51 $76,458.78
Police Police Sergeant Senior Crime Scene Investigator 110 $49,328.24 $62,893.51 $76,458.78
Police Police Sergeant Senior Police Officer 110 $49,328.24 $62,893.51 $76,458.78
Administration Senior Accountant Accountant 111 $52,287.94 $66,667.12 $81,046.31
City Clerk City Clerk Deputy City Clerk 111 $52,287.94 $66,667.12 $81,046.31
Planning Senior Planner Planner 1 112 $55,425.22 $70,667.15 $85,909.08
Police Police Sergeant Police Corporal 112 $55,425.22 $70,667.15 $85,909.08
Finance Procurement Manager Procurement Specialist 112 $55,425.22 $70,667.15 $85,909.08
Executive City Manager Public Information Officer 112 $55,425.22 $70,667.15 $85,909.08
Stormwater Public Works Director Stormwater Supervisor 112 $55,425.22 $70,667.15 $85,909.08
Administration Treasurer/CFO Budget Analyst 113 $58,750.73 $74,907.18 $91,063.63
MMCC City Manager Conference Center Manager 113 $58,750.73 $74,907.18 $91,063.63
Municipal Court City Manager Court Clerk 113 $58,750.73 $74,907.18 $91,063.63
Main Street Economic Development Director Main Street Manager 113 $58,750.73 $74,907.18 $91,063.63
Community Development Community Development Director Permits & License Manager 113 $58,750.73 $74,907.18 $91,063.63
Administration Treasurer/CFO Senior Accountant 113 $58,750.73 $74,907.18 $91,063.63
Sewer Wastewater Superintendent Wastewater Collections Chief Operator 113 $58,750.73 $74,907.18 $91,063.63
Sewer Wastewater Superintendent Wastewater Systems Chief Operator 113 $58,750.73 $74,907.18 $91,063.63
Water Water Superintendent Water Systems Chief Operator 113 $58,750.73 $74,907.18 $91,063.63
Unassigned Unassigned Unassigned 114
Information Technolory Information Techology Director Network Administrator 115 $66,012.32 $84,165.71 $102,319.09
Executive City Manger Management Analyst 115 $66,012.32 $84,165.71 $102,319.09
Code Enforcement Community Development Director Code Enforcement Supervisor 115 $66,012.32 $84,165.71 $102,319.09
Public Works Public Works Director Facilities Maintenance Supervisor 115 $66,012.32 $84,165.71 $102,319.09
Public Works Public Works Director General Maintenance Supervisor 115 $66,012.32 $84,165.71 $102,319.09

Dec. 21, 2021
Approved Plan
2022
Police Police Lieutenant Police Sergeant 115 $66,012.32 $84,165.71 $102,319.09
Planning Community Development Director Senior Planner 115 $66,012.32 $84,165.71 $102,319.09
Police Police Captain Administrative Manager 116 $69,973.06 $89,215.65 $108,458.24
Public Works Public Works Director Assistant Public Works Director 116 $69,973.06 $89,215.65 $108,458.24
Executive City Manager Grants Administrator 116 $69,973.06 $89,215.65 $108,458.24
Police Police Captain Police Lieutenant 116 $69,973.06 $89,215.65 $108,458.24
Sewer Public Works Director Wastewater Plant Superintendent 116 $69,973.06 $89,215.65 $108,458.24
Water Public Works Director Water Superintendent 116 $69,973.06 $89,215.65 $108,458.24
Executive City Manager Information technology Director 117 $74,171.44 $94,568.59 $114,965.73
Econ Development City Manager Economic Development Director 117 $74,171.44 $94,568.59 $114,965.73
Police Police Major Police Captain 117 $74,171.44 $94,568.59 $114,965.73
Finance Treasurer/CFO Procurement Manager 117 $74,171.44 $94,568.59 $114,965.73
Executive City Manager Project Manager 117 $74,171.44 $94,568.59 $114,965.73
Permitting Community Development Director Fire Marshal 118 $79,363.44 $101,188.39 $123,013.34
Police Police Chief Police Major 118 $79,363.44 $101,188.39 $123,013.34
City Clerk Mayor & Council City Clerk 119 $84,918.88 $108,271.58 $131,624.27
Human Resources City Manger Human Resources Manager 119 $84,918.88 $108,271.58 $131,624.27
Executive City Manager Community Development Director 120 $90,863.21 $115,850.59 $140,837.97
Public Works City Manger Public Works Director 120 $90,863.21 $115,850.59 $140,837.97
Executive Mayor & Council Treasurer/CFO 121 $97,223.63 $123,960.13 $150,696.63
Executive City Manager Assistant City Manager 122 $104,029.28 $132,637.34 $161,245.39
Executive City Manager Police Chief 123 $111,311.33 $141,921.95 $172,532.57
Executive Mayor & Council City Manager 125 $127,440.35 $162,486.44 $197,532.54

Dec. 21, 2021
Revised CITY OF STOCKBRIDGE PLANNING AND ZONING 2023 FEE SCEHDULE
Community Development Department
Acreage Single‐Family Residential Multi‐Family Residential Commercial ‐ Industrial Mixed Use/ PUD Development of Regional
Impact (DRI)
Plus DRI
Single‐Family Plus Acreage Multi‐Family Plus Acreage Commercial ‐ Acreage Mixed Use/PUD Plus DRI Pre‐ Application
Base Fee Acreage Tariff Application: (no
Acreage Residential Tariff Residential Tariff Industrial Tariff (per acre) (Zoning Action)
Numbers Base Fee (per acre) Base Fee (per acre) Base Fee (per acre) zoning action)
0‐5 $ 250.00 $ 50.00 $ 500.00 $ 50.00 $ 750.00 $ 50.00 $ 1,000.00 $ 50.00 $ 100.00 add'l $400

5.001‐10.00 $ 500.00 $ 50.00 $ 750.00 $ 50.00 $ 1,000.00 $ 50.00 $ 1,500.00 $ 50.00 $ 100.00 add'l $400

10.001‐20.00 $ 750.00 $ 50.00 $ 1,250.00 $ 50.00 $ 1,500.00 $ 50.00 $ 2,000.00 $ 50.00 $ 100.00 add'l $400

20.001‐50.00 $ 1,250.00 $ 25.00 $ 1,500.00 $ 25.00 $ 2,000.00 $ 25.00 $ 2,500.00 $ 25.00 $ 100.00 add'l $400

50.001‐100.00 $ 1,750.00 $ 25.00 $ 2,250.00 $ 25.00 $ 3,500.00 $ 25.00 $ 4,000.00 $ 25.00 $ 100.00 add'l $400
100.001+ $ 3,000.00 $ 25.00 $ 2,500.00 $ 25.00 $ 3,500.00 $ 25.00 $ 4,500.00 $ 25.00 $ 100.00 add'l $400
City of Stockbridge Revised 2023 Planning, Zoning & GIS
Fee Schedule
Type Fee
Current Proposed
Administrative Variance $300 $300
Appeal To Admin Decision $500 $500
Applicant Request To Propone Case $300 $300
Annexation $300 $400
Comprehensive Land Use Amendment $300 $600
Concept Plan Review ‐PUD $50 $100
Conditional Use $500, plus $5/ac. $600
Final Plat N/A $200
Lot Split/Combination/Replat /Address Plat Review $150 $200
Minor Modification to PUD Master Dev. Plan $300 $300
Major Modification to Site Plan/Zoning
Conditions/Development Agreements $300 $400
Planning Commission Address List $25 $25
Preliminary Plat N/A $500
Sign Permit Zoning Review $50 $100
Special Use Permit $300 $300
Temporary Permit for Special Event $50 $75
Unified Development Code Text Admendment $300 $400
Variance $500 $600
Wireless Communications Facilities (WCF) Co‐location
Zoning Review $50 $100
WCF Conditional Use Application (New) $7,000 $7,000
Zoning Review for New Business N/A $25
Zoning Verification Letter $50 $150

Geographic Information Systems (GIS) ‐ Maps & Plans Current Proposed
A‐Size 8 1/2" x 11" $5 $5
B‐Size (11"x17") $10 $10
C‐Size (14"x22") $15 $15
D‐Size (24"x36") $20 $20
E‐Size (36"x44") $25 $25
Comprehensive Plan Document N/A $100
Livable Centers Initiative Document N/A $50
Any other Community Development Plans N/A $50
PROPOSED 2023 PARK PAVILION GAZEBO RENTAL FEES
CLARK PARK FULL DAY FULL DAY FULL DAY FULL DAY
CITY RESIDENT NON-CITY RESIDENT CITY RESIDENT NON-CITY RESIDENT
APR - OCT APR - OCT NOV - MAR NOV - MAR
PAVILION 1 $ 250.00 $ 300.00 $ 200.00 $ 250.00

PAVILION 2 $ 250.00 $ 300.00 $ 200.00 $ 250.00

PAVILION 3 $ 250.00 $ 300.00 $ 200.00 $ 250.00

MEMORIAL FULL DAY FULL DAY FULL DAY FULL DAY
PARK CITY RESIDENT NON-CITY RESIDENT CITY RESIDENT NON-CITY RESIDENT
APR - OCT APR - OCT NOV - MAR NOV - MAR
PAVILION 1 $ 250.00 $ 300.00 $ 200.00 $ 250.00

PAVILION 2 $ 250.00 $ 300.00 $ 200.00 $ 250.00

GAZEBO $ 150.00 $ 200.00 $ 125.00 $ 150.00

GARDNER FULL DAY FULL DAY FULL DAY FULL DAY
PARK CITY RESIDENT NON-CITY RESIDENT CITY RESIDENT NON-CITY RESIDENT
APR - OCT APR - OCT NOV - MAR NOV - MAR
PAVILION 1 $ 250.00 $ 300.00 $ 200.00 $ 250.00

PAVILION 2 $ 250.00 $ 300.00 $ 200.00 $ 250.00

The recommendation is to eliminate the half-day reservations of the pavillions and gazebo.
CITY OF

Stockbridge
GEORGIA

STOCKBRIDGE/BURKE CEMETERY
Cemetery Fee Schedule

5.16.050 - Rules for interment.

B.) The city clerk and public works director shall be authorized to
impose an administrative fee to cover the cost of processing all
applications for burials in municipal cemeteries and monitoring
compliance with the regulations contained herein.

Administration Fee: $200.00
CITY OF

Stockbridge
GEORGIA

STOCKBRIDGE/BURKE CEMETERY
Unauthorized Interment Penalty
1.04.080 - General penalty for code violations.

A. Whenever in this code or in any ordinance of the city any
act is prohibited or is made or declared to be unlawful or an
offense, or whenever in such code or ordinance the doing of
any act is required or the failure to do any act is declared to
be unlawful, where no specific penalty is provided therefor,
such violation of any such provision of this code or any
ordinance shall be punishable by a fine not exceeding one
thousand ($1000) dollars, by sentence of imprisonment not
exceeding three hundred sixty-five (365) days and to work
on the streets or public works for a period not exceeding
three hundred sixty-five (365) days, any or all such penalties
in the discretion of the recorder.
B. The imposition of any such punishment shall not prevent the
forcible removal or abatement of unlawful conditions and the
imposition of a lien on the subject property for the cost
thereof.

(Amended during 1991 codification; Code 1971, Sec. 1-8)

Penalty (Unauthorized Interment): $1000.00
Effective January 1, 2023
PUBLIC WORKS TECHNICIAN LEVEL SERIES
", Public Works Technician I
This is the entry level class in the Public Works Technician series. This class is distinguished
from the Public Works Technician II, Ill and IV by the performance of the more routine tasks and
duties assigned to workers in this series. Employees at this level are not expected to perform
with the same independence of direction and judgment on matters related to established
procedures and guidelines as are positions allocated to the II, Ill and IV levels. Since this class is
typically used as a training class, employees may have only limited or no directly related work
experience. Employees work under immediate supervision while learning job tasks.
Public Works Technician II
This is the first working level in the Public Works Technician series and employees at this level
are experienced and proficient in the operation of dump trucks, backhoes, tractors, mowers
and other light, medium and heavy-duty vehicles, and equipment. Incumbents are expected to
have a thorough knowledge of the streets in the City of Stockbridge and its service area.
Public Works Technician Ill
This classification is distinguished from the lower-level classes of the Public Works Technician I
and II by the level of responsibility assumed and the complexity of duties assigned. Employees
perform the more difficult and responsible types of duties assigned to classes within this series
including the maintenance, repair and rehabilitation of City streets, sidewalks, stormwater
infrastructure, landscaping, grounds, rights-of-way, cemeteries and related facilities and
infrastructure. Incumbents are expected to operate a full range of light, medium and heavy­
duty vehicles and equipment with only occasional instruction or assistance. Employees at this
level are fully trained in the procedures related to area of responsibility.
Public Works Technician IV
This is the advanced journeyman level class in the Public Works Technician series. Employees at
this level are distinguished from other classes within the series by the level of responsibility
assumed and complexity of duties assigned. Employees perform the most difficult and
responsible types of technical duties assigned to classes within this series including performing
technically complex maintenance duties related to area of assignment, performing
administrative duties, operating the full range of light, medium and heavy-duty vehicles and
equipment, and performing the full range of duties with only occasional instruction or
assistance and may supervise a crew in the absence of the Public Works Technician Crew
Leader. Employees at this level are fully trained in all procedures related to assigned area of
responsibility. The employee works under general supervision with leeway allowed for the use
of independent judgment in carrying out the details of the work.
SYC 2022
BUDGET PROPOSAL
Presented By Ericka Harvey
First Quarter
Georgia Cities Summit
March Madness
Adopt - A -Road
During the ﬁrst quarter the
SYC attended Georgia Cities
Summit, Hosted a
Basketball Tournament
promoting college readiness
and Adopted its ﬁrst road in
a Stockbridge.
Second Quarter
SYC Leadership
Retreat
The second quarter was dedicated to
Leadership development and team building.
The SYC hosted a Leadership Retreat. The
purpose of the retreat was to introduce the
SYC to our community leaders and to give
them a look at the work done at City Hall. It
was also a day for them to be pagers at the
State Capital. During the retreat the SYC
discussed current calendar items,
characteristics of good leaders, the
importance of working together for
community impact and future program goals.
Third Quarter
Back 2 School Drive
During the third quarter the SYC
purchased school supplies and
participated in the ﬁll the bus
school supply drive. This event
and initiatives like this
provided supplies and
backpacks to hundreds of
families in and around our
community.
Fourth Quarter
Fall Festival
Needy Individual Service
Project
During the Fourth Quarter the SYC
purchased treats/supplies and had
the pleasure of serving the
community at the Fall Festival. Items
were also purchased for a needy
individual service project scheduled
for the close of the year.
2023 Calendar
The proposed calendar for
2023 will continue to focus
on student development
and community impact.
The calendar will have a
combination of
community events, service
projects, increased
governmental literacy
opportunities and
trainings.
Stockbridge Youth Council 2023Budget

Budget Proposal
$1,500
Meals/Snacks
$2,500
Lodging
Training $4,000
Advertisement $600
Transportation $1,360
Office Supplies $360
Personnel $480
Outlined is the proposed budget Apparel
$1,260
Beautiﬁcation
for 2023. $600
Special Events
Misc
$7,840
$1,000
Total
$21,500
City of Stockbridge
4640 N. Henry Blvd.
Stockbridge, GA 31281
Phone: (770) 389-7900
Fax: (770) 389-7912

101
CITY MANAGER’S
PROPOSED FY23 BUDGET
PRESENTATION

Presented By:
Frederick Gardiner, City Manager
John Wiggins, Treasurer

WHAT’S IN THE PROPOSED FY 23 BUDGET

 The FY23 Budget contains no Property Tax millage.

 The FY 23 Budget contains increases in permit and
development fees; however, some may be reduced.

 The FY23 Budget contains increase in Cemetery Fees.

 The FY 23 Budget contains rate increases in Water based
on Henry County Water increase.

*Rate increases are in the Appendix Section of the Budget*
FY 23 BUDGET OPPORTUNITIES AND
CHALLENGES

 Opportunity to continue funding the police operations and equipment

 Opportunity to continue implementing SPLOST and TSPLOST Projects

 Support economic growth throughout the city and potential major commercial projects

 Providing incentive programs for downtown redevelopment projects and programs

 Challenge around LOST distribution; not knowing what our level will be at this time.

 Long term funding for general fund operations via sales tax only

 Managing the city’s long term debt portfolio

GENERAL FUND OPERATIONS

GENERAL FUND TAX
REVENUE COMPARSION
FY2021 Actual FY2022 Budget FY2023 Proposed

Local Option Sales Tax (LOST) $ 5,935,293 $ 5,369,181 $ 7,400,000

Franchise Tax $ 1,552,120 $ 1,625,362 $ 1,637,999

Alcoholic Beverage Tax $ 841,605 $ 694,907 $ 776,000

Insurance Premium Tax $ 2,187,070 $ 2,300,000 $ 2,225,000

Other Taxes $ 2,063,007 $ 4,047,255 $ 3,345,673

Total $ 12,579,095 $ 14,036,705 $ 15,384,672
TOTAL FY 23 GENERAL FUND REVENUE BY TYPE
Miscellaneous Income
20%

Investment Income

Fines & Forfeitures

Charges for Services

Intergovernmental

Taxation
Licenses and Permits 64%

Taxation Licenses and Permits Intergovernmental Charges for Services
Fines & Forfeitures Investment Income Miscellaneous Income
THREE YEAR COMPARISON OF GENERAL FUND
REVENUES
FY 2022 FY 2023
FY 2020 FY 2021 AMENDED PROPOSED
General Fund ACTUAL ACTUAL BUDGET BUDGET

Revenues:
Taxation $ 11,481,021 $ 12,579,095 $ 14,036,705 $ 15,384,672
Licenses and Permits $ 769,703 $ 609,338 $ 834,330 $ 1,325,833
Intergovernmental $ 291,307 $ 266,854 $ 300,000 $ 1,212,068
Charges for Services $ 85,649 $ 499,907 $ 130,759 $ 356,380
Fines & Forfeitures $ 26,498 $ 56,495 $ 828,158 $ 910,000
Investment Income $ 27,337 $ 1,894 $ 1,723 $ 1,893
Miscellaneous Income $ 114,393 $ 226,024 $ 2,218,059 $ 4,715,024
Other Financing Sources $ 6,380 $ 134,566 $ 131,260 $
969,694
Total Revenues $ 12,802,287 $ 14,374,173 $ 18,480,993 $ 24,875,563
GENERAL FUND EXPENDITURE BY DEPT
Governing Body City Clerk
Other Govt Activities Executive
3% 2%
9% 4%

IT Finance
6% 5%

Government Building
Economic Development
Human Resources

Planning & Development
10%

Public Works
17% Police
34%

Governing Body City Clerk Executive Finance
Government Building Human Resources Police Public Works
Planning & Development Economic Development IT Other Govt Activities
FY23 BUDGET
GENERAL FUND HIGHLIGHTS

 Total Budget across all funds: Revenue is set $53,706,704 and Expenditures is set at
$51,024,307.
 General Fund Revenue is set at $24,875,563 and expenditure is set at $22,193,166.

 General Fund Revenue will be impacted by the rise in sales tax activities and our level
of participation per our growth.
 Local Option Sales Taxes will increase due to negotiated position and growth in the
City’s population

GENERAL FUND REVENUE
FIVE YEAR COMPARISON
$24,875,563

$25,000,000 $18,480,993

$12,731,850
$20,000,000

$11,594,789

$15,000,000 $10,879,841

$10,000,000

$5,000,000

10
2019 2020 2021 2022 2023
TOTAL FY 23 PROPOSED BUDGET
$51,241,704
Sanitation Fund
Sewer Fund Storm Water Fund $1,922,192
$1,920,645 $1,038,517 4%
4% 2%

Water Fund
$2,317,327
General Fund
$24,875,563
52%

Captial Citywide
$13,539,688
28%

URA
Grant Funds*
$1,208,358
$1,000,000
11
General Fund Grant Funds* URA Captial Citywide
Water Fund Sewer Fund Storm Water Fund Sanitation Fund
WHAT’S INCLUDED IN THE PROPOSED
FY23 CAPITAL BUDGET
Key Projects and Programs: Funding Amount and Sources
✓ Police tactical gear and Equipment • $1.67 Million General Fund
✓ Improvements to Park Facilities • $300,000 SPLOST Funds
✓ Surface Pavements • $1,000,000 SPLOST & LMIG
✓ Roadway & Intersection Improvement • $5,500,000 TSPLOST Fund
✓ Water Distribution Systems Improvements
• $600,000 SPLOST & Water
✓ Sewer System Improvement
• $3,386,100 SPLOST & Sewer
✓ Court Building Improvements
✓ Stormwater Upgrades • $84,000 ARPA Funds
✓ City Building repairs • $350,000 SPLOST Funds
• $300,000 SPLOST Funds
12
13
City Proposed Budget Presentation FY 2023
The following text is from the Redevelopment Powers Law, addressing requirements for
public hearings for adopting redevelopment plans.

§ 36-44-7. Approval of redevelopment plans

(a) A redevelopment plan may be proposed by the redevelopment agency of a
political subdivision, but such plan may not be implemented until it is approved by the
adoption of a resolution of the local legislative body of the political subdivision as
provided in this chapter.

(b) When a proposed redevelopment plan is prepared, it shall be submitted by the
redevelopment agency to the local legislative body. Within the 60-day period after the
plan is submitted, the local legislative body shall hold at least one public hearing on the
proposed redevelopment plan. The local legislative body shall cause the time, date, place,
and purpose of each such public hearing to be advertised in one or more newspapers of
general circulation within the area of operation of the political subdivision at least once
during a period of five days immediately preceding the date of each public hearing.

(c) Within 45 days after completing the public hearings required by subsection (b)
of this Code section, the local legislative body of the political subdivision shall schedule
and hold a meeting of the local legislative body for the purpose of considering the
approval of the redevelopment plan. The local legislative body shall cause the date, time,
place, and purpose of such meeting to be advertised in one or more newspapers of general
circulation within the area of operation of the political subdivision at least once during a
period of five days immediately preceding the date of such meeting. At such meeting the
redevelopment plan shall be approved as submitted, amended and approved, or rejected
and returned to the redevelopment agency for further consideration. Any redevelopment
plan rejected by the local legislative body shall be returned to the redevelopment agency
and shall be subject to the public hearing requirements of subsection (b) of this Code
section if it is again submitted to the local legislative body for approval, either in the same
or amended form.

(d) Once approved by the local legislative body, a redevelopment plan may be
amended only by the local legislative body of the political subdivision. The local
legislative body shall cause the date, time, place, and purpose of any meeting of the local
legislative body at which an amendment to a redevelopment plan is to be considered to be
advertised in the same manner as prescribed by subsection (c) of this Code section for a
meeting to consider the adoption of a redevelopment plan.
(NOTE: FIRST PUBLIC NOTICE TO BE PUBLISHED AT LEAST ONCE NO EARLIER THAN 5 DAYS
PRIOR TO THE PUBLIC HEARING)

CITY OF STOCKBRIDGE

NOTICE OF PUBLIC HEARING COMMENT ON PROPOSED
STOCKBRIDGE REDEVELOPMENT PLAN FOR (TAX
ALLOCATION DISTRICT #1 - DOWNTOWN AND NORTH
HENRY BOULEVARD CORRIDOR)

NOTICE IS HEREBY GIVEN that the City of Stockbridge will hold a public hearing,
for the purpose of accepting public comment regarding the proposed Stockbridge
Redevelopment Plan, that has been prepared for Tax Allocation District Number One
within the City of Stockbridge.

The hearing will be held by the Stockbridge City Council at its regularly scheduled work
session meeting on Tuesday, November 29 at x:xx p.m. in the City Council Chambers,
2nd floor of Stockbridge City Hall located at 4620 North Henry Boulevard, Stockbridge,
GA 30281.

A draft copy of the Draft Stockbridge Redevelopment Plan is on file and may be obtained
from the Office of the City Clerk, located in Stockbridge City Hall at the same address.

PERSONS INTERESTED IN THIS MATTER are invited to attend the public hearing
at the date, time and place provided in this notice, to express their opinion on this matter.
Written comments may also be received in lieu of testimony during the public hearing.
For more information, contact Frederick Gardiner, City Manager, at 770-389-7904.

This advertisement is posted in compliance with O.C.G.A. §36-44-7.

Vanessa Holiday
City Clerk
City of Stockbridge, Georgia
(NOTE: SECOND PUBLIC NOTICE TO BE PUBLISHED AT LEAST ONCE NO EARLIER THAN 5
DAYS PRIOR TO THE SECOND PUBLIC HEARING AND VOTE)

PUBLIC NOTICE

CITY OF STOCKBRIDGE

NOTICE OF PUBLIC HEARING AND MEETING OF THE
STOCKBRIDGE CITY COUNCIL AT WHICH A RESOLUTION
PROPOSING THE ADOPTION OF THE STOCKBRIDGE
REDEVELOPMENT PLAN AND CREATION OF TAX
ALLOCATION DISTRICT NUMBER ONE – DOWNTOWN AND
NORTH HENRY BOULEVARD CORRIDOR IS TO BE HEARD
FOR PUBLIC COMMENT AND IS TO BE CONSIDERED FOR
APPROVAL.

A Resolution proposing to adopt the City of Stockbridge Redevelopment Plan and create
Tax Allocation District Number One is scheduled to be considered by the Stockbridge
City Council at its regular meeting on Monday, December 12 at x:xx p.m. in the City
Council Chambers, 2nd floor of Stockbridge City Hall located at 4620 North Henry
Boulevard, Stockbridge, GA 30281.

A hearing will be held immediately prior to the Council’s consideration of this resolution
where the public is invited to attend and comment. Following the public hearing, it is
anticipated the City Council will vote to officially approve, amend and approve, or reject
the Redevelopment (Tax Allocation District) Plan.

PERSONS INTERESTED IN THIS MATTER are invited to attend the public hearing at
the date, time and place provided in this notice, to express their opinion on this matter.
Written comments may also be submitted in lieu of testimony during the public hearing.

Copies of the Stockbridge Redevelopment Plan and Resolution are on file and may be
obtained from the Office of the City Clerk, located in Stockbridge City Hall at the same
address. For more information, contact Frederick Gardiner, City Manager, at 770-389-
7904.

This advertisement is posted in compliance with O.C.G.A. §36-44-7.

Vanessa Holiday
City Clerk
City of Stockbridge, Georgia
CITY OF STOCKBRIDGE REDEVELOPMENT PLAN:
TAX ALLOCATION DISTRICT #1 -
DOWNTOWN AND NORTH HENRY BLVD. CORRIDOR

NOVEMBER 2022
Prepared for:
The City of Stockbridge, Georgia

Prepared by:
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

TABLE OF CONTENTS
Table of Contents ............................................................................................................................................................................................ i
Executive Summary ........................................................................................................................................................................................ 1
Purpose and Intent of the Redevelopment Plan ................................................................................................................................................ 1
Why the Redevelopment Area Qualifies as a TAD .............................................................................................................................................. 2
Redevelopment Projects ................................................................................................................................................................................ 4
Potential TAD Revenues and Bonding Capacity .................................................................................................................................................. 5
Redevelopment Costs - Proposed Uses of TAD Proceeds ................................................................................................................................... 6
Redevelopment Agent........................................................................................................................................................................................ 6
Tax Allocation Increment Base ........................................................................................................................................................................... 6
School District Impacts ....................................................................................................................................................................................... 7
Introduction ................................................................................................................................................................................................. 10
Overview of Tax Allocation Districts ................................................................................................................................................................. 10
Purpose and Vision for the Proposed Tax Allocation District ........................................................................................................................... 12
Geographic Boundaries of the Proposed Redevelopment Area (A).................................................................................................................. 17
Grounds for Exercise of Redevelopment Powers (B) ...................................................................................................................................... 20
Why the Proposed Redevelopment Area Qualifies Under the Redevelopment Powers Law ........................................................................... 21
Proposed Redevelopment Projects and Method of Financing (D) .................................................................................................................. 26
Contractual Relationships (E) ........................................................................................................................................................................ 34
Relocation Plans (F) ...................................................................................................................................................................................... 35
Conformance with Local Comprehensive Plans, Zoning & Land Use Codes (G) ............................................................................................... 35
Estimated Redevelopment Costs (H) ............................................................................................................................................................. 41
Assessed Valuation for TAD (I) ...................................................................................................................................................................... 43
Historic Property within Boundaries of TAD (J).............................................................................................................................................. 44
Creation & Termination Dates for the TAD (K)............................................................................................................................................... 44
TAD Boundaries Existing Uses of Real Property (L) ........................................................................................................................................ 44
Tax Allocation Increment Base (M) ............................................................................................................................................................... 44
Ad Valorem Property Taxes for Computing Tax Allocation Increments (N) ..................................................................................................... 45
Tax Allocation Bond Issues (O, P, Q).............................................................................................................................................................. 47
Amount of Bond Issue ...................................................................................................................................................................................... 47
Term of the Bond Issue or Issues ..................................................................................................................................................................... 47
Rate of Bond Issue............................................................................................................................................................................................ 47
Property Proposed to be Pledged for Payment of Tax Allocation Increments Financing ................................................................................. 47
School System Impact Analysis (R) ................................................................................................................................................................ 48
Current Value of the TAD Verses the Henry County School District Tax Digest ................................................................................................ 48
Estimated School Enrollment Impacts from TAD #1 ......................................................................................................................................... 49
The Location of School Facilities within the Redevelopment Area ................................................................................................................... 53
Proposed Redevelopment in TAD #1 ................................................................................................................................................................ 53
Estimate of School District Revenue Impacts from TAD Development............................................................................................................. 53
Conclusion Regarding School District Impacts .................................................................................................................................................. 54
Appendix A. List of Tax Parcel ID Numbers (Properties within Stockbridge TAD #1) ....................................................................................... 56
Appendix B. Local Officials............................................................................................................................................................................... 68

* Headings followed by a letter in parenthesis [e.g. (A)] denote information required per Georgia Code Chapter 36,
Title 44.

Table of Contents i
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

EXECUTIVE SUMMARY
PURPOSE AND INTENT OF THE REDEVELOPMENT PLAN

This Plan presents the rationale, boundaries, fiscal data, and proposed projects which could result
from the formation of the City of Stockbridge, Tax Allocation District #1– Downtown and North
Henry Boulevard Corridor.1 The City of Stockbridge has the authority to exercise all redevelopment
and other powers authorized or granted municipalities pursuant to the Redevelopment Powers Law
(Chapter 44 of Title 36 of the O.C.G.A.), as approved by Stockbridge voters by a referendum held in
2020. This Redevelopment Plan was prepared by KB Advisory Group, Inc. (KBA) for the City of
Stockbridge in conformance with the provisions of the Georgia Redevelopment Powers Law.

The general boundaries, goals, development
opportunities and proposed public
What is a Tax Allocation District? improvements, as well as the broad
economic/market forces impacting the
A tax allocation district is a financing mechanism
redevelopment area are addressed in this
that can be used to pay for public infrastructure
or to reduce private development costs, to make report. Previous City plans have also been
an underutilized area attractive to private relied upon in part to provide the economic
investment and development, at no additional justification, rationale, and related background
cost to local taxpayers. Establishing a TAD does data to designate this redevelopment Area and
not create a tax increase for either the TAD. This Plan also identifies a list of
community or property owners within the redevelopment projects with nearer term
District. Nor does a TAD reduce tax revenues to potential and defines desired uses of TAD
the community, below levels that existed at the revenues that would result from implementing
time the District was certified. In many cases,
those projects. The Redevelopment Plan
TADs can increase general fund revenues—from
concludes with a “School District Impact
new business personal property taxes, added
county sales taxes, hotel/motel taxes, excise Analysis,” which is a statutory requirement of
taxes, occupational/business license fees, and the Redevelopment Powers Law.
other revenues which are not pledged for
redevelopment purposes and/or would not The City of Stockbridge 2005 Urban
otherwise occur. Redevelopment Plan, the 2012 Stockbridge
Livable Centers Initiative (LCI) 10-Year Update,
the 2018 Stockbridge Renaissance Strategic
Vision and Plan and the Shaping Stockbridge Together for 2038 Comprehensive Plan, also adopted
in late 2018, have identified similar community and economic development objectives for various
portions of the proposed Redevelopment Area. Over the past two decades Stockbridge has
completed or planned more than $100 million in public improvements within this same targeted
area, including a new city hall, municipal court, amphitheater, conference center, community center,
public parks, a new city police department on the site of the former Henry County, North Precinct

S36-44-8 (3) (C) requires that a resolution adopting the redevelopment plan “name the [tax allocation] district
for identification purposes. The first district created shall be known as "Tax Allocation District Number 1,
followed by the name of the political subdivision within whose area of operation the district is located.” This
TAD is the first created by Stockbridge and is thus identified as “City of Stockbridge Tax Allocation District
Number 1 – Downtown and North Henry Boulevard Corridor.”

Executive Summary 1
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

facility, and a proposed cultural arts center. The area is also served by nearby County and School
District facilities including elementary, middle, and high schools, County library, and nearby
recreational amenities.

The primary economic development objective of this concentrated public investment has been the
creation of a new city center and community identity for Stockbridge, where cultural attractions,
supportive public amenities, governmental and private institutions will attract privately financed
residential, commercial, and mixed-use development on nearby sites. However, the new private
development that was expected to follow these extensive public investments has not yet occurred.
The purpose of this redevelopment plan is to provide the City with the added tool of tax increment
financing to help achieve the community’s long-standing vision for Downtown Stockbridge, as well
as accomplish the community’s economic development objectives that have been established for
the area. The “vision and goal” of this plan is to attract more private investment to the
redevelopment area, which has been prioritized in prior planning efforts and consistently supported
by residents.

WHY THE REDEVELOPMENT AREA QUALIFIES AS A TAD

The boundaries of the proposed Redevelopment Area and TAD are shown on the following map.
The Redevelopment Area shown totals roughly 1,350 acres and was drawn to include the historic
commercial center of Stockbridge and its immediately surrounding neighborhoods, plus
commercial frontage along North Henry Boulevard both east and west of downtown. The
redevelopment area contains roughly 25 percent of the City’s total population. The proposed Tax
Allocation District Number One contains 344 tax parcels located within the area shaded in red.
Measured using GIS, these proposed TAD parcels total approximately 501 acres or 37% of the
redevelopment area. The area within TAD #1 also includes both sides of all streets and public rights
of way which are located either inside or form an outer boundary of the TAD. The inclusion of rights
of way is intended to give the City maximum flexibility to use TAD revenues as needed and available
to improve roads, utilities and other pedestrian amenities serving Downtown Stockbridge and the
main gateways to downtown.

Several significant factors defining this part of Stockbridge strongly suggest that the area qualifies
as a Redevelopment Area under Section 36-44-3(7). The four most significant qualifying factors
include: (a) substandard, vacant, deteriorated, or deteriorating buildings in several locations,
particularly certain residential rental properties, older shopping centers and free-standing
commercial buildings near the gateways to Downtown, (b) inadequate street, utility, and parking
infrastructure currently serving Downtown Stockbridge; (c) “evidence of pervasive poverty,” and
(d) under-performing commercial properties, measured in terms of higher vacancy rates and lower
market rents compared to the City as a whole.

Executive Summary 2
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

MAP E-1: APPROXIMATE BOUNDARIES OF THE REDEVELOPMENT AREA AND TAX ALLOCATION DISTRICT #1

City Hall

The Redevelopment Area formed by the dashed line encompasses approximately 1,350 acres inside the City of
Stockbridge, extending along the north and south sides of North Henry Boulevard between Interstate 675 and the
Vulcan Materials Company facility located to the east of Rock Quarry Road. The Redevelopment Area closely
approximates the study area for the 2012 Stockbridge Livable Centers Initiative (LCI) 10-Year Update. The proposed
Tax Allocation District is located within the portion of the Redevelopment the area that is shaded in red. The
proposed Tax Allocation District #1 includes 344 tax parcels totaling roughly 501 acres including rights of way. The
TAD boundaries also include both sides of all public streets which are located inside or form the outer boundary of
TAD #1.

The area shown on this map complies with the statutory definition of a Redevelopment Area under
several specific provisions of the Redevelopment Powers Law. Conditions may not be equally
applicable or prevalent throughout the entire 501 acres, but satisfy the statute’s intent under the
following provisions, which are discussed in more detail in Section B:

1. A(ii) – The area “a predominant number of substandard, vacant, deteriorated, or deteriorating
structures; the predominance of a defective or inadequate street layout or transportation facilities; or
faulty lot layout in relation to size, accessibility, or usefulness.”

2. A(iii)- Evidence of “pervasive poverty, defined as being greater than 10 percent of the population in the
area as determined by current data from the United States Bureau of the Census.”

Executive Summary 3
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

3. B (i,iii) – The area includes many “older buildings that have no historic significance” and “structures or
buildings of relatively low value compared to the surrounding vicinity.”

4. B (iv) – Several prominent commercial properties exhibit “declining or stagnant rents or sales prices
compared to the political subdivision as a whole” and are candidates for redevelopment to higher uses.

5. C (i, ii) – The portion of the Redevelopment Area that includes the historically recognized center of
Stockbridge also qualifies as an “area with inadequate infrastructure,” if not “at present,” then likely
“following redevelopment.”

More detailed justification under these provisions is provided in the full report.

REDEVELOPMENT PROJECTS
Prior plans undertaken by the city have identified both general and specific types of private
redevelopment projects or project areas within TAD #1 where redevelopment efforts should be
prioritized. Most of this effort has focused on Downtown Stockbridge, with some attention paid to
encouraging more commercial investment along North Henry Boulevard.

The following map identifies the most likely locations for potential future investment within TAD
#1. KBA estimates that these areas could support the net addition of 581 single-family and
townhome units, 405 multi-family units and 208,600 SF of new commercial space in commercial or
mixed-use buildings. If this new construction occurs, it is realistic to expect that another 128 existing
apartments and nearly 57,000 SF of aging and under-valued commercial space could be
substantially rehabilitated in response to improving market conditions within the TAD. This
investment would impact a footprint of roughly 224 acres or 45% of the total acreage within the
TAD, leaving significant opportunities for individual, smaller scale investments to occur elsewhere
over time.

If fully implemented within 10 to 12 years, projects identified in this report would have an aggregate
market value of more than $350 million in 2022$. Achieving this build-out value is based on an
average current taxable market value of just under $380,000 per unit for new single-family and
townhome construction, $211,000 per unit for apartments in new multi-family and mixed-use
developments, and $101 per SF for new and rehabilitated commercial space. These average values
are well within the range of other new construction occurring elsewhere in Stockbridge and Henry
County and may be conservative. The cumulative effects of this new development should also
positively impact property values in the balance of the TAD, which have a current combined taxable
full value of $64.2 million. In total, KBA estimates that the build out of the 5 project areas could
achieve a taxable full value for the entire TAD of $414.2 million in 2022$, resulting in a gross TAD
digest of nearly $165.7 million. This level of investment would increase the current estimated TAD
digest by $129.8 million or 362% over existing conditions, before considering value appreciation and
the likely “halo effects” on surrounding properties located inside the balance of the district.

Executive Summary 4
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

MAP E-2: POTENTIAL REDEVELOPMENT PROJECT LOCATIONS

City Hall

This map shows the locations where proposed investments could generate TAD proceeds and/or qualify for the use of TAD
revenues to offset eligible redevelopment project costs.

POTENTIAL TAD REVENUES AND BONDING CAPACITY

This Plan estimates total tax allocation increments that TAD #1 could potentially generate assuming
(a) projects identified in this plan are successfully built out over a 10 to 12-year period to a taxable
full value of roughly $350 million, (b) the city implements a 2.0 mil property tax by no later than
2024, (c) millage rates for all jurisdictions remain stable over the forecast period, (d) the county and
school district will continue to provide annual deductions for homestead exemptions applied to
owner-occupied housing units and (e) both Henry County and the Henry County School District will
consent to contribute their respective tax allocation increments without restriction. Relying on
these assumptions, total annual property tax collections from real estate (excluding commercial
personal property) within TAD #1 could exceed $5.1 million annually by 2032. Assuming full county
and school participation, roughly 80% or $4.15 million of that total would be treated as tax
allocation increment and the balance of just over $1.0 million would continue to flow to the
respective jurisdictions’ general funds. Cumulative tax allocation increments to the TAD fund range
from roughly $65 million (20 years) to $118 million over a full 30 years.

In addition to nominal dollars, this report provides estimates of those proceeds’ net present value
if discounted at rates ranging from 4% to 8%. Calculating the net present value of future cash flow
provides an indicator of the actual capacity of those long-term revenues to reduce development
costs that will obviously be incurred during the projects’ construction.

Executive Summary 5
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

Applying lower discount rates of 4% or 5% illustrate the capacity of TAD proceeds to help repay
city-issued bonds at interest rates that are typically available for financing public works projects.
Discount rates in the 6% to 8% range (or higher) are more realistic in situations where a local
government simply agrees to issue TAD bonds with no credit enhancement, or to deliver future TAD
revenues, as available, to a developer under prescribed conditions and over a negotiated period of
years. It is estimated that over a 20- to 30-year period the TAD could potentially deliver a net
present value range of $23 to $40 million depending on the terms of intergovernmental agreements
with the County and School District, and the specific financing methods used.

REDEVELOPMENT COSTS - PROPOSED USES OF TAD PROCEEDS

Potential uses for the
estimated potential TAD
funding are itemized in this
table, using a reasonable
total estimated capital
budget of roughly $30
million. Future TAD proceeds
could be used for many
purposes in numerous
combinations. The table
illustrates a representative
distribution of fund uses among the priorities described in the redevelopment plan. In practice, TAD
proceeds will be allocated to specific public and private purposes as development opportunities
arise and as specific agreements are negotiated between applicants and the city.

REDEVELOPMENT AGENT

Pursuant to O.C.G.A. §34-44-3(a), the Stockbridge City Council will act as the redevelopment agent
to exercise redevelopment powers needed to implement this Plan. As redevelopment agent, the
City Council may, if necessary, enter into or delegate responsibility to enter into agreements, or
perform other related duties as further detailed in Section E of this report.

TAX ALLOCATION INCREMENT BASE

On or before December 31, 2022, the City
Tax Allocation Increment Base
of Stockbridge, acting as the
Number of Parcels 344
redevelopment agent, will apply to the
State Revenue Commissioner to Total Acres 501.1
determine the tax allocation increment 2021 Fair Market Value $108,099,159
base of the proposed TAD. The estimated 2021 TAD Digest $35,893,424
gross base digest of the TAD totals $39.89 2021 Stockbridge Tax Digest $1,057,233,581
million or 3.4% of the city’s estimated TAD Percent of City Digest 3.4%
M&O tax digest of $1.06 billion. As the result of a recent voter referendum authorizing a major
annexation of unincorporated county property, the city’s M&O digest is expected to increase
substantially in 2023, making the TAD a much smaller percentage of the total digest than indicated
here.

Executive Summary 6
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

Stockbridge did not levy a property tax in 2022. By agreement, the County Police SSD millage of
1.904 levied on Stockbridge taxpayers will be transferred to the City to fund police department
operations. It is expected that the city will eventually institute its own property tax to fund the
police department which, in turn, will end the existing County Police SSD millage. The following
table assumes the creation of an average 2.0 mil City property tax beginning no later than 2024.
With the elimination of police services, the maximum county millage available to provide tax
allocation increment is the sum of the general fund, fire protection and recreation special service
districts millage rates, less the county sales tax credit, or a net of 10.511 mills. This plan assumes
that the city will only request the general fund portion of the millage rate, less a proportional
deduction of future county sales tax credit be pledged to the TAD.

Applicable millage rates for computing tax allocation increment and resulting property tax
collections associated with the estimated base real estate value of TAD #1 are calculated in the
following table. These amounts would be reduced by current and future deductions of homestead
exemptions granted to homeowners living within the TAD.2

Estimated Tax Collections Associated with the Estimated TAD # Base Digest
TAD Millage Total Property
Jurisdiction Digest x Rate = Tax Levy Tax/Acre
City of Stockbridge* $35,893,424 2.000 $71,787 $143.27
Henry County School District $35,893,424 20.000 $717,868 $1,432.70
Henry County (General Fund Portion)** $35,893,424 9.155 $328,609 $655.83
Total: 31.155 $1,118,264 $2,231.80
* Stockbridge did not levy a property tax in 2022. This analysis anticipates that the city will institute a property tax in
2023 or 2024 to fund the new police department.
** See previous table for the calculation of the portion of county millage that is requested to be pledged to the TAD.
Source: Henry County tax assessment records, Georgia Department of Revenue and KB Advisory Group.

SCHOOL DISTRICT IMPACTS

Georgia’s Redevelopment Powers Law was amended during the 2009 legislative session to include
a new provision under section 36-44-3(9)(R) for preparation of a “School System Impact Analysis.”
The scope of this impact analysis should, at minimum, include “an estimate of the number of net
new public school students that could be anticipated as redevelopment occurs; the location of
school facilities within the proposed redevelopment area; an estimate of educational special
purpose local option sales taxes projected to be generated by the proposed redevelopment, if any;
and a projection of the average value of residential properties resulting from redevelopment
compared to current property values in the redevelopment area.”

The City of Stockbridge has no plans to include commercial personal property within the base value of the
TAD or to use tax allocation increments from personal property for redevelopment purposes. Also, the
estimated TAD base digest does not include deductions for homestead exemptions. KBA did not have sufficient
information to determine the total value of homestead exemptions currently granted to homeowners in the
TAD.

Executive Summary 7
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

Today, an estimated 323 housing units exist within the proposed TAD #1, including 134 single-family
homes and 189 units in small and large multi-family housing, plus 16 mobile homes. From tax
assessment records, KBA estimates that 85 units or only 26.3% of these units are owner occupied.
The remaining 73.7% of these units, including 36.6% of existing single-family homes, are either
renter occupied or available for rent. Aside from one managed apartment community, rental units
are owned by individual small investors. Excluding mobile homes that are assessed as personal
property, these individual investor-owned rentals have an average age of more than 61 years, are
valued for tax purposes at less than $79.00 per SF and appear to be among the lowest-cost rental
housing available in Henry County.

There are several types of redevelopment projects that have been identified on roughly 224 acres
of the 501-acre Stockbridge TAD #1. If these projects are developed as forecast over the next
decade or longer, they could result in the eventual addition of approximately 580 new single-family
and for-sale townhomes, 400 apartment units in multi-family and mixed-use buildings, and the
potential rehabilitation of 128 existing rental units. The plan may also result in the addition or
rehabilitation of 275,500 SF of retail/office development where specific projects and land uses have
been quantified, plus other smaller investments throughout the balance of the TAD.

KBA relied on the US Census, American Community Survey (ACS) to set baseline demographic
multipliers for the City of Stockbridge. ACS estimates that 6,028 Stockbridge residents were
enrolled in public school in 2020, resulting in an overall enrollment “multiplier” of 0.54 students
per unit across all housing and household types. Multipliers calculated to 0.68 students per
occupied single-family home and 0.29 students per multi-family rental.

Using this information as a baseline, KBA distributed residential build-out estimates for the TAD
among a representative mix of single-family detached, townhome, and multi-family rental housing
in conventional and mixed-use buildings. KBA then applied respective average school enrollment
multipliers for each housing type that were in line with the ACS data, while reflecting appropriate
adjustments to account for the different nature and pricing of the proposed new housing compared
to existing products inside the city. KBA estimates that the TAD could be reasonably expected to
contain a total population of more than 2,200 at build out, including 378 children under the age of
18 who would likely be of school age and enrolled in public schools. Approximately 87% of those
children are tied to the proposed single-family and townhome developments, while the expected
number of children residing in the multi-family housing is estimated at only 50. The potential
addition of 378 students represents a 6.3% increase to existing (2020 ACS estimated) city resident
enrollment in Henry County Schools. This addition also represents a 0.87% increase to current
HCSD enrollment of 43,417, phased over a decade or more of new construction.

The resulting fiscal and economic impacts to the Henry County School District from participating in
the proposed TAD are detailed in the full report and summarized as follows:

1. The TAD will affect future appreciation on 0.42 percent of the School District’s tax digest. The
current amount of property taxes generated from real estate within the TAD, totaling roughly
$717,800 per year, will continue to go to the school system—only taxes associated with
incremental real estate digest growth above the current base amount are pledged to the TAD.

Executive Summary 8
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

2. Residential development proposed for TAD #1 has the physical potential to add 378 students
to the School District when fully built out. In the context of a school district with more than
43,400 students, increases of this magnitude, phased over a decade or longer construction
period, should have a negligible effect on enrollment.

3. No Henry County School District facilities are located inside the boundaries of the TAD.

4. Upon completion of these projects and while the TAD is still in effect, the School District could
receive roughly $745,700 in annual property taxes from within the TAD, including certified
base real estate taxes and $27,800 per year in increased commercial personal property taxes
at build-out. Also, future school bond millage assessed to new development will not be
pledged to the TAD. If successful, the TAD could also generate $470,000 in increased annual
E-LOST revenues when the commercial and mixed-use components are fully completed.

5. The School District would receive more than $3.5 million per year in real estate taxes from
the TAD once all redevelopment costs are paid, and the TAD is dissolved.

This report concludes that the potential gains to the Henry County Public Schools from participating
in the proposed TAD will be positive due to the future growth in its tax digest and sales tax revenues,
with resulting limited impacts on the demand for school services.

The following report explains the Plan’s findings in more detail.

Executive Summary 9
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

Definition and Contents of
INTRODUCTION a Redevelopment Plan

Sec. 36-44-3(9) of the Redevelopment Powers Law
This Plan presents the rationale, boundaries, fiscal data,
defines a redevelopment plan as “a written plan of
and proposed projects which could result from the development for a redevelopment area or a designated
formation of the City of Stockbridge Tax Allocation District portion thereof which:”
#1: Downtown and North Henry Boulevard Corridor. This
Redevelopment Plan was prepared in conformance with (A) Specifies the boundaries of the proposed
redevelopment area;
the provisions of the Georgia Redevelopment Powers Law (B) Explains the grounds for a finding by the local
(O.C.G.A. Title 36 Chapter 44), which governs the creation legislative body that the redevelopment area on the
of Tax Allocation Districts (TAD) in the state. 3 whole has not been subject to growth and
development through private enterprise and would
not reasonably be anticipated to be developed
This Plan was prepared by KB Advisory Group, Inc. (KBA) for
without the approval of the redevelopment plan;
the City of Stockbridge. This Plan’s goal is to enable the (C) Explains proposed uses after redevelopment of
funding mechanism of a TAD to help finance eligible public real property;
and private redevelopment costs and to attract more (D) Describes proposed redevelopment projects
private investment to the historic center of the City. and explains the proposed method of financing;
(E) Describes any contracts, agreements, or other
Adopting this plan makes the tool of tax increment instruments which are proposed to be entered into
financing available to help accomplish the ambitious public for the purpose of implementing the plan;
policy objectives which have already been established for (F) Describes the type of relocation payments
the area and have been consistently supported by proposed to be authorized, if any;
(G) Includes a statement that the proposed
Stockbridge residents over the past two decades.
redevelopment plan conforms to the local
comprehensive plan, master plan, zoning ordinance,
and building codes of the political subdivision;
OVERVIEW OF TAX ALLOCATION DISTRICTS (H) Estimates redevelopment costs to be incurred
Tax allocation districts are Georgia’s version of tax or made during the course of implementing the
increment financing. Tax increment financing is a redevelopment plan;
(I) Recites the last known assessed valuation of the
redevelopment funding mechanism that reinvests the redevelopment area and estimates the assessed
future taxes from real estate development back into a valuation after redevelopment;
project as an incentive to attract new private investment (J) Provides that property which is to be redeveloped
into an area. As described by the Council of Development and which is either designated as a historic property
under the “Georgia Historic Preservation Act” or
Finance Agencies. (www.cdfa.net), TIF was created and
listed on or been determined to be eligible for listing
first used in California in 1952. Hundreds of TIF districts on the National Register of historic places will not be
have helped spur urban redevelopment in cities across the (i) substantially altered in any way that is
country. Today, all 50 states and the District of Columbia inconsistent with technical standards for
use tax increment financing. rehabilitation; or (ii) demolished unless feasibility for
reuse has been evaluated based on technical
standards for the review of historic preservation
In 1985, the Georgia General Assembly authorized projects;
Georgia’s form of tax increment financing within Tax
Allocation Districts (TAD). The purposes of a Georgia tax (Continued on next page)
allocation district are comparable to tax increment
financing used in other states. A TAD uses the increased
property taxes generated by new development within a

Required information to support the creation of Tax Allocation Districts in Georgia is outlined in this text box.
This redevelopment plan follows that general outline. Section headings followed by a letter in parenthesis [e.g.
(A)] refer to the relevant section in Georgia Code Chapter 36, Title 44, § 3(9), which defines the required
contents of redevelopment plans.

Proposal and Grounds for Exercise of Redevelopment Powers 10
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

designated redevelopment area to finance costs related
Sec. 36-44-3(9) continued:
to the development, such as building construction,
demolition, public infrastructure, land acquisition,
relocation, utilities, debt service, and planning costs. (K) Specifies the proposed effective dates for the
Eligible redevelopment costs a TAD might cover include creation and termination of the TAD;
but are not limited to: (L) Contains a map specifying the boundaries of
the proposed TAD and showing existing uses and
conditions of real property;
▪ Sewer expansion and repair (M) Specifies the estimated tax allocation
increment base of the proposed TAD;
▪ Storm drainage (N) Specifies ad valorem property taxes to be
used for computing tax allocation increments,
▪ Street construction and repair supported by a required resolution;
(O) Specifies the amount of the proposed tax
allocation bond issue or other financing and the
▪ Water supply term and assumed interest rate for such financing;
(P) Estimates positive tax allocation increments
▪ Park improvements for the period covered by the term of the proposed
tax allocation bonds or other financing;
▪ Bridge construction and repair (Q) Specifies the property proposed to be
pledged for payment or security for payment of tax
allocation bonds;
▪ Curbs, sidewalks, and streetscapes (R) Includes a school system impact analysis if the
plan proposes to include in the tax allocation
▪ Building construction or rehabilitation increment, ad valorem taxes levied by a board of
education; and
▪ Grading and earthwork (S) Includes such other information as may be
required by resolution of the political subdivision
whose area of operation includes the proposed
▪ Traffic control redevelopment area.

▪ Parking structures, etc.

Cities and counties throughout Georgia have created TADs to stimulate major new construction or
rehabilitation in blighted or underdeveloped areas. More than 80 Georgia cities and counties have
created TADs in their communities. A TAD offers local governments the opportunity to promote
worthwhile development or redevelopment projects that would not otherwise be financially
feasible or are in locations/markets which would otherwise be unattractive to private investment.

Several Georgia tax allocation districts, such as Atlantic Station and the Eastside and West Side TADs
in Atlanta, Camp Creek Marketplace (East Point), and other suburban TADs including Duluth,
Gainesville, Columbus, Conyers, Woodstock, Smyrna, LaGrange and others have demonstrated the
economic benefits a TAD can generate. These benefits include:

▪ A stronger economic base— Tax increment financing can attract private development that would
otherwise not have occurred or enable developers to support a higher level of investment in
density or design quality than would have otherwise been financially feasible absent of the
incentive.

▪ The halo effect—Several Georgia TADs have generated significant new investment in areas
surrounding the TAD as well as within the tax allocation districts, further expanding positive
economic impacts to the host taxing jurisdictions.

Proposal and Grounds for Exercise of Redevelopment Powers 11
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

▪ No impact on current tax revenues—Redevelopment is effectively promoted without tapping into
existing general governmental revenues or levying special assessments on property owners.

▪ Expands the local tax base—By stimulating economic activity, TADs expand the local tax digest,
create additional demand for retail sales, and as a result, local sales taxes.

▪ Is self-financing—A TAD is self-financing since it is funded by the increased tax revenues from new
development within the District.

▪ High leverage—Typically TAD funds represent between 5-15% of project costs, leveraging 7-20
times their value in private investment.

In summary, a tax allocation district is a financing mechanism that can be used to pay for public
infrastructure or to reduce private development costs, to make an underutilized area attractive to
private investment and development, at no additional cost to local taxpayers. Establishing a TAD
does not create a tax increase for either the community or property owners within the District. Nor
does a TAD reduce tax revenues to the community, below levels that existed at the time the District
was certified. In many cases, TADs can increase general fund revenues—from new business
personal property taxes, added county sales taxes, hotel/motel taxes, excise taxes,
occupational/business license fees, and other revenues which are not pledged for redevelopment
purposes or would not otherwise occur.

PURPOSE AND VISION FOR THE PROPOSED TAX ALLOCATION DISTRICT

The City of Stockbridge 2005
Urban Redevelopment Plan,
the 2012 Stockbridge Livable
Centers Initiative (LCI) 10-Year
Update, the 2018 Stockbridge
Renaissance Strategic Vision
and Plan and the Shaping
Stockbridge Together for 2038
Comprehensive Plan, also
adopted in late 2018, have
identified similar community
and economic development
objectives for various portions
of the proposed
Redevelopment Area. Over
the past two decades
Stockbridge has completed or
planned more than $100 Public facilities located within and surrounding Downtown Stockbridge, as reported in the
2038 Comprehensive Plan (p.24). Since that plan was adopted in late 2018, the city has
million in public improvements constructed a new amphitheater next to City Hall and replaced the Henry County Police
within this same targeted area, Precinct with the new Stockbridge Police Department.
including a new city hall,
municipal court, amphitheater, conference center, community center, public parks, a new city police
department on the site of the former Henry County, North Precinct facility, and a proposed cultural

Proposal and Grounds for Exercise of Redevelopment Powers 12
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

arts center. The area is also served by nearby County and School District facilities including
elementary, middle, and high schools, County library, and nearby recreational amenities.

The primary economic development objective of this concentrated public investment has been the
creation of a new city center and community identity for Stockbridge, where cultural attractions,
supportive public amenities, governmental and private institutions will attract privately financed
residential, commercial, and mixed-use development on nearby sites. As will be documented later
in this report, the new private development that was expected to follow these extensive public
investments has not yet occurred. The purpose of this redevelopment plan is to provide the City
with the added tool of tax increment financing to help achieve the community’s long-standing vision
for Downtown Stockbridge, as well as accomplish the community’s economic development
objectives that have been established for the area. The “vision and goal” of this plan is to attract
more private investment to the redevelopment area, which has been prioritized in prior planning
efforts and consistently supported by residents.

These goals have been expressed and reinforced over time and are briefly addressed in the following
paragraphs.

▪ In December of 2004 the Stockbridge City Council adopted resolutions adopting an Urban
Redevelopment Plan (URP), designating an Urban Redevelopment Area (URA) containing
approximately 23 acres, and authorizing the City’s Urban Development Agency to assemble
those properties which today include Stockbridge City Hall and the new amphitheater. The
“Stockbridge URP” was created under the Georgia Urban Redevelopment Law (O.C.G.A. 36-
61-1 et. seq.). The Urban Redevelopment Law, which is a different statute than the
Redevelopment Powers Law which authorizes Tax Allocation Districts, defines a
redevelopment area as a “slum area which the local governing body designates as appropriate
for an urban redevelopment project.” The original URP, which was later amended in 2013,
proposed demolishing and replacing 14 existing properties with civic buildings, commercial
and office space, new residential development in multi-family and mixed-use buildings, new
single-family house lots, associated public amenity space and parking facilities. The
boundaries of the proposed Tax Allocation District #1 include the entire designated URA,
which is identified on the next page.

▪ In 2012 Stockbridge updated its 2001 Livable Centers Initiative (LCI) Plan for a large study area
that extended north and south along the SR 138 and SR 23 corridors, from I-75 to Rock Quarry
Rd. The LCI Plan, as well as the market analysis which supported it, identifies several
redevelopment sites and an extensive list of “priority projects” which are also referenced in
this report. As part of that effort the city later adopted “Downtown Village Overlay” (DTV)
and “Parkway Mixed Use Overlay” (PMU) Zoning Districts to encourage development that
conforms to the objectives of the LCI Plan.

Proposal and Grounds for Exercise of Redevelopment Powers 13
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

This exhibit shows the boundaries and
original development concept for the
2005 Stockbridge Urban Redevelopment
Plan (URP) prepared by the Sizemore
Group. The concept plan called for the
creation of a 12.6-acre civic space for a
new City Hall and related public buildings
totaling nearly 55,000 SF, structured
parking, 131,500 SF of retail and office
space in multi-story commercial and
mixed-use buildings, 389,000 SF of
residential space (350 to 375 units)
including apartments, townhomes, and
units above retail plus 38 single-family
house lots. The original proposed City
Hall site was eventually moved to its
current location and an amphitheater
and municipal court building were added.
The extensive planned commercial and
mixed-use development fronting Ward
St. and East Atlanta Rd. has not
materialized. Much of that land is now
used for stormwater detention,
amphitheater parking, public parks, and
open space.

Source: Urban Redevelopment Plan, City of
Stockbridge, prepared for the City of Stockbridge
Redevelopment Authority by The Sizemore Group,
Burnside, Inc. and Town Center Realties, LLC,
January 2005.

Proposal and Grounds for Exercise of Redevelopment Powers 14
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

This exhibit (left) shows a portion of the
“Framework Plan” proposed in the 2012
Stockbridge Livable Centers Initiative
(LCI) 10-Year Update. The SR 138
frontage and area designated as
“Downtown Growth Center” in the LCI
Plan have also been incorporated into the
proposed Redevelopment Area for this
report. The Framework Plan emphasizes
“general mixed-use” development within
and near downtown. “Development
Concept B” (below) for the Town Center
proposed a central park and 3,000-seat
amphitheater, accompanied by retail,
Downtown Growth Center
office, residential development, and park
space. The public amenity components
illustrated in Concept B have been largely
implemented, but the hoped-for private
investment has not followed.

Source: Stockbridge Livable Centers Initiative (LCI)
10-Year Update prepared by Tunnell-Spangler-
Walsh & Associates, July 2012, pages 75 to 82.

Proposal and Grounds for Exercise of Redevelopment Powers 15
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

▪ In 2018 the city followed the LCI Plan with
a master plan that concentrated on the
historic “core” of Downtown Stockbridge.
The 2018 Stockbridge Strategic Vision &
Plan (RSVP) was led by the Carl Vincent
Institute of the University of Georgia and
focused on a study area located along the
Martin Luther King Sr. Heritage Trail
between the Food Depot shopping center
on the south side of North Henry
Boulevard, northward to Love Street. That
plan addressed parking, pedestrian and
streetscape improvements, adaptive re-
use and infill development opportunities,
plus related design recommendations for
outdoor spaces and several existing
buildings.

Source: Illustrations from the 2018 Stockbridge “RSVP” including
(right) the Concept Master Plan (page 13) and (below) “Downtown
Fly Through” illustrations (page 46).

Proposal and Grounds for Exercise of Redevelopment Powers 16
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

▪ Also in late 2018 the Stockbridge City Council adopted a new Comprehensive Plan entitled
“Shaping Stockbridge Together for 2038.” As will be addressed in more detail later in this
report, the 2038 Comprehensive Plan contains numerous goals, policy statements and
implementation strategies involving the downtown area, which came out of the earlier
plans cited above. The availability of tax increment financing made possible by the
creation of TAD #1 can help to implement several of the strategies outlined in the
Comprehensive Plan.

In summary, the vision, purpose and need for the TAD is to help attract private investment to the
“Downtown Growth Center” identified in the 2012 LCI Plan, to encourage reinvestment in vacant
or underutilized sites and buildings along nearby sections of North Henry Boulevard which serve as
the main “gateway” to Downtown, and to overcome financial barriers to support mixed-use and
infill development in the area. TAD #1 is being established as an additional tool to help to leverage
higher property tax collections within an area which, despite substantial public investments already
made to enhance the area, still exhibits evidence of decline and is under-performing in terms of
existing property values and generation of tax revenues. The commercial, housing, and mixed-use
development proposed for the tax allocation district, in accordance with established City plans and
policy objectives, will increase Stockbridge’s existing property tax digest. This revenue increase will
be captured through the TAD mechanism to incentivize redevelopment and help finance further
improvements and public amenities, at no additional cost to Stockbridge taxpayers.

GEOGRAPHIC BOUNDARIES OF THE PROPOSED REDEVELOPMENT AREA (A)
The first task in the analysis involves designating an area within the City of Stockbridge which
satisfies the statutory definition of a “Redevelopment Area” under O.C.G.A Section 36-44-3(7) and
would enable the City Council to exercise redevelopment powers and form a TAD within its
boundaries. Although a TAD must be located entirely within a qualified redevelopment area, the
two geographies may, but are not required to share the same boundaries. A redevelopment area
can be significantly larger than a proposed TAD, and it is not unusual for two or more TADs to exist
within a single redevelopment area as part of a coordinated economic development strategy.

The following section identifies the boundaries of a redevelopment area within Stockbridge and
addresses the City’s rationale or grounds for exercising redevelopment powers. The section
concludes with a discussion of how and why the geography satisfies the definition of a
redevelopment area. To determine whether the proposed geography complies with the statute,
KBA collected commercial property information and compiled demographic data for the population
living in this same general area, for the City of Stockbridge as a whole, Henry County and the Atlanta
MSA.

The boundaries of the proposed Redevelopment Area shown on the following map are based in part
on the 2012 LCI Plan’s “Focus Area.” The area was drawn to include frontage in both sides of North
Henry Boulevard, the historic commercial center of Stockbridge, and its immediately surrounding
neighborhoods. The area contains an estimated 2022 population of roughly 7,700 or 25 percent of
the City’s total population of more than 29,700. The proposed Tax Allocation District Number 1,
shown on Map 2 contains roughly 494 acres.

Proposal and Grounds for Exercise of Redevelopment Powers 17
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

MAP 1: Proposed Stockbridge Redevelopment Area

City Hall

Demographic and commercial real estate were obtained for properties located within the green dashed
line (above). Based on the data obtained, this geography qualifies as the redevelopment area for TAD
#1. The Redevelopment Area approximates the “Focus Area” for the 2012 LCI Plan Update (inset left)
shown inside the red dashed line.

Proposal and Grounds for Exercise of Redevelopment Powers 18
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

MAP 2: Proposed City of Stockbridge TAD #1 – Downtown and North Henry Boulevard Corridor

City Hall

Note: *TAD boundaries include both sides of all public rights of way which abut TAD parcels. All TAD Parcels are located inside the Stockbridge City
limits, as well as the Redevelopment Area shown on Map 1.

Proposal and Grounds for Exercise of Redevelopment Powers 19
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

GROUNDS FOR EXERCISE OF REDEVELOPMENT POWERS (B)
Tax Allocation Districts (TAD) are authorized in Georgia under the Redevelopment Powers Law,
O.C.G.A. Title 36, Chapter 44. In 2009, the Redevelopment Powers Law was amended, to include
the following definition of a “redevelopment area” under Section 36-44-3(7).

‘Redevelopment area’ means an urbanized area as determined by current data from the US Bureau of
the Census or an area presently served by sewer that qualifies as a ‘blighted or distressed area’, a
‘deteriorating area,’ or an ‘area with inadequate infrastructure’ as follows:

(A) A ‘blighted or distressed area’ is an area that is experiencing one or more conditions of blight as
evidenced by:

(i) The presence of structures, buildings, or improvements that by reason of dilapidation;
deterioration; age; obsolescence; inadequate provision for ventilation, light, air, sanitation, or
open space; overcrowding; conditions which endanger life or property by fire or other causes;
or any combination of such factors, are conducive to ill health, transmission of disease, infant
mortality, high unemployment, juvenile delinquency, or crime and are detrimental to the public
health, safety, morals, or welfare;
(ii) The presence of a predominant number of substandard, vacant, deteriorated, or deteriorating
structures, the predominance of a defective or inadequate street layout, or transportation
facilities; or faulty lot layout in relation to size, accessibility, or usefulness;
(iii) Evidence of pervasive poverty, defined as being greater than 10 percent of the population in
the area as determined by current data from the U.S. Bureau of the Census, and an
unemployment rate that is 10 percent higher than the state average;
(iv) Adverse effects of airport or transportation related noise or environmental contamination or
degradation or other adverse environmental factors that the political subdivision has
determined to be impairing the redevelopment of the area; or
(v) The existence of conditions through any combination of the foregoing that substantially impair
the sound growth of the community and retard the provision of housing accommodations or
employment opportunities;

(B) A ‘deteriorating area’ is an area that is experiencing physical or economic decline or stagnation
as evidenced by two or more of the following:

(i) The presence of a substantial number of structures or buildings that are 40 years old or older
and have no historic significance;
(ii) High commercial or residential vacancies compared to the political subdivision as a whole;
(iii) The predominance of structures or buildings of relatively low value compared to the value of
structures or buildings in the surrounding vicinity or significantly slower growth in the property
tax digest than is occurring in the political subdivision as a whole;
(iv) Declining or stagnant rents or sales prices compared to the political subdivision as a whole;
(v) In areas where housing exists at present or is determined by the political subdivision to be
appropriate after redevelopment, there exists a shortage of safe, decent housing that is not
substandard and that is affordable for persons of low and moderate income;
(vi) Deteriorating or inadequate utility, transportation, or transit infrastructure; and

(C) An ‘area with inadequate infrastructure’ means an area characterized by:

Proposal and Grounds for Exercise of Redevelopment Powers 20
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

(i) Deteriorating or inadequate parking, roadways, bridges, pedestrian access, or public
transportation or transit facilities incapable of handling the volume of traffic into or through
the area, either at present or following redevelopment; or
(ii) Deteriorating or inadequate utility infrastructure either at present or following redevelopment.

WHY THE PROPOSED REDEVELOPMENT AREA QUALIFIES UNDER THE REDEVELOPMENT POWERS LAW

The City of Stockbridge has TABLE 1: Comparative Demographic Profile
the authority to exercise all Stockbridge Redevelopment
Indicator (city) Area Henry County Atlanta MSA
redevelopment and other
Population, Age and Racial Characteristics
powers authorized or Total Population - 2022 29,711 7,714 245,681 6,206,533
granted municipalities Population Growth Since 2010 (%) 15.9% 15.0% 20.5% 17.4%
pursuant to the Median Age: 2022 37.1 35.8 37.8 37.5
Percent Children Under 18 24.4% 26.7% 23.8% 26.7%
Redevelopment Powers Percent Population Over Age 65 11.8% 10.6% 13.2% 15.7%
Law (Chapter 44 of Title 36 % Minority (Non-white) Population 76.6% 70.5% 60.3% 50.0%
of the O.C.G.A.), as % Hispanic or Latino 11.6% 21.0% 7.8% 11.3%
Household Composition
previously approved in
Total Households - 2022 10,896 2,979 84,145 2,294,025
2020 by Henry County and Average Household Size: 2022 2.72 2.59 2.91 2.67
Stockbridge voters by Families 7,583 1,942 65,226 1,562,041
referendum. The proposed Non-Family Households 3,313 1,037 18,919 731,984
% Families 69.6% 65.2% 77.5% 68.1%
Redevelopment Area is also Housing
within an “urbanized area,” Total Housing Units 11,705 3,234 90,554 2,527,879
the Atlanta-Sandy Springs- Owner-Occupied 6,664 1,520 64,722 1,517,994
Renter-Occupied 4,232 1,459 19,423 776,031
Roswell Metropolitan
Vacant 809 255 6,409 233,854
Statistical Area, as defined Vacancy Rate 6.9% 7.9% 7.1% 9.3%
by the US Census Bureau. Percent Renters 38.8% 49.0% 23.1% 33.8%
2022 Median Value: All Owner Occupied $221,843 $155,980 $238,295 $304,366
Percent of Homes Valued Under $150,000 21.3% 47.0% 14.6% 13.2%
The above definition of a Percent of Homes Valued Over $300,000 21.9% 7.8% 30.3% 50.9%
Redevelopment Area does Income Levels
not require every condition 2022 Median H'hold Income $67,203 $58,536 $79,795 $78,991
to be present, every % of Families Below Poverty - All 7.7% 10.7% 5.8% 8.2%
% of Families Below Poverty - With Children 12.0% 18.0% 8.3% 12.1%
property to be blighted, or Employment Characteristics - Population Age 16+
every parcel to require Employed Persons 15,818 4,142 122,329 3,139,989
redevelopment; nor does it Estimated % While Collar Occupations 52.1% 41.5% 50.9% 55.6%
Estimated % Blue Collar Occupations 47.9% 58.5% 49.1% 44.4%
require redevelopment Source: Environics Analytics, Demographic Spotlight Reports and KB Advisory Group, Inc.
projects to be restricted to
blighted property. However, several significant factors defining this part of Stockbridge strongly
suggest that qualifying conditions in fact exist. Evidence documenting these conditions has been
reported in previous City plans, particularly the market analysis contained in the 2012 LCI Study.
The “Downtown Stockbridge Residential and Retail Market Analysis,” which was recently completed
by the Georgia Tech Center for Economic Development Research, also provides useful comparative
data. (Readers interested in obtaining baseline demographic and market conditions within the
proposed Redevelopment Area are encouraged to review those documents.)

A summary comparison of relevant demographic, housing an income date for the proposed
redevelopment area compared to the city, county and Atlanta MSA is provided in Table 1. This
information, along with tax assessment records and commercial property research compiled by

Proposal and Grounds for Exercise of Redevelopment Powers 21
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

CoStar, was relied upon to determine whether the redevelopment area and proposed TAD satisfy
the definitional requirements of the Redevelopment Powers Law.

The following summary findings show that the area identified on Map 1 (and particularly the
proposed TAD #1) exhibits four characteristics of a “deteriorating area” (only two conditions are
required) with some pockets meeting the definition of a “blighted or distressed area” (only one
condition is required). It can also be argued that this area possesses “inadequate infrastructure”
to support the type of mixed-use development and resulting density that is encouraged by the city’s
applied zoning overlay districts and future land use plan.

The geography shown in Map 1 satisfies the statutory definition of a ‘blighted or distressed area’
under the following provisions:

A (ii) - The redevelopment area “contains a predominant number of substandard, vacant, deteriorated, or
deteriorating structures; the predominance of a defective or inadequate street layout or transportation
facilities; or faulty lot layout in relation to size, accessibility, or usefulness”

While not all buildings within the redevelopment area meet this definition, demographic data
obtained from Environics Analytics indicate that owner-occupied housing values are much lower
than for Stockbridge as a whole. At less than $156,000, the median value of owner-occupied housing
in the redevelopment area is nearly $65,900 (29.7%) lower than the city-wide median and 37% less
than the county median, suggesting that a significant percentage of those units could be
substandard. The median age of housing is also 3 years older than the city total, with more than 13%
of all units being more than 40 years old compared to less than 9% city wide. Finally, 49% of all
housing units in the redevelopment area are renter-occupied and the rate of home ownership is a
full 10 percentage points below the city-wide average. This is not entirely attributable to the
presence of multi-family housing. KBA analyzed a sample of 131 single-family homes using tax
assessment records and found that only 64% of those units were owner occupied. The remaining
units were investor-owned rentals, with an average assessed full value of only $133,740. The average
value of rented single-family housing was found to be a $20,000 less than the average of owner-
occupied homes in those same neighborhoods.

KBA also sampled 103 commercial properties in the area and found that the taxable full value of 86
acres and nearly 600,000 SF of buildings classified under “commercial” land uses averaged less than
$77 per building SF. The average age of commercial buildings was also more than 50 years. We were
unable to identify any new commercial construction since 2010 and found only 11 parcels with
roughly 108,000 SF of building space that was less than 20 years old.

Although the redevelopment area includes a quarter of the city’s population and is the recognized
center of Stockbridge, current conditions fall far short of “desired” future conditions expressed in
vision statements and policies contained in adopted City plans. For example, there remains a
significant inventory of acreage that is either vacant or remains significantly under-developed due to
topography, access, or other constraints. Within the proposed TAD alone, tax assessment records
identify 48 parcels and more than 79 acres with no building or accessory improvements. These
undeveloped/vacant parcels have an average full market value of less than $60,000 per acre. This
acreage applies to privately-owned, taxable real estate only. Tax exempt entities, including the City
of Stockbridge, own another 17 parcels and 48.5 vacant acres which do not appear to be in active
use for recreation, parking, or related purposes.

Proposal and Grounds for Exercise of Redevelopment Powers 22
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

A (iii) - “Evidence of pervasive poverty, defined as being greater than 10 percent of the population in the
area as determined by current data from the United States Bureau of the Census, and an unemployment
rate that is 10 percent higher than the state average.”

As unemployment data is generally not reported for geographies smaller than counties, it is not
possible to determine whether unemployment among redevelopment area households is “10
percent higher than the state average.” However, Environics Analytics estimates that of the 2,600
families living in the redevelopment area, 10.7% (208 in total) have incomes below the poverty level,
compared to 7.7% of Stockbridge families and 5.8% of all families in Henry County. The poverty rate
among area families with children is even higher at 18%. The 2022 median household income within
the redevelopment area is estimated to be $58,536, which is 12.9% lower than median household
income level city-wide ($67,203) and nearly 38% lower than the median household income ($79,795)
in Henry County. More than 15% of all households currently living in the redevelopment area are
estimated to earn annual incomes below $35,000.

The geography shown in Map 1 satisfies the statutory definition of a ‘deteriorating area’ area under
the following provisions:

B (i) – “The presence of a substantial number of TABLE 2: Comparative Retail, Office and Multi-Family
structures or buildings that are 40 years old or older and Apartment Indicators
have no historic significance” Redevelopment Henry
Market Indicators Area County
Within the portion of the redevelopment area that Retail
contains the proposed TAD #1, KBA identified 176 Total Buildings (2022) 146 1,076
privately owned residential and commercial Total SF Inventory (2022 YTD) 1,496,505 12,752,751
properties containing a combined 480,000 SF of Current Vacant Available SF 27,872 176,543
“structures or buildings” that are more than 40 Vacancy Rate 1.9% 1.4%
years old. The average age of these buildings was Average NNN Rent (2022) $14.83 $18.98
62.5 years (1959) and the average assessed full SF Inventory Added - Past 10 Years 20,000 902,717
value of the improvements (excluding land value) Percent Change 1.4% 7.6%
was only $50.84 per SF. The average year built of SF Currently Under Construction - 23,048
residentially classified properties (only) was 1966 Office
and the average assessed home value was just Total Buildings (2022) 33 499
under $157,400. Tax records identify only 10 Total SF Inventory (2022 YTD) 175,177 4,113,113
housing units within the proposed TAD that were Current Vacant Available SF - 185,381
built before 1950, suggesting that most older Vacancy Rate NA 4.5%
homes in the area “have no historic significance.” Average NNN Rent (2022) - $20.12
SF Inventory Added - Past 10 Years - 144,168
B (ii) – “High commercial or residential vacancies Percent Change 0.0% 1.2%
compared to the political subdivision as a whole” SF Currently Under Construction - 48,000
Multi-Family Apartments
B (iii) – “The predominance of structures or buildings of Total Buildings (2022) 6 62
relatively low value” or “significantly slower growth in Total Unit Inventory (2022 YTD) 270 10,778
the property tax digest than is occurring in the political Current Vacant Available Units 19 942
subdivision as a whole” Vacancy Rate 7.0% 8.7%
Average Effective Monthly Rent (2022) $1,349 $1,544
B (iv) – “Declining or stagnant rents or sales prices Effective Monthly Rent/SF (2022) $1.21 $1.40
compared to the political subdivision as a whole” Units Added - Past 10 Years - 1,697
Percent Change 0.0% 18.7%
Units Currently Under Construction - 1,622
These conditions are related and have already been Source: CoStar and KB Advisory Group, Inc.
partly addressed in the previous paragraphs. As

Proposal and Grounds for Exercise of Redevelopment Powers 23
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

shown in Table 1, Environics Analytics estimates the vacancy rate for all types of housing in the
redevelopment area at 7.9%, a full percentage point higher than city-wide vacancy. CoStar monitors
trends in total inventory growth, vacancy rates and rents since 2000 for managed retail, office, and
multi-family apartment communities. A summary comparison of current market data for the
redevelopment area and Henry County appears in Table 2. CoStar estimates the current vacancy
rate for 6 redevelopment area multi-family properties and 270 apartments at 7.0%. Because the
total number of area apartments has not changed since 2000, apartment vacancy is slightly lower
than the 8.7% average for all of Henry County.

According to CoStar, existing vacancy rates for commercial development are at or near historic lows
in Henry County, with retail and office space currently exhibiting vacancy rates of 1.4% and 4.5%,
respectively. The redevelopment area contains 11.7% of Henry County’s total retail space and only
4.3% of its office space inventory. The area’s most striking characteristic has been the near absence
of new construction over the past decade. In part because buildings are older, retail rents in the
redevelopment area are nearly 22% below the county average, while the area’s office inventory is
so small, CoStar does not publish rent or vacancy data. The redevelopment area also contains 2.5%
of the county’s apartment inventory, with effective monthly rents running 13% below the county
average. As with commercial space, no apartment inventory has been added to the redevelopment
area over the past decade, despite favorable zoning to allow such development, and a future land
use map that encourages increased density in multi-family and mixed-use buildings.

C (i, ii) - Deteriorating or inadequate parking, roadways,
bridges, pedestrian access, or public transportation or transit
facilities incapable of handling the volume of traffic into or
through the area, either at present or following
redevelopment…or deteriorating or inadequate utility
infrastructure either at present or following redevelopment.

The Stockbridge 2038 Comprehensive Plan’s list of
development strategies for Downtown Stockbridge and
North Henry Boulevard include improving conditions [to
attain higher quality] among commercial developments,
encouraging mixed-use development, supporting
increased density “in areas where available
infrastructure capacities can satisfactorily accommodate
it” and “creating a sense of place for our community.”
Achieving these desired characteristics requires selective
public investment in transportation improvements,
structured parking, pedestrian amenities, and related
investments that help to increase market values and
make private investment in infill development financially
feasible. The 2012 LCI Study identified several
connectivity issues and proposed a series of public
improvements to address them. The 2018 RSVP
proposed similar improvements. That study also focused
Partial list of medium- and long-term public improvements
on improving the Martin Luther King, Sr. Memorial proposed in the 2018 Stockbridge RSVP, pages 77 and 81.
Bridge, which it characterized as “a Stockbridge
landmark” [with] “heavy, rapid vehicular traffic, limited safe crossings, and only a narrow sidewalk
to accommodate pedestrians, the bridge creates a major barrier that severely restricts downtown
connectivity.” Thus, all three of these prior plans acknowledge that the redevelopment area
currently lacks adequate infrastructure to support desired land use objectives “at present or
following redevelopment”. Those plans have laid out an ambitious program of public improvements
that include civic spaces, parks, trails, parking, pedestrian amenities, and the remediation of

Proposal and Grounds for Exercise of Redevelopment Powers 24
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

“inadequate infrastructure” that currently makes redevelopment of some individual properties cost
prohibitive.

Illustrations of ‘Inadequate Infrastructure’

(Right) The 2018 RSVP (p.62) concluded that
“Stockbridge suffers from a lack of
continuous sidewalks due, in part, to the
railroad bisecting downtown.” The map at
right illustrates how “connecting existing
sidewalks would better accommodate
pedestrian traffic in the area.” The same
report also proposed options for improving
the Martin Luther King, Sr. Memorial Bridge.

(Below Right) TSW’s ongoing work on the
Stockbridge Parks System Master Plan has
proposed new multi-use trails to help
mitigate the railroad’s impact on pedestrian
access and to better connect downtown to
nearby neighborhoods, city parks and the
new amphitheater.

In summary, the City’s vision for its
downtown area and North Henry
Boulevard is to be an attractive civic,
entertainment, cultural, commercial,
and residential node, supported by
more diverse housing options and
price points, higher density, mixed use
development and supportive public
recreational and cultural amenities.
TAD #1 would assist Stockbridge in
generating the financial resources to
(a) incentivize developers to
rehabilitate existing buildings, (b)
construct new infill development
where appropriate, or (c) help finance
the cost of additional infrastructure
and public amenities as needed.
Demographic characteristics which
provide evidence to conclude that that
the area outlined in this report fully
qualifies as a redevelopment area
under criteria established by the
Redevelopment Powers Law.

Proposal and Grounds for Exercise of Redevelopment Powers 25
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

PROPOSED REDEVELOPMENT PROJECTS AND METHOD OF FINANCING (D)
Working with City staff and relying in part on previous plans, KBA has identified several potential
redevelopment sites or general locations within the proposed TAD #1 where significant future
private investment could occur. General project locations are shown on Map 3 and summarized in
this section. Although the disposition of privately-owned parcels for development is not under the
City’s control, the timing of such development and the characteristics of end uses could be
enhanced with additional financial resources generated by the TAD. These development
“opportunities” are in various stages of planning and could be started and/or completed within the
next 5 to 10 years. The following summaries reflect reasonable estimates of future development
potential within TAD #1, based on possible actions by the city, the response of property owners and
developers to those actions, and the market/financial feasibility of those investments with and
without the availability of TAD funds.

MAP 3: Potential Redevelopment Project Areas/Sites

1 City Hall

Potential Future Redevelopment Area/Sites

1 Core Downtown and ‘Town Center Project’ Commercial and Mixed-Use
2 Rock Quarry Rd. Extension (Residential for Sale)
3 Downtown West (Residential for Sale)
4 North side of N. Henry Blvd. (Commercial and Multi-Family Rehabilitation)
5 South side of N. Henry Blvd. (Commercial and Multi-Family)

Redevelopment Plan 26
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

1. Core Downtown and ‘Town Center Project’ Area. Since the early 2000’s Stockbridge has considered
multiple plans for creating a new “Town Center” that was originally envisioned for the area designated
in the 2005 Urban Redevelopment Plan. The 2012 LCI Plan Update called for the city to “prioritize the
project’s completion” and proposed two development concepts (pages 78-83) for the URA located to
the west of Ward Street, that includes and surrounds City Hall. The [LCI] plan did not recommend a
specific development program but did outline several “minimum components” including: [a] new open
spaces, including one serving the entire city, [b] new housing, including potentially small lot single-family
houses, townhouses, senior housing, and above-shop flats, [c] retail and office space, [d] new
pedestrian-friendly streets and sidewalks and [e] sufficient parking for the development program. Since
2012 the city has focused on implementing the open space and public components of “Concept B”
illustrated earlier in this report but has yet to attract private investment to build the plan’s residential,
commercial, and mixed-use components. In the 2018 RSVP described previously, the city authorized a
similar study of the area located immediately to the west of the rail line and the Martin Luther King Sr.
Heritage Trail. The city has similarly proceeded to implement portions of that plan by acquiring key
parcels and planning for the construction of a performing arts center on the west side of Burke Street.

A primary objective of TAD #1
is to implement the
residential, commercial, and
mixed-use components of the
proposed Stockbridge Town
Center, inside the study areas
shown here.

These combined study areas illustrated in the above exhibit form the approximate boundaries of
‘Downtown Stockbridge’, consisting of roughly 37 parcels, 27 acres and 172,000 SF of existing public and
privately owned buildings. The City retained TSW to consolidate and update prior plans to reflect recent
property acquisitions and the possible impacts of the proposed Performing Arts Center. The combined
plan is illustrated on the next page and shows that under current zoning the area is physically capable
of supporting the construction of nearly 167,000 SF of existing and new commercial space, plus 283 new
for sale and rental housing units.

Redevelopment Plan 27
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

(Right) The city and its various authorities
own more than 130 acres within or near
Downtown Stockbridge, including parcels
which are identified on this map prepared by
TSW. Some city-owned parcels were
acquired for the purpose of holding and
eventually offering them to the private
sector to implement the “Town Center
Project” envisioned in the 2012 LCI Plan
Update and the 2018 RSVP.

(Below) This updated concept plan prepared
by TSW indicates that the core downtown
area can physically accommodate nearly
530,000 square feet of new and existing
private development in residential,
commercial, and mixed-use buildings.

Redevelopment Plan 28
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

KBA estimated the taxable Future Development Summary: Concept Plan for Downtown Stockbridge
full value of the above Housing Total Taxable Full Taxable Full Value per
concept plan based on the Land Use Units Taxable SF Market Value Digest Unit or SF
Existing Conditions 16 114,251 $5,964,200 $2,385,680 $52.20
square footage and unit Proposed Development
counts provided by TSW. Rehabilitation of Existing Commercial Space 30,900 $2,163,000 $865,200 $70.00
We then added the New Free Standing Commercial Buildings 35,100 $4,738,500 $1,895,400 $135.00
balance of privately owned Mixed Use Buildings- Commercial SF 20,150 $2,317,250 $926,900 $115.00
parcels in ‘Project Area 1’ Mixed Use Buildings - Residential Units 220 214,500 $49,500,000 $19,800,000 $225,000
Live/Work Townhomes 27 56,700 $10,800,000 $4,320,000 $400,000
that were not included Conventional Townhomes 15 36,000 $5,625,000 $2,250,000 $375,000
within the TSW plan to Single Family Cottage Homes 21 54,600 $8,400,000 $3,360,000 $400,000
estimate the taxable full DEVELOPMENT TOTALS: 283 447,950 $83,543,750 $33,417,500 $186.50
market value (FMV) and Balance of Project Area 1 16 80,639 $4,814,900 $1,407,920 $59.71
DEVELOPMENT TOTALS AT BUILD OUT: 299 528,589 $88,358,650 $34,825,420 $167.16
resulting tax digest (40%
Source : TSW Design and KB Advisory Group, Inc.
value) that could be
created if the concept plan was fully implemented. The resulting development quantities and property
values are shown in this table. At build out, KBA estimates that Area 1 could have a potential taxable
FMV of nearly $88.4 million (in 2022$). If achieved, the tax digest associated with this development
could increase from less than $2.4 million currently, to more than $34.8 million when completed.

2. Rock Quarry Road Extension. Page 47 of the City’s 2038 Comprehensive Plan
discusses the proposed “Rock Quarry Road Extension (two lanes), from SR
138/US 23 (North Henry Boulevard) to the intersection of East Atlanta Road and
Valley Hill Road (0.8 miles).” The project has been approved as part of the
Atlanta Regional Commission’s Regional Transportation Plan (RTP) and ROW
acquisition has already begun. The area surrounding the proposed extension
includes 6 parcels and 94.3 acres of which, nearly 33 acres are already owned
by the city. Two privately owned parcels totaling 61.5 acres surrounding the
north end of the extension contain only one existing housing unit. The
combined current tax digest associated with these 94.3 acres is less than
$198,000. With improved access created by the new roadway and the sites’
proximity to an expanded and revitalized Downtown Stockbridge, this area
could become a prime location for new single-family and/or townhome
development.

3. “Downtown West” Development Site. Nine tax parcels totaling 23.4 acres are
located just to the west of the proposed performing arts center, between North
Henry Boulevard and City owned property at Brush Creek. Of these, 5 parcels
and 15.6 acres are owned by a single entity, 6.6 acres are owned by the city and
the remaining two lots contain a residence and accessory building on 1.16 acres.
The 2022 tax digest associated with this acreage is less than $704,300. TSW’s
work on the Parks System Master Plan illustrated on page 24 of this report
proposes a new multi-use trail through this area, connecting downtown to the
proposed Brush Creek Trail and the Clark and Gardner Parks. With improved
pedestrian access provided by the proposed multi-use trail to both downtown
and the city’s largest public parks, this area should also become a prime location
for future single-family and/or townhome development.

Together, Areas 2 and 3 total 117.8 acres, located within walking distance to
downtown, city parks and the new amphitheater. The area is currently
developed with only 7,200 SF of existing buildings and has a current tax digest
of only $891,000 ($7,566 per acre). Over time, these two areas provide what is
perhaps the City’s best opportunity to attract new homeowners to Stockbridge,

Redevelopment Plan 29
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

to support the types of new commercial and mixed-use development that residents desire for
Downtown and North Henry Boulevard.

If Downtown Stockbridge is Future Development Summary: Project Areas 2 and 3
developed as suggested by Housing Total Taxable Full Taxable Average Full
Land Use Acres Units Taxable SF Market Value Digest Value/Unit
the concept plan, it can be Existing Conditions 117.8 3 7,716 $1,755,900 $702,360 $377,800
reasonably assumed that Proposed Development
these nearby undeveloped SF Detatched 60.9 304 639,318 $120,252,615 $48,101,046 $395,000
areas could support a Conventional Townhomes 20.3 162 324,733 $56,016,408 $22,406,563 $345,000
Amenities, Common Area & ROW* 34.8 0 - $173,964 $69,586 NA
significant amount of new DEVELOPMENT TOTALS: 116.0 467 964,051 $176,442,987 $70,577,195 $183.02
for-sale housing. The table Balance of Project Areas 2 & 3 1.78 3 7,716 $843,200 $337,280 $109.28
at right estimates the DEVELOPMENT TOTALS AT BUILD OUT: 117.754 470 971,767 $177,286,187 $70,914,475 $182.44
* Estimated at an average of $5,000 per acre.
potential taxable full value Source : KB Advisory Group, Inc.
of the combined locations
assuming that 70% of the total acreage is developable at average densities of 5 units per acre for single-
family homes and 8 units per usable acre for townhomes. If 75% of new construction is allocated to
single-family homes, the combined areas could support the construction of 470 housing units over a
multi-year period. At a reasonable average market value of just under $340,000 per unit and $182 per
SF, this build-out would produce a total taxable full value of $177.3 million in 2022$. The associated
gross tax digest at build-out represents a 79-fold increase over the areas’ current tax digest of
$891,000.

4. North Henry Boulevard, North Side. The
identified area shown here on the north
side of N. Henry Boulevard consists of 13
parcels that currently contain a 128-unit
apartment complex surrounded by 6
small commercial and residential parcels,
plus 22 acres of undeveloped land. The
apartment complex is more than 30 years
old and the average full value per unit is
10% lower than the nearby Southwinds
Point and Eastwood Village complexes,
which are located further to the west, just
outside of the TAD. If TAD funds become
available to incentivize improvements to
the apartment complex, the city may also
be able to positively influence the nature
and value of future development on the
surrounding 22 acres.

5. North Henry Boulevard, South Side. Highlighted on the south side of N. Henry Boulevard are another
11 tax parcels containing roughly 28,000 SF of retail space, two older residential units, 29.8 acres of
undeveloped land and the municipal water tower. The two largest parcels in the area are sufficiently
deep to enable commercial uses on the N. Henry Boulevard frontage, with residential development
fronting Old Atlanta Road to the south. One or both sites could support future retail or multi-family
development, possibly including mixed-use.

If Downtown Stockbridge is developed as suggested by the concept plan, and the two large residential
areas are developed in response, the remaining under-developed portions of North Henry Boulevard
identified as Areas 4 and 5 should eventually follow after more than two decades of minimal change.
A modest build out of new commercial space supported by multi-family apartments and some for-sale

Redevelopment Plan 30
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

housing, coupled with Future Development Summary: Project Areas 4 and 5
the upgrade of the Housing Total Taxable Full Taxable Average Full
remaining existing land Land Use Acres Units Taxable SF Market Value Digest Value/SF
Existing Conditions 77.9 133 198,815 $22,705,300 $9,082,120 $114.20
uses, could produce a
Proposed Development
conservative build out Multi-Family Rehab 12.8 128 144,878 $17,280,000 $6,912,000 $119.27
of nearly 625,000 SF of Commercial Rehab 2.7 0 26,018 $2,341,620 $936,648 $90.00
housing and New Multi-Family/Mixed-Use 19.6 185 170,912 $36,030,101 $14,412,040 $210.81
commercial space. As New Commercial 25.0 0 163,350 $16,335,000 $6,534,000 $100.00
shown in this table, the New Residential For-Sale 12.1 51 105,276 $17,973,918 $7,189,567 $170.73
DEVELOPMENT TOTALS: 72.1 364 610,434 $89,960,639 $35,984,256 $147.37
development could Balance of Project Areas 2 & 3 5.75 2 14,205 $1,159,500 $463,800 $81.63
have an estimated full DEVELOPMENT TOTALS AT BUILD OUT: 77.9 366 624,639 $91,120,139 $36,448,056 $145.88
value of $91.1 million Source : KB Advisory Group, Inc.
(in 2022$) at build out. This level of investment could increase the tax digest within these 77.9 acres
from just under $9.1 million currently to nearly $36.5 million (a 300% increase) at completion.

The above list represents a mix of projects/sites ranging from imminent to highly conceptual and
provides a reasonable indicator of the TAD’s aggregate redevelopment potential over a multi-year
phasing schedule. Not all of these are likely to be developed as described, while other projects not
listed here may be proposed on other TAD parcels in the future. Given that minimal new
construction has occurred within TAD #1 in more than 20 years, this projected level of growth is
not achievable absent of implementing the Town Center Plan in the short term. These estimates
also assumes that the city will aggressively support redevelopment by leveraging TAD revenues to
either (a) incentivize projects directly or (b) make significant and timely public improvements in the
vicinity of these sites. Value estimates and a forecast of future tax allocation increment generated
by these projects are presented in the next section.

Development Summary: Combined Project Areas
Total FMV Housing Total Average Full FMV/
Development Estimates in Project Areas @ Build Out Units SF Mkt. Value/SF Housing Unit
New Commercial/Retail Buildings $21,073,500 198,450 $106.19
New Commercial SF in Mixed-Use Buildings $2,317,250 20,150 $115.00
Rehabilitation - Existing Commercial Buildings $4,504,620 56,918 $79.14
New Multi-Family Rental (Mixed-Use & Apts) $85,530,101 405 385,412 $221.92 $211,306
New Residential for Sale (SF & Townhomes) $219,305,652 581 1,216,626 $180.26 $377,360
Rehabilitation - Existing Multi-Family Units $17,280,000 128 144,878 $119.27 $135,000
Total New/Rehab Construction $350,011,122 1,114 2,022,434 $173.06 $314,214
Balance of TAD $64,196,559 784,876 $81.79
Taxable FMV at Build Out $414,207,681 2,807,310 $147.55
Gross Tax Digest at Build Out $165,683,073
2022 Existing Tax Digest $35,893,424
Digest Change $129,789,649
Percent Change 362%
Source : KB Advisory Group, Inc.

This table summarizes the combined impacts of potential future investment within the five areas
described in this section. KBA estimates that these areas could support the net addition of 581
single-family and townhome units, 405 multi-family units and 208,600 SF of new commercial space
in commercial or mixed-use buildings. If this new construction occurs, it is realistic to expect that
another 128 existing apartments and nearly 57,000 SF of aging and under-valued commercial space
could be substantially rehabilitated in response to improving market conditions within the TAD.
This investment would impact a footprint of roughly 224 acres or 45% of the total acreage within

Redevelopment Plan 31
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

the TAD, leaving significant opportunities for individual, smaller scale investments to occur
elsewhere over time.

If fully implemented within 10 to 12 years, these identified projects would have an aggregate market
value of more than $350 million in 2022$. Achieving this build-out value is based on an average
current taxable market value of just under $380,000 per unit for new single-family and townhome
construction, $211,000 per unit for apartments in new multi-family and mixed-use developments,
and $101 per SF for new and rehabilitated commercial space. These average values are well within
the range of other new construction occurring elsewhere in Stockbridge and Henry County and may
be conservative. The cumulative effects of this new development should also positively impact
property values in the balance of the TAD, which have a current combined taxable full value of $64.2
million. In total, KBA estimates that the build out of the 5 project areas could achieve a taxable full
value for the entire TAD of $414.2 million in 2022$, resulting in a gross TAD digest of nearly $165.7
million. This level of investment would increase the current estimated TAD digest by $129.8 million
or 362% over existing conditions, before considering value appreciation and the likely “halo effects”
on surrounding properties located inside the balance of the district.

The following graph 1 summarizes the phasing of these impacts, including an allowance for value
inflation over the construction period. It should be noted that this aggregate forecast assumes that
the city will move aggressively to attract private development to the Town Center (Area 1) and will
achieve build-out of TSW’s concept plan, or a comparable version of that plan, within the next 6 to
8 years. Absent of that catalyst, it is highly unlikely that development forecasts for the four other
project areas will be achieved. However, if the build out of Project Area 1 is successful, KBA
forecasts that the aggregate full value of all taxable real estate within TAD #1 could grow to $458.5
million by 2032, resulting in an increase to the TAD’s gross digest of $147.5 million over the
estimated 2022 base digest of just under $35.9 million. As a result of this growth the total TAD
digest could potentially reach $183.4 million by 2032, representing a 411% increase over existing
conditions. Annual changes to the TAD digest are graphed below.

Estimated (30-year) Gross Digest Forecast: Stockbridge TAD #1
$275,000,000

$250,000,000

$225,000,000
$183,391,029
$200,000,000

Gross Tax Digest (40%) Value
$175,000,000

$150,000,000

$125,000,000

$100,000,000

$75,000,000

$50,000,000

$25,000,000

2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2052

Redevelopment Plan 32
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

Estimated Total Real Property Tax Collections: Stockbridge TAD #1
$7,000,000

$6,000,000

Estimated Annual Real Estate Taxes
$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2052

City Taxes County Taxes School District Taxes Maximum TAD Increment

Based on digest growth, the above graph forecasts resulting annual property tax collections and the
maximum resulting annual tax allocation increment generated within TAD #1 assuming: (a) the city
implements a 2.0 mil property tax by no later than 2024, (b) millage rates for all jurisdictions remain
stable over the forecast period, (c) the county and school district will continue to provide annual
deductions for homestead exemptions applied to owner-occupied housing units and (d) both Henry
County and the Henry County School District will consent to contribute their respective tax
allocation increments without restriction. As shown, total annual property tax collections from real
estate (excluding commercial personal property) within TAD #1 could exceed $5.1 million annually
by 2032. Assuming full county and school participation, roughly 80% or $4.15 million of that total
would be treated as tax allocation increment and the balance of just over $1.0 million would
continue to flow to the respective jurisdictions’ general funds.

Estimated Nominal and Net Present Value of Projected Tax Allocation Increment*: Stockbridge TAD #1
All Projects Annual @ Build Out 10 Years 15 Years 20 Years 25 Years 30 Years
Total TAD Increments (all Jurisdictions) $4,150,611 $19,058,316 $40,964,513 $64,803,338 $90,472,098 $117,951,865
Cash Flow Discounted @ 6.0% $11,351,692 $21,053,778 $28,945,017 $35,295,745 $40,376,758
* Totals assume full County and School District consent.
Source: Henry County Property Records, City of Stockbridge and KB Advisory Group, Inc.

The above table forecasts resulting cumulative revenues to the city’s TAD fund under this scenario.
The top row shows that total nominal revenues generated from the TAD could range from $64.8
million to $117.9 million over a 20 to 30-year life of the district. The second row “discounts” the
value of future revenues using a 6% discount rate to illustrate the equivalent present value of the
TAD’s ability to deliver “up front” revenues to either directly incentivize or fund public
improvements to support redevelopment projects. Applying a 6% discount rate is a reasonable
proxy for deducting issuance costs and interest on future financing, depending on the funding
source/method used and the timing and term of such financing. Based on total forecasted TAD
revenues, KBA estimates that TAD revenues could enable the city could finance roughly $35 to $40
million in capital costs over 20 to 30 years of total debt service payments.

Redevelopment Plan 33
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

County and School District policies and prior practices regarding Tax Allocation Districts suggest that
it would be difficult for Stockbridge to secure consent without restrictive terms and conditions
specified in intergovernmental agreements with each entity. Such terms would have the effect of
lowering future TAD revenues below the levels estimated here. In summary, there are several
unknowns at this time which could greatly impact future revenues to the TAD Fund even if
development forecasts are achieved. It would therefore be speculative to adjust forecasted TAD
revenues until specific terms of agreements with the County and School District are negotiated and
the financial impact of those terms are known.

It is anticipated that the primary method of financing redevelopment within the TAD will be through
private equity and debt. Investment of TAD proceeds would be prioritized to support downtown
development and used to supplement private financing and reduce overall development costs to
make proposed projects financially feasible. TAD proceeds would be applied to address on- and
off-site development costs, including internal infrastructure, structured parking, internal amenities
that will be available to the public, as well as to help reduce site and building construction costs to
levels that can be supported by sales prices and prevailing market rents. Proposed uses of TAD
proceeds are addressed later in this report.

CONTRACTUAL RELATIONSHIPS (E)
Pursuant to O.C.G.A. §34-44-3(a), the Stockbridge City Council will act as the redevelopment agent
and will exercise redevelopment powers as needed to implement this Plan. As redevelopment
agent, the City Council, whether directly or delegating responsibility to designated authorities may,
if necessary, conduct the following activities and enter into the following contracts:

1. Coordinate redevelopment plan implementation activities with other significant participants
and their individual development and planning entities to implement this redevelopment
plan.

2. Enter into development agreements with private developers to construct infrastructure and
buildings to implement the redevelopment plan.

3. Negotiate and enter into commercial financing agreements and intergovernmental
agreements as needed.

4. Coordinate public improvement planning, design, and construction among City, County, and
State agencies and departments.

5. Prepare economic and financial analyses, project-specific feasibility studies, and assessments
of tax base increments supporting the issuance of tax allocation bonds or other forms of
financing by the City. Either directly or through a subcontract to other appropriate entities.

6. The City will enter into contractual relationships with qualified vendors to provide
professional and other services required in qualifying and issuing the bonds or other forms
of financing, including, but not limited to, legal, underwriting, financial analysis, and other
related services.

7. The City will perform other duties as necessary to implement the redevelopment plan.

Redevelopment Plan 34
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

RELOCATION PLANS (F)
As currently foreseen, no existing residences or businesses will need to be involuntarily relocated
to implement the redevelopment plan. Should the future relocation of any residences or
businesses be required as a result of implementing future projects or activities not anticipated in
this Plan, relocation expenses may be provided under all applicable federal, state, and local
guidelines.

CONFORMANCE WITH LOCAL COMPREHENSIVE PLANS, ZONING & LAND USE CODES (G)
The Redevelopment Powers Law requires that a redevelopment plan demonstrate that it “conforms
to the local comprehensive plan, master plan, zoning ordinance, and building codes of the political
subdivision.” This section documents that the appropriate zoning, development regulations and
design standards exist to support the implementation of future development within the proposed
TAD. The following maps show existing zoning and future land use for the area. The first map shows
the city’s current adopted Zoning Map from the Community Development Department’s web page.
The future land use map appears in the Stockbridge 2038 Comprehensive Plan (“the
Comprehensive Plan” or “the Plan”). Relevant observations from these maps include the following:

EXISTING ZONING - TAD #1

A portion of the existing zoning map for the City of Stockbridge, focused on TAD #1, is provided on
the next page. Existing commercial zoning along/near Downtown Stockbridge is a mix of Downtown
District (DT), Commercial (C1, C2 and C3), Office Institutional (OI), Suburban Residential (SR) and
City Center Residential (CCR). Isolated parcels are also zoned multi-family. Substantial portions of
the proposed TAD also lie within Downtown Village Overlay (DTV) and Parkway Mixed Use (PMU)
Overlay Districts. This Redevelopment Plan’s consistency with existing zoning is reflected in the
following stated purposes of the most relevant of these zoning classifications, which are directly
quoted from the City’s Zoning Code (with emphasis added).

DT Downtown District. The DT District intends to “maintain, enhance, and expand the development
patterns and mixed use and open space character of Downtown Mainstreet, [to] encourage
compatible infill and redevelopment opportunities. Development standards within the district are
intended to continue historic development patterns and promote a predominant land use activity for
retail, dining, entertainment, cultural events, community festivals, and residential options, while still
allowing for other uses to locate in the district.”

General Commercial (C2) District. “The purpose of the C‐2 district is to provide locations for a wide
variety of retail and service uses and wholesale establishments to satisfy the common and frequent
needs of residents in large sections of the county and of the traveling public. It is the intent of this
district to encourage businesses to be part of planned commercial convenience centers,
neighborhood or community shopping centers.”

Office Institutional (OI) District. The intent of the OI district is to allow a land use category for
offices, banks, and personal business services which can serve as a transitional area between
residential and commercial districts.

Redevelopment Plan 35
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

MAP 4: Applicable Zoning
(Approximate Boundaries of Proposed TAD #1 are inside the Red Line)

Redevelopment Plan 36
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

Suburban Residential (SR) and City Center Residential (CCR) Districts. The intent of the Suburban
Residential district is to provide for single‐family dwellings of a low to moderate density character on
individual lots” while the City Center Residential district intends “to provide a diversity of residential
housing types on smaller lots where public sewer systems are present, when they are a part of a
planned development project.”

Downtown Village Overlay (DTV) District. The Downtown Village Overlay District mainly consists of
the Historic City of Stockbridge. Its purposes are to recognize and affirm the function of the existing
traditional downtown as the central focus of commercial, artisan, and civic activities within the
community, to allow the existing downtown to flourish, intensify, and expand wherever it may be
appropriate, in a manner that is consistent with its traditional character, and to provide a local retail,
service, artisan and civic center for the community.

Parkway Mixed Use Overlay (PMU) District. The Parkway Mixed Village Overlay District incorporates
most of the commercial frontage along North Henry Boulevard to the east and west of the
Downtown Village Overlay. (The PMU Overlay also applies to other commercial corridors within the
city.) Uses allowed in the C1, C2, OI, CCR, and MFR districts are also allowed in the PMU Overlay, but
are subject to additional architectural, site development and streetscape design requirements that
are intended to “create an attractive gateway that is aesthetically appealing and environmentally
responsible” to “establish consistent and harmonious design standards for new development” and
to unify the distinctive visual quality of the City.”

The City’s zoning objectives within and surrounding the proposed TAD are to encourage higher
density, more infill development, and a broader mix of residential and commercial land uses, with
an emphasis on promoting higher quality building architecture and site design. Despite the City’s
substantial investment in public facilities and improvements over the past two decades, zoning alone
has not provided sufficient financial incentives to stimulate new (private) construction within these
overlay zones. Incentives made available through the TAD are intended to support existing zoning
by enabling prospective developers to overcome financial impediments that have made investing in
the area financially unfeasible.

FUTURE LAND USE - TAD #1

It is significant several of the most important identified needs, opportunities and community goals
articulated in the City’s 2038 Comprehensive Plan focus on redevelopment, specifically in Downtown
Stockbridge and along North Henry Boulevard east and west of downtown. In discussing opportunities
and needs, the Plan notes that Stockbridge residents want the City “to be more proactive in [attracting]
growth and development” and they “encourage the redevelopment of existing and underutilized sites.”
Resident “desire more aesthetically pleasing development” and “would like to see revitalization and/or
redevelopment of aging commercial and vacant building stock into high quality mixed-use
developments” [which] “encourage walking and social interaction.” Residents also oppose and desire
to correct “the precedent of strip commercial developments that has been set along Highway 138 and
North Henry Boulevard,” by requiring “higher quality commercial developments having a consistent
look of quality design to encourage a sense of community throughout the city.” 4

Shaping Stockbridge Together for 2038: City of Stockbridge Comprehensive Plan, adopted November 2018,
page 25.

Redevelopment Plan 37
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

MAP 5: Stockbridge 2038 Comprehensive Plan - Future Development Map
(Approximate Boundaries of Proposed TAD #1 are inside the Red Line)

Community goals for future land use notably “encourage mixed-use development” to promote a live,
work, play concept, “support increases in residential density” in areas where community design
standards, environmental constraints and available infrastructure capacities can satisfactorily

Redevelopment Plan 38
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

accommodate higher density, and “create a sense of place" for the community along our major
commercial corridors.” Many of the above objectives and needs have already been incorporated into
the City’s zoning regulations as summarized in the previous section.

The Future Land Use Map for the area that includes TAD #1 foresees it as predominantly “Downtown
District”,” Low Density Vertical Mixed-Use” and “Public/Institutional,” surrounded by and “Low
Density” and “Medium Density” Residential. Visual representations of desired forms of development
within these character areas are provided on the next page.

The Comprehensive Plan calls for the Downtown District to be “redeveloped in a pedestrian friendly,
walkable manner with attractive streetscapes incorporating sidewalks, landscaping, lighting, and street
furniture, as well as vertical mixed-use buildings. “The historic downtown area – bounded by Love
Street to the north, Martin Luther King, Sr. Heritage Trail/Norfolk Southern Railroad to the east; Jim
Clark Drive to the south; and Burke Street to the west - should become a focal point for city events as
well as a day-to-day destination and gathering place for the community.”

The Low Density Vertical Mixed-Use character area designation is intended for commercial/retail
areas located along various corridors and intersections located throughout the city including North
Henry Boulevard east and west of the Downtown District. These areas mainly serve the residents of
the surrounding residential neighborhoods and “future development and redevelopment should focus
on creating small mixed-use areas combining locally owned retail, low intensity office uses, and
apartment/condo/loft uses in two story buildings in a pedestrian friendly environment.”

The above information, excerpted from the Comprehensive Plan, clearly demonstrates that the
Projects identified in this Redevelopment Plan are consistent with City policy objectives for Downtown
Stockbridge and the North Henry Boulevard Corridor. It is also important to note that while the
Comprehensive Plan obviously encourages the future development of more diverse, and higher
density housing and mixed-use development, it is less specific in terms of addressing the excess cost
and risk associated with such investments, and how to make them financially feasible. Achieving these
land use goals in the near-term is likely to require continued city investment in public improvements,
combined with the targeted use of financial incentives and redevelopment tools, including a tax
allocation district.5

In summary, the proposed TAD #1 would provide a supplemental funding mechanism to assist the City
in encouraging and making financially feasible in the near term: the rehabilitation or infill of vacant
sites and buildings, the location of new residential development within walking distance to services,
the expansion and improvement of cultural facilities, and open space; and the improvement of public
infrastructure to accommodate this growth. If successful, TAD #1 will help to achieve the City’s desired
future vision for the area as articulated in its Comprehensive Plan. This redevelopment plan and the
proposed TAD #1 are therefore fully consistent with the City’s current zoning and future land use
policies.

ibid, pages 40 through 46.

Redevelopment Plan 39
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

Preferred Development Examples – Downtown District Character Area

Low Density Vertical Mixed Use and Public/Institutional

Redevelopment Plan 40
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

ESTIMATED REDEVELOPMENT COSTS (H)
The law requires that Redevelopment Plans estimate “redevelopment costs to be incurred or made
during implementing the plan.” Estimating potential costs requires estimating the amount of TAD
revenues that may be realistically generated from the Plan’s successful implementation. Once
estimated, available revenues can be assigned to eligible redevelopment costs. Most of the cost of
developing the Project(s) identified in this Plan will be privately financed and paid for through
revenues generated by home sales and/or tenant leases. However, current market rents and
achievable housing prices in this part of Stockbridge may not be sufficient to carry the added cost
of parcel assembly, structured parking, environmental remediation, amenities, or other
“extraordinary” cost items which are often necessary to successfully market high-quality mixed-use
developments in urban settings. Financial assistance through the TAD could be used selectively to
cover the gap between actual eligible redevelopment costs invested in a Project, and the
percentage of those costs that can be supported by sales and leasing activity. The city also has the
flexibility to “contribute” previously assembled land at low or zero cost to help make parcel
assembly financially feasible for the private sector.

REVENUE POTENTIAL OF TAX ALLOCATION DISTRICT #1

In Section D of this report, KBA estimated total tax allocation increments that TAD #1 could
potentially generate assuming the City, County and School District all agree to fully contribute their
respective tax allocation increments, and the TAD remains in existence for a full 30 years. Those
calculations show that future redevelopment could potentially generate a maximum of nearly $118
million in total tax allocation increments over the full 30 years, accruing to the TAD Special fund.
Estimated total tax increments generated over periods from 10 to 30 years are illustrated in the
following table. These shorter-term projections are provided to illustrate possible scenarios
whereby redevelopment costs are repaid early, and the TAD is dissolved at the city’s discretion,
sooner than 30 years.

Estimated Increment and Bonding Capacity: Proposed TAD #1
Annual @ Forecast Beginning January 1, 2022
Cumulative T Increment Build Out 10 Years 15 Years 20 Years 25 Years 30 Years
Cumulative TAD Increment - Nominal $ $4.2 $19.1 $41.0 $64.8 $90.5 $118.0
Cash Flow Discounted @ 4.0% $13.4 $26.1 $37.4 $47.4 $56.2
4.5% $12.9 $24.7 $35.0 $44.0 $51.6
* Assumes full City, County and 5.0% $12.3 $23.4 $32.9 $40.8 $47.5
School District Participation 5.5% $11.8 $22.2 $30.8 $37.9 $43.8
6.0% $11.4 $21.1 $28.9 $35.3 $40.4
6.5% $10.9 $20.0 $27.2 $32.9 $37.3
7.0% $10.5 $19.0 $25.6 $30.6 $34.5
7.5% $10.0 $18.0 $24.1 $28.6 $32.0
8.0% $9.6 $17.1 $22.7 $26.7 $29.7
Source: KB Advisory Group, Inc.

Note: Amounts inside the red box are the most likely equivalent range of net revenues that a TAD could deliver “up-front” to
reduce Project construction costs over the 20-to 30-year life of an agreement.

This table also approximates the ability of a TAD to “leverage” funds to pay for redevelopment
costs, which are incurred during the Project’s construction, with revenues that may not fully
materialize until several years into the future. Future TAD revenues dedicated to pay debt service
on loans or bonds (often referred to as “TAD financing”) obviously include interest and issuance

Redevelopment Plan 41
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

costs, which reduce the effective principal that can be directly applied to offset construction costs.
It may also not be possible to fund all eligible redevelopment costs from a single TAD financing. In
such cases TAD financing may need to be issued in two or more tranches as projects are built out
over time and more revenues become available.

KBA approximated the ability of future TAD revenues to generate “up front” capital to pay
redevelopment costs by “discounting” future revenues to present value using different discount
rates. Discount rates of 4% or 5% may be representative of a local government that decides to
finance public improvements using general obligation or tax-exempt revenue bonds at low interest
rates. In such cases TAD funds may be designated as a repayment source, but the debt is covered
by the full faith and credit of the local government. That type of scenario could be used selectively
in TAD #1 for capital improvements the city might undertake, such as a downtown parking deck,
knowing that a portion of future debt service costs could be funded through TAD revenues.

Depending on market conditions, a 6% or 7% discount rate may be representative of a local
government that issues a conventional tax-exempt “TAD bond” with no pledge of repayment
outside of future TAD revenues, but where cash flow to the TAD is well established. In that case,
20- to 30-year TAD bonds issued by the City of Stockbridge in 2 or 3 tranches might leverage the
equivalent of $25 to $40 million to offset eligible redevelopment costs.

Discount rates above 7% may be more realistic in situations where a local government simply agrees
to deliver future TAD revenues, as available, to individual developers under prescribed conditions
over a negotiated period of years. In this type of TAD reimbursement or “pay-as-you-go” scenario,
the local government assumes no responsibility for any debt incurred by a developer, and it
becomes the developer’s responsibility to use the negotiated agreement with the local government
to secure private equity or debt financing at prevailing market interest rates. Using this type of
pay-go scenario, the TAD could potentially deliver a range of $22 to $32 million over a 20- to 30-
year period. Reimbursement agreements can deliver an equivalent contribution of roughly 6% to
10% to reduce a project’s total development cost depending on the term.

Within the range of discount rates illustrated above, potential TAD #1 revenues appear to be
significant enough to encourage the redevelopment area’s desired transition toward more diverse,
higher-density, mixed-use development encouraged by zoning and the City’s future land use map.
Again, tax allocation increments exclude additional general fund real estate taxes associated with
the TAD’s base digest value at the time it is certified. It is also important to note that these forecasts
exclude business personal property digest associated with future commercial development, as well
as incremental gains in local option sales taxes. These gains in other revenues will partially offset
“foregone” general fund real estate taxes over the life of the TAD.

PROPOSED REDEVELOPMENT COSTS (USES OF TAD PROCEEDS)

In several locations within the proposed TAD, prevailing market rents for commercial and multi-
family property may not be inadequate to support the City’s vision of creating high-quality
commercial, residential, and mixed-use development nodes. In essence, rents tenants can pay
often make it very difficult to finance the cost of new construction. TAD proceeds would be applied
to eligible activities to lower development costs to an amount that can be supported by market
conditions. Priorities for the use of TAD proceeds would evolve as project planning proceeds, more

Redevelopment Plan 42
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

detailed site development budgets are prepared, and actual costs become better known. The intent
is to employ TAD proceeds as available and necessary to make site development financially feasible
and to attract the types of end-users that would positively impact the redevelopment area,
Stockbridge, and the County’s economy. Potential uses of TAD proceeds allowed under the
Redevelopment Powers Law may include (a) supporting on- and off-site development costs
(including buildings, access, signage, site preparation, utility improvements, parking, etc.), (b)
paying for desired public amenities that cannot otherwise be afforded based on prevailing rents;
and (c) funding potential incentives to attract high-quality commercial tenants. Given the age and
condition of many residential rental properties, including investor-owned single-family homes, TAD
funding could also be used selectively to encourage the rehabilitation or expansion of existing rental
properties or provide incentives to improve the condition of existing housing.

Estimated TAD proceeds could Priority Uses/Eligible Redevelopment Costs
be used for several purposes for Tax Allocation Increment - Stockbridge TAD #1
and delivered by various Estimated Total Capital
means. This table illustrates a Eligible Redevelopment Costs % Allocation Cost
representative distribution of 1 Roads and Infrastructure Improvements 15% $4,500,000
uses among the priorities 2 Public Parks & Amenities 5% $1,500,000
described in this report, using a 3 Contributions to Structured Parking 25% $7,500,000
realistic capital budget 4 Rental Housing Rehabilitation Incentives 15% $4,500,000
5 Direct Incentives - Catalyst Projects 40% $12,000,000
(excluding interest payments
TOTALS: (Rounded) 100% $30,000,000
and issuance costs) of roughly
$30 million over 25 to 30 years. Source: City of Stockbridge and KB Advisry Group, Inc.
In practice, TAD proceeds will be allocated to specific purposes as development opportunities arise
and/or as specified in terms of a development agreements between developers and the city, and
with prospective end users.

The calculations made here provide one reasonable forecast of possible future redevelopment
within the proposed TAD, resulting in gains in the area’s real estate tax digest, corresponding tax
allocation increments, supportable TAD financing proceeds, and potential uses for those proceeds
to reduce redevelopment costs. As noted above, numerous combinations of equally reasonable
inputs and assumptions could be applied to produce different results. This report sets a realistic
expectation for the TAD’s future financial performance, intended to help the City make decisions
moving forward.

ASSESSED VALUATION FOR TAD (I)
TAD #1 identified in this Redevelopment Plan includes 345 tax parcels with a 2022 full market value
of $110,522,058 including government-owned and other private tax-exempt property. Of the total
acreage in TAD #1, we estimate that 48 parcels and roughly 137 acres were exempt from taxation
in 2022.6 BAG estimates that the remaining 295 taxable parcels within the proposed TAD have a
2022 market value of $89.73 million and an assessed (40%) taxable digest of $35,893,424. Pursuant
to the Redevelopment Powers Law, upon adoption of the Redevelopment Plan and the creation of
the tax allocation district, the City will request that the Georgia Commissioner of Revenue certify

County assessment data used for this analysis was obtained from the Henry County Assessors’ Office, on-line
GIS tool, which may not be current as of 12/31. The taxable digest estimated above is therefore preliminary
and may be changed by the County Assessor at the time the TAD is certified.

Redevelopment Plan 43
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

the tax base of TAD #1 as of December 31, 2022, as the base year for the district. This value could
change before the TAD is certified.

HISTORIC PROPERTY WITHIN BOUNDARIES OF TAD (J)
Within the proposed TAD #1 KBA identified 30 properties with 63,000 of building area that are 75
years old or older. Most of these older and potentially historic properties are located near the rail
line along Martin Luther King Sr. Heritage Trail, North Henry Boulevard, Burke Street and East
Atlanta Road. Stockbridge has an established Historic Preservation Commission and Main Street
Program focused on the Downtown Area. The City has also adopted design guidelines which are
intended to support the preservation of historic properties. Stockbridge can therefore state that if
any identified historic properties are proposed for redevelopment within TAD #1, they will not be
substantially altered in any way inconsistent with technical standards for rehabilitation, nor
demolished unless feasibility for reuse has been evaluated based on technical standards for
reviewing historic preservation projects, which technical standards for rehabilitation and review
shall be those used by the state historic preservation officer.

CREATION & TERMINATION DATES FOR THE TAD (K)
The redevelopment area’s Tax Allocation District #1 will be created effective December 31, 2022.
The Redevelopment Powers Law provides that the TAD will exist until all redevelopment costs,
including debt service, are paid in full. For analysis purposes, this report has based calculations on
a 30-year term and assumes that the TAD will remain in existence for 30 years. Future elected
officials could either dissolve or extend the TAD’s existence based on future circumstances within
the District.

TAD BOUNDARIES EXISTING USES OF REAL PROPERTY (L)
The proposed TAD #1 boundaries were shown on Map 2. (The list of TAD parcels also appears in
Appendix A.) For any section of roadway that abuts a TAD parcel or used as a boundary in the TAD
map, the entire section of ROW is intended to be included inside the TAD boundary to give the City
maximum flexibility to use TAD revenues as needed and available to improve roads, utilities and
streetscapes serving Downtown Stockbridge and the gateways to downtown.

TAX ALLOCATION INCREMENT BASE (M)
On or before December 31, 2022, the City of Stockbridge acting as the redevelopment agent, will
apply to the State Revenue Commissioner to certify the tax allocation increment base for the
proposed TAD #1. The tax allocation increment base and resulting annual property tax collections
associated with the base value of the TAD are estimated in Table 4.7

The estimated base value of TAD #1 assumes that current values will not significantly change prior to
12/31/2022.

Redevelopment Plan 44
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

Estimated TAD #1 Base Value

TAD Parcel Summary
Parcels 344
Acres (Including internal Roads & ROW) 501.1
Fair Market Value (Including Tax Exempt) $108,099,159
Real Estate Tax Digest $35,893,424
Total Assessed Fair Market Value/Acre $215,741
Total Taxable Value/Taxable Acre $246,633
2021 Stockbridge M&O Tax Digest $1,057,233,581
TAD Percent of City Digest 3.40%

The Redevelopment Powers Law caps the percentage of tax digest of any taxing jurisdiction, which
can be located within one or more Tax Allocation Districts, at 10% of that jurisdiction’s total net
M&O tax digest.8 If the proposed TAD #1 is adopted, based on (latest available) digest values, the
taxable digest of TAD #1, as of 12/31/2022 would total $35.89 million and consume 3.4% of
Stockbridge’s 2021 net M&O tax digest. Stockbridge could add another $69.8 million in real estate
digest to other future TADs before reaching the 10% cap. Approval of TAD #1 as proposed would
leave the City with ample flexibility to address other future priorities as needed.

In a November 2022 referendum, a majority of residents of several unincorporated subdivisions
located adjacent to the existing city limits of Stockbridge voted to be annexed into the city, effective
January 1. The annexation is expected to increase the city’s population by close to 7,000 and
expand the city’s tax digest by a significant amount to be determined in 2023. The percentage of
the city’s tax digest contained within TAD #1 will therefore be reduced accordingly after the
authorized annexation takes effect.

AD VALOREM PROPERTY TAXES FOR COMPUTING TAX ALLOCATION INCREMENTS (N)
The Redevelopment Powers Law requires that the Redevelopment Plan identify those taxes and
millage rates that will be included when calculating the base and annual tax allocation increments
for the proposed tax allocation district. Associated county and school district millage rates to be
applied to TAD #1 are based on 2022 actual rates, subject to change in future years. In 2022
Stockbridge property owners are subject to a School District M&O millage rate of 20.0. Henry
County imposes a general fund millage, plus additional millage rates for police, fire protection and
recreation special service districts (SSD’s). These combined rates are offset by a county sales tax
credit equating to -3.356 mils. The net 2022 County millage rate for all M&O services provided to
Stockbridge taxpayers, including SSD’s, is 12.415 mils.9

The 10% cap is calculated against the jurisdictions net M&O (maintenance & operations) tax digest, after
deducting exemptions.
Stockbridge property owners are also assessed a school bond millage, water supply millage and stormwater
management fee, which are not included for the purpose of forecasting tax allocation increment.

Redevelopment Plan 45
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

As previously noted, Stockbridge did not levy a property tax in 2022. By agreement, the County
Police SSD millage of 1.904 levied on Stockbridge taxpayers will be transferred to the City to fund
police department operations in 2023. It is expected that the city will eventually institute its own
property tax to fund the police department which, in turn, will end the existing County Police SSD
millage. The following table assumes the creation of an average 2.0 mil City property tax beginning
no later than 2024. With the elimination of police services, the maximum county millage available
to provide tax allocation increment is the sum of the general fund, fire protection and recreation
special service districts millage rates, less the county sales tax credit, or a net of 10.511 mills. This
plan assumes that the city will only request the general fund portion of the millage rate, less a
proportional deduction of future county sales tax credit be pledged to the TAD. Resulting applicable
millage rates for computing tax allocation increment are estimated as follows:

Applicable Millage Rates for Stockbridge TAD #1*
City of Stockbridge (Estimated)** 2.000
Henry County School District M&O (2022) 20.000
Henry County Incorporated General Fund (Gross) 12.235
Less share of county sales tax rebate (2022) = -3.56 mils x 87.1%*** -3.07987
Net Henry County Incorporated 9.155
Total: 31.155
* Millage rates represent general fund millage only. Levies for bonded indebtedness are not included in
the calculation of millage rates for TAD purposes.
** Stockbridge did not levy a property tax in 2022. This analysis anticipates that the city will institute a
city property tax by no later than 2024 to fund the new police department.
*** After elimination of the County police SSD, the general fund will represent 87.1% of county M&O
millage charged to Stockbridge taxpayers. The total county sales tax rebate is multiplied by that
percentage to determine the portion of the rebate that is deducted from the general fund millage rate.
Source: Henry County tax billing records and KB Advisory Group.

Resulting property tax collections associated with the estimated base real estate value of TAD #1
are calculated in the following table. These amounts would be reduced by current and future
deductions of homestead exemptions granted to homeowners living within the TAD.

Estimated Tax Collections Associated with the Estimated TAD # Base Digest
TAD Millage Total Property
Jurisdiction Digest x Rate = Tax Levy Tax/Acre
City of Stockbridge* $35,893,424 2.000 $71,787 $143.27
Henry County School District $35,893,424 20.000 $717,868 $1,432.70
Henry County (General Fund Portion)** $35,893,424 9.155 $328,609 $655.83
Total: 31.155 $1,118,264 $2,231.80
* Stockbridge did not levy a property tax in 2022. This analysis anticipates that the city will institute a property tax in
2023 or 2024 to fund the new police department.
** See previous table for the calculation of the portion of county millage that is requested to be pledged to the TAD.
Source: Henry County tax assessment records, Georgia Department of Revenue and KB Advisory Group.

Redevelopment Plan 46
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

TAX ALLOCATION BOND ISSUES (O, P, Q)
AMOUNT OF BOND ISSUE

Upon adopting this Redevelopment Plan, the City of Stockbridge would possess the authority to
issue tax allocation bonds or other financing instruments in one or more tranches. As previously
estimated, if all jurisdictions consent to participate in the TAD, supportable levels of future publicly
issued financing could exceed $30 million. Actual amounts would depend on terms available at the
time of issuance, and the type(s) of financing methods used. Adoption of the redevelopment plan
does not obligate the City to issue bonds and any decision to do so would be determined in the
future as conditions warrant.

TERM OF THE BOND ISSUE OR ISSUES

If exercised, the City of Stockbridge would possess the authority to issue tax allocation bonds or
alternative forms of financing for a maximum term of 30 years.

RATE OF BOND ISSUE

The City of Stockbridge seeks the authority to either (a) issue tax-exempt bonds; (b) obtain
comparable forms of commercial financing as available, or (c) enter into development agreement(s)
to reimburse specific tax allocation increments to qualified developer(s) to enable such
developer(s) to secure commercial financing or make improvements on a pay-as-you-go basis.
Should bonds or related financing be sought in the future, the actual rate, terms, and issuance costs
would be determined at the time of issuance based upon general market conditions, anticipated
development within the TAD, assessed taxable property values, and federal tax law considerations.
The City reserves the right to consider a range of potential financing options, as appropriate.

PROPERTY PROPOSED TO BE PLEDGED FOR PAYMENT OF TAX ALLOCATION INCREMENTS FINANCING

Bonds or reimbursement agreements will be secured by the positive tax allocation increments from
eligible ad valorem taxes levied for these purposes. Based on current millage rates and commercial
property values, positive tax allocation increments calculated in this report are based on real estate
values and general fund taxes levied on that real estate. The actual amount of future collected tax
allocation increments will depend upon the pace at which the Redevelopment Plan is implemented,
the overall impact of redevelopment activities on taxable property values, and other economic
factors impacting the tax digest of the TAD. The City is not proposing to pledge ad valorem tax
increments on business personal property or its share of local option sales taxes to the TAD.

Redevelopment Plan 47
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

SCHOOL SYSTEM IMPACT ANALYSIS (R)
Georgia’s Redevelopment Powers Law, which governs the
operation of tax allocation districts in the State, was amended
during the 2009 legislative session to include a new provision under
section 36-44-3(9) for preparation of a “School System Impact
Analysis.” Required contents listed under Section (9)(R) and (S) are
quoted as follows:

“(R) If the plan proposes to include in the tax allocation increment ad valorem taxes levied by a
board of education, the plan shall contain a school system impact analysis addressing the financial
and operational impact on the school system of the proposed redevelopment, including but not
limited to an estimate of the number of net new public school students that could be anticipated
as redevelopment occurs; the location of school facilities within the proposed redevelopment
area; an estimate of educational special purpose local option sales taxes projected to be generated
by the proposed redevelopment, if any; and a projection of the average value of residential
properties resulting from redevelopment compared to current property values in the
redevelopment area; and (S) Includes such other information as may be required by resolution of
the political subdivision whose area of operation includes the proposed redevelopment area.”

This section presents the school system impacts of the City of Stockbridge Tax Allocation District
#1, as required by this section of the statute. Stockbridge is served by the Henry County School
District, (“HCSD” or the “School District”) so the following discussion focuses on potential impacts
on that school system.

CURRENT VALUE OF THE TAD VERSES THE HENRY COUNTY SCHOOL DISTRICT TAX DIGEST

The estimated taxable M&O digest for the proposed TAD #1 – Downtown and North Henry
Boulevard Corridor is just over $35.89 million. According to the Georgia Department of Revenue,
the most recent published value for the HCSD’s net (2021 M&O) digest approached $8.56 billion.10
The proposed TAD #1 contains a maximum of 0.42 percent of the School District’s total current tax
digest. Should the Board of Education consent to the TAD, the amount of ad valorem school taxes
collected from existing and future real estate within the designated TAD, as determined by the tax
assessor on December 31, 2022, will continue to flow to the School District throughout the TAD’s
operation. At the current School District millage rate, that total is estimated at $717,868 or $1,433
per acre from the 501.1 total acres located within the proposed district. These same parcels
generated an estimated $130,200 in school bond taxes, which would not be subject to consent.

In the future, the TAD Special Fund will receive any additional property taxes from real property
collected above the 2021 base amount, for use to attract redevelopment within the TAD. The HCSD
would receive additional tax revenues from any future taxes not pledged to the TAD, including (a)
increased business personal property digest resulting from commercial development, (b)
educational sales tax revenues from increased taxable retail sales and local retail spending from
future residents of the TAD, (c) 100% of future bond millage assessed within the TAD, or (d) any
property tax increment returned to the School District under terms negotiated in an

10
The total tax digest information used for this report is for 2021. TAD digest values were compiled from the
County Board of Assessors’ parcel records and are believed to be current. The taxable digest reported in this
table is for general fund (M&O) expenditures.

Redevelopment Plan 48
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

intergovernmental agreement with the City. The School District would also benefit from any
additional tax base attracted to nearby sections of Downtown Stockbridge as a result of new
development within the TAD.

Base School District M&O Revenues Associated with the Proposed TAD
= Total School
TAD #1 Tax Digest x 2022 Millage District Taxes
$35,893,424 20.000 $717,868
School Tax Collections (M&O) /Acre: $1,433

ESTIMATED SCHOOL ENROLLMENT IMPACTS FROM TAD #1

Today, an estimated 323 housing units exist within the proposed TAD #1, including 134 single-family
homes and 189 units in small and large multi-family housing, plus 16 mobile homes. From tax
assessment records, KBA estimates that 85 units or only 26.3% of these units are owner occupied.
The remaining 73.7% of these units, including 36.6% of existing single-family homes, are either
renter occupied or available for rent. Aside from one managed apartment community, rental units
are owned by individual small investors. Excluding mobile homes that are assessed as personal
property, these individual investor-owned rentals have an average age of more than 61 years, are
valued for tax purposes at less than $79.00 per SF and appear to be among the lowest-cost rental
housing available in Henry County. Nearby subdivisions abutting the TAD contain a larger
percentage of owner occupants and have marginally higher unit values but are also in danger of
also turning into predominantly rental neighborhoods if existing conditions are not improved.

The consequences of existing conditions to the HCSD are more rapid student turnover due to higher
mobility rates among rental households, attendant educational challenges of serving children living
in poverty, and stagnant local sources of school tax revenue from residential property taxes. These
conditions can be expected to remain as is or worsen if no action is taken to reverse recent trends.
The financial consequences to the School District of continuing the status quo could become a more
costly fiscal outcome than a scenario which contributes school taxes for redevelopment and
successfully implements redevelopment strategies proposed in this plan.

As detailed earlier in this report, there are several types of redevelopment projects that have been
identified on roughly 224 acres of the 501-acre Stockbridge TAD #1: new for-sale single-family and
townhome developments, rental apartments in multi-family and mixed-use buildings, and
commercial development projects. The Redevelopment Plan also calls for building out vacant or
under-developed infill sites and providing incentives to rehabilitate existing buildings. The balance
of TAD proceeds would be used to fund public infrastructure, parks, streetscapes, and parking
improvements that are designed to make the area more attractive as a residential location. These
public improvements would be a catalyst to encourage more owner-occupied housing within an
area of Stockbridge that is currently dominated by investor-owned rentals and older, low-cost
rental housing.

If these project areas are developed as forecast over the next decade or longer, they could result
in the eventual addition of approximately 580 new single-family and for-sale townhomes, 400

Redevelopment Plan 49
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

apartment units in multi-family and mixed-use buildings, and the potential rehabilitation of 128
existing rental units. The plan may also result in the addition or rehabilitation of 275,500 SF of
retail/office development where specific projects and land uses have been quantified, plus other
smaller investments throughout the balance of the TAD. Based on the proposed plan, by 2032 new
development could increase the total gross digest (40%) value of taxable property within TAD #1
by roughly $129.8 million over current levels, before considering possible appreciation these
investments may cause within the balance of the TAD.

A school impact analysis requires “an estimate of the number of net new public-school students
that could be anticipated as redevelopment occurs.” Most of the new rental housing product in
Stockbridge TAD #1 would be multi-family apartments or mixed-use in nature, targeted to
Millennials and empty nester renter households that are currently under-represented in Downtown
Stockbridge. These household types tend to have fewer school-aged children and lower student
enrollment impacts. Households occupying new single-family and townhome developments on the
edge of Downtown could be more comparable demographically and generate similar numbers of
school-aged children per household, as other owner-occupied housing located elsewhere in
Stockbridge.

Due to small sample sizing from census household surveys addressing housing type, there is
relatively little available recent or localized research on demographic multipliers for new housing
by type and cost, from government data sources. However, the U.S. Census, through the American
Community Survey (ACS), makes “current” estimates of the number of children in households by
cities and counties in baseline data from the 2010 Census. The ACS estimates how many
Stockbridge children were are enrolled in kindergarten through 12th grade in 2020, the most recent
year of the estimates, including the percentage enrolled in public schools. Other ACS tables address
the distribution of owner and renter households by housing type, as well as the total population
living in owner and renter-occupied housing by housing type. From these various tables it is possible
to construct a reasonable distribution of existing public-school enrollment by housing type and
tenure among city residents.

These various ACS tables provide the following information about 2020 Henry County School
enrollment within the City of Stockbridge.

▪ Of an estimated 11,136 total households living in the city in 2020, only 4,057 or 36% had
children under 18 living in the home. The majority of city households consisted of families
without children, unrelated individuals and persons living alone.

▪ Although a small majority of the city’s total population (52%) lives in owner-occupied
housing, there are more renter households than homeowners. The average household size
was 3.03 for owners and 2.33 for renters.

▪ Among city households with children under 18, only 1,714 (42%) were homeowners and
2,343 (58%) were renters in 2020.

▪ A total of 6,466 children in all households were enrolled grades PK through 12. Of that
number, 93.2% or 6,028 students were enrolled in public schools and the balance in private
schools or were home schooled.

Redevelopment Plan 50
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

▪ The 6,028 Stockbridge children enrolled in Henry County Schools represented an average
enrollment multiplier of 0.54 per occupied unit for all city households and 1.49 per occupied
unit among households with children.

▪ Of the City’s total estimated population of 29,441, 19,699 persons or 66.8% lived in single-
family homes, 28.1% lived in multi-family housing and the remaining 5.1 percent in mobile
homes.

▪ Among the total population living in single-family homes (detached and townhomes), 71%
were homeowners and 29% were renters. The average household size for the population
living in single-family homes was the same for both owners and renters at 2.97 persons per
occupied unit.

▪ All of the city’s multi-family housing is renter occupied as are 23% of mobile homes. The
average household size for multi-family rentals is 2.0 persons, while mobile homes contain
the city’s largest households at an average of 3.86 persons per unit.

Based on the above Estimated Distribution of Stockbridge Resident Public School Students by Housing Type
inputs, KBA generated 2020 HCSD Mutipliers
Stockbridge H'holds w/ HCSD All H'holds w/
the following
Housing Type Households Children <18 Enrollment H'holds Children <18
distribution of HCSD SF Attached & Detached 6,617 2,710 4,521 0.68 1.67
student population Multi Family 4,128 1,139 1,206 0.29 1.06
within the City of Mobile Homes & Other 391 208 301 0.77 1.45
Stockbridge by All Households 11,136 4,057 6,028 0.54 1.49
household type as Source: ACS, 2015-2019 5-Year Estimates; PUMS 2015-2019 5-Year-Estimates; KB Advisory Group.
estimated by the ACS in 2020. Because the average household size for single-family homes was the
same for owner and renter households, it was assumed that school enrollment impacts did not vary
by tenure. It can also be assumed that all enrollment impacts from multi-family housing were entirely
attributable to renters. Mobile home development is not proposed within TAD #1 and is not relevant
to this analysis.

While the above multipliers are representative of the occupancy of existing housing in Stockbridge,
they may not be an accurate representation for new construction, which will necessarily target higher
price points and different age and income groups than the city’s existing housing stock. Private
Research has shown that renter household characteristics, particularly households with children under
age 18, vary between existing and new construction, unit size, number of bedrooms and monthly rents.
Smaller, more expensive rental units in densely developed settings tend to have much lower student
multipliers than other types of rental housing.11

The National Association of Home Builders did an analysis of children and school aged children (age 5-
17) using the US Census Bureau’s 2015 American Community Survey (national sample) as base data.
Among NAHB’s conclusions:

▪ “For most residential types, there are fewer children (age 0-17) in new construction compared
to existing units.” New multi-family construction generated an average of 21.9 children per
100 units, which was nearly 17% lower than existing units.

11
Community Data Analytics (CDA), Sydney Wong, PhD, May 2017 presentation to the National Planning
Conference.

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City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

▪ “Large multi-family developments have fewer children than other housing types.” Multi-
family developments with 20+ units generated an average 16.7 children per 100 units, which
was less than half the average of other types of rental housing.

▪ “Multifamily units with 1 bedroom or less have the least number of children.” One-bedroom
multi-family units averaged only 7.7 children per 100 units, roughly one-tenth the number
associated with three- or more bedroom rentals.

▪ “For new rental construction, one-bedroom units contained 3.5 school-aged children per 100
units, two-bedroom units contained 22.1 school-aged children per 100 units, and 3 or more-
bedroom units contained 100.6 school-aged children per 100 units.”

Based in part on this research, KBA prepared an estimate of total population and school-aged
population associated with potential residential development projects in Stockbridge TAD #1. This
estimate assumes the following:

▪ New rental construction will appeal primarily to empty nesters, singles, and couples without
children, seeking a walkable downtown living environment. The average school enrollment
multipliers associated with these units should average roughly half the average of 0.29
students per unit for all existing multi-family housing in Stockbridge, due to both their location
and higher price points.

▪ New for-sale housing will include a variety of products in settings both within and near
downtown, at substantially higher price points than existing development in the area, making
it more likely that these units would be owner occupied rather than investor owned. There is
also a larger percentage of townhome products in the unit mix than currently exists in
Stockbridge, which is likely to lower the overall school enrollment multiplier for all for-sale
housing. Assuming that some of these units will be designed for empty nesters and retirees,
the average school enrollment multipliers associated with for-sale housing should also
average well below the average of 0.68 students per unit for all existing single-family homes
in Stockbridge.

Estimated Residents and School Aged Children Associated with the Proposed Residential Components
of TAD #1 - at Build Out
School Aged Estimated
Resident Estimated Children School Aged
Housing Type Mix Units Avg. Value Multiplier Residents Multiplier Children
For Sale Housing 581
Town homes* 225 $340,000
2 bedroom 85% 192 $306,000 1.7 326 0.24 47
3 bedroom 15% 34 $374,000 2.85 96 0.45 15
Single-Family Detached * 356 $390,000
3 bedroom 35% 125 $370,500 2.61 325 0.65 81
4 bedroom 65% 231 $399,750 3.1 717 0.80 185

Rental mixed-Use Housing * 405 $220,000
1 bedroom 40% 162 $187,000 1.49 241 0.04 6
2 bedroom 55% 223 $220,000 2.03 452 0.11 24
3 bedroom 5% 20 $231,000 3.01 61 1.00 20
Total Units 986 $309,000
Estimated Total Residents and Total Public School Students 2,218 378
Average Residents and Students Per Unit - All Housing Types 2.25 0.38
* The distibution of units by number of bedrooms is estimated by KB Advisory Group.
Sources: ACS, 2015-2019 5-Year Estimates; PUMS 2015-2019 5-Year-Estimates; Fannie Mae Foundation Residential Demographic Multipliers for Georgia,
National Association of Home Builders and KB Advisory Group.

Redevelopment Plan 52
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

The above table shows a total inventory of 986 new residential units distributed among single-
family detached, townhome, and multi-family rental housing in conventional and mixed-use
buildings. The mix of units shown here could be reasonably expected to contain a total population
of more than 2,200 at build out, including 378 children under the age of 18 who would likely be of
school age and enrolled in public schools. Approximately 87% of those children are tied to the
proposed single-family and townhome developments, while the expected number of children
residing in the multi-family developments is estimated at 50. The respective average school
enrollment multipliers are 0.56 for for-sale housing and 0.12 for the multi-family units, respectively.
These reflect appropriate downward adjustments to account for the different nature and pricing of
the proposed housing compared to existing products inside the city. The potential addition of 378
students represents a 6.3% increase to the estimated 6,028 Stockbridge resident public school
enrollment estimated in the ACS. This addition also represents a 0.87% increase to current HCSD
enrollment of 43,417, phased over a decade or more of new construction.

THE LOCATION OF SCHOOL FACILITIES WITHIN THE REDEVELOPMENT AREA

No Henry County Schools are located within the proposed Tax Allocation District. However,
Stockbridge Elementary School and Patrick Henry High School are inside the boundaries of the
Redevelopment Area shown on Map 1, while Stockbridge Middle School abuts the northern
boundary at Old Conyers Road. While no TAD-funded improvements to school property are
proposed in this plan, public improvements to the surrounding areas should benefit future students
who attend these facilities.

PROPOSED REDEVELOPMENT IN TAD #1

The proposed Tax Allocation District will support the construction of new residential, commercial,
and mixed-use development in buildings or parcels that are mostly vacant or undeveloped at
present. The nature of proposed redevelopment is detailed on pages 25 through 32 of this report.

ESTIMATE OF SCHOOL DISTRICT REVENUE IMPACTS FROM TAD DEVELOPMENT

In 2022 parcels within the proposed TAD #1 generated a maximum of $717,868 in M&O property
taxes levied on real estate for the school system.12 Annual real estate taxes associated with the
base value of the TAD would continue to flow to the School District’s general fund, as would current
and future gains in personal property taxes levied on business furnishings, inventories, and
equipment. The HCSD’s existing commercial tax base has a total net digest of $1.54 billion after
exemptions. The net taxable value of personal property after exemptions makes up 11% of that
total commercial digest. After deducting exemptions granted to inventory and equipment, the
value of all commercial, personal property within the School District adds about $0.12 for every
$1.00 of commercial real estate digest that exists within the School District.

12
This revenue estimate is based on the area’s gross digest. KBA did not have sufficient information to deduct
the impact of homestead exemptions granted to an estimated 171 homeowners living within the TAD, which
would reduce the amount of school property taxes collected.

Redevelopment Plan 53
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

A similar ratio could also apply to the value of additional commercial real estate value created from
the planned commercial and mixed-use developments within TAD #1.13 At completion of the
planned commercial and mixed-use buildings, KBA estimates the (40%) digest of the commercial
real estate at $11.16 million. If the ratio of School District business personal property to commercial
real estate digest applies to those projects, the associated personal property digest assessed to
tenant businesses, which is not pledged to the TAD Special Funds, could approach $1.4 million net,
after exemptions. At the 2021 School millage rate, a personal property digest of $1.4 million would
raise $27,800 per year in personal property taxes for the School District.

New retail development and new residents living within the TAD could also generate additional
sales taxes for the School District. Within the past 12 months through September 30, roughly $55.5
million in educational local option sales taxes (E-LOST) were distributed to the HCSD. New resident
population and increased retail and restaurant sales within the TAD #1 would have a modest total
impact on future E-LOST collections for the School District. The estimated 275,000 gross SF of new
and rehabilitated commercial development within TAD #1 would be predominantly retail and dining
oriented. It is reasonably to forecast roughly $78.1 million in annual taxable retail sales from this
development (in 2022$) at build out, of which a majority would be net new to the county and not
likely to occur absent of implementing the redevelopment plan. KBA estimates that up to $470,000
in annual E-LOST could be generated by the projected commercial and mixed-use development
components within TAD #1.

In summary, by agreeing to forego incremental gains in future real estate taxes within the TAD, the
School District could expect to receive offsetting increases in personal property taxes and ELOST
revenues, in addition to the annual real estate taxes associated with the certified base – while the
TAD is still in effect. After the TAD is dissolved, the School District would also receive the
incremental annual property taxes on real estate pledged to the TAD, which could exceed $3.5
million per year when construction is fully complete.

CONCLUSION REGARDING SCHOOL DISTRICT IMPACTS

As demonstrated in the preceding analysis, the economic impacts to the Henry County Public
Schools from participating in the proposed TAD are as follows:

1. The TAD will affect future appreciation on only 0.42 percent of the School District’s tax digest.
The current amount of property taxes generated from real estate within the TAD, totaling
roughly $717,800 per year, will continue to go to the school system—only taxes associated
with incremental real estate digest growth above the current base amount are pledged to the
TAD.
2. Residential development proposed for TAD #1 has the physical potential to add 378 students
to the School District when fully built out. In the context of a school district with more than

13
Approximately $730 million in total business personal property tax exemptions for inventories and
equipment were granted within the School District in 2021. Exemptions are not divided between industrial
and commercial property classifications. KBA used a methodology that deducted exemptions based on the
relative percentage of existing industrial and commercial personal property digest within the County, which is
roughly 76% industrial.

Redevelopment Plan 54
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

43,400 students, increases of this magnitude, phased over a decade or longer construction
period, should have a negligible effect on enrollment.
3. No Henry County School District facilities are located inside the boundaries of the TAD.
4. Upon completion of these projects and while the TAD is still in effect, the School District could
receive roughly $745,700 in annual property taxes from within the TAD, including certified
base real estate taxes and $27,800 per year in increased commercial personal property taxes
at build-out. If successful, the TAD could also generate $470,000 in increased annual E-LOST
revenues when the commercial and mixed-use components are fully completed.
5. The School District would receive more than $3.5 million per year from real estate taxes from
the TAD once all redevelopment costs are paid, and the TAD is dissolved.

This report concludes that the potential gains to the Henry County Public Schools from participating
in the proposed TAD should be positive due to the future growth in its tax digest and sales tax
revenues, with resulting limited impacts on the demand for school services.

Redevelopment Plan 55
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

APPENDIX A. LIST OF TAX PARCEL ID NUMBERS (PROPERTIES WITHIN STOCKBRIDGE TAD #1)

Note: Total TAD acreage (501 acres) reported here is from GIS data and is believed to be accurate. Downloaded parcel size information obtained
by the City of Stockbridge did not attribute values to many small lots. Many unddeveloped residential lots were not asssigned street addresses.

Fair Market
Parcel ID Address Acres Owner Value Tax Digest
S18-03012000 4740 NORTH HENRY BLVD 3.104 STOCKBRIDGE PRESBYTERIAN CHURCH $1,123,600 $0
S18-03014000 126 BURKE ST NA STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $15,000 $0
S18-03015000 128 BURKE ST NA STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $18,000 $0
S18-03017000 150 BURKE ST 0.550 PROMASTERS AUTOMOTIVE LLC $110,100 $44,040
S18-03018000 BURKE ST 0.330 COGGINS MARION L $12,900 $5,160
S18-03001000 104 W BURKE ST NA TAH 2017-1 BORROWER LLC $154,100 $61,640
S18-03002000 106 W BURKE ST NA HY SAING L & TRACY P $155,600 $62,240
S18-03003000 108 W BURKE ST NA ROUSE, SONYA Y $134,000 $53,600
S18-03004000 110 W BURKE ST NA GILBERT JAMES T $130,300 $52,120
S18-03006000 114 W BURKE ST 1.000 THE REDEEMER HOUSE, INC $198,100 $0
S18-03005000 112 W BURKE ST 2.523 EUROASIAN LOGISTICS, LLC $613,590 $245,436
S18-03010000 146 BURKE ST 4.800 STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $380,000 $0
S18-03008000 4822 N HENRY BLVD 0.524 LENG SOVANNARA & CHENG CHANTHOL $192,100 $76,840
S18-03009000 4806 N HENRY BLVD 2.110 HAMILTON STATE BANK $2,072,500 $829,000
S18-03010005 4778 N HENRY BLVD 0.677 PODOBNIKAR MICHAEL F & MARTHA M $364,000 $145,600
S18-06001000 147 BURKE ST 0.689 MASSEY HENRY E $353,000 $141,200
S18-06012000 130 MLK SR HERITAGE TRL 0.620 CITY OF STOCKBRIDGE $350,300 $0
S18-06002000 115 BURKE ST 0.275 CITY OF STOCKBRIDGE $59,900 $0
S18-06003000 101 BURKE ST 0.191 FLETCHER GLENROY B $233,000 $93,200
S18-06015000 132 MLK SR. HERITAGE TRL 0.207 SYLVAIN REGINOLD A $100,000 $40,000
S18-06013000 140 MLK SR. HERITAGE TRL 0.413 MASONIC LODGE NO 691 $171,500 $0
S18-06011000 122 MLK SR. HERITAGE TRL 0.069 JONES CHARLIE $123,200 $49,280
S18-06010008 120 MLK SR. HERITAGE TRL 0.069 RENEHAN EDWARD G $147,000 $58,800
S18-06010006 118 MLK SR. HERITAGE TRL 0.069 MEEKS MARK & REGINA $167,400 $66,960
S18-06010004 116 MLK SR. HERITAGE TRL 0.069 CERTIFIED ENVIRONMENTAL CONSULTANTS INC $123,400 $49,360

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 56
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S18-06010000 114 MLK SR. HERITAGE TRL 0.069 CITY OF STOCKBRIDGE $119,500 $0
S18-06009000 112 MLK SR. HERITAGE TRL 0.062 MITCHELL THOMAS A $121,400 $48,560
S18-06008000 110 MLK SR. HERITAGE TRL 0.062 PRINCE JONATHAN B $124,500 $49,800
S18-06007000 108 MLK SR. HERITAGE TRL 0.083 BARNBEAUTIFUL PROPERTIES LLC $173,700 $69,480
S18-06006000 106 MLK SR. HERITAGE TRL 0.050 OGLESBY RODDY H JR $122,300 $48,920
S26-03004002 NA 0.080 CITY OF STOCKBRIDGE $14,000 $0
S26-03004000 110 EAST ATLANTA RD 0.320 RITTENHOUSE KATHRYN $133,600 $53,440
URBAN REDEVELOPMENT AGENCY OF CITY OF
S26-03008000 NA 3.280 STOCKBRIDGE $410,000 $164,000
S26-02027000 4640 N HENRY BLVD 6.250 STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $4,787,400 $0
S26-02002000 110 N LEE ST 0.730 STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $15,000 $0
S26-02003000 112 N LEE ST NA STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $15,000 $0
S26-02004000 114 N LEE ST NA STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $15,000 $0
S26-02006000 118 N LEE ST NA STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $18,000 $0
S26-02001001 N HENRY BLVD 3.860 STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $2,203,100 $0
S26-02023000 113 E ATLANTA RD 7.550 STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $151,000 $0
S26-03005000 NA 0.184 MUSSELL LONNIE K $10,000 $4,000
S25-01058000 124 E ATLANTA RD NA GARLAND TOM $56,500 $22,600
S25-01059000 NA 0.220 R&H PARTNERS LLC $19,200 $7,680
S25-01060000 128 E ATLANTA RD NA WRIGHT JOHN E & TERRY G $103,800 $41,520
S25-01061000 130 E ATLANTA RD NA WRIGHT JOHN E & TERRY G $82,600 $33,040
S17-02011000 134 E ATLANTA RD 1.120 IRVIN PROPERTIES LLC $386,100 $154,440
S17-02012000 136 E ATLANTA RD 0.660 CRESCENT PROPERTY GROUP LLC $435,300 $174,120
S17-02013000 138 E ATLANTA RD NA JURIC DIJANDA $72,900 $29,160
S17-02014000 NA 1.930 BROWN ROBERT H $84,100 $33,640
S17-02014000 305 E ATLANTA RD 9.870 CITY OF STOCKBRIDGE $409,200 $0
S17-02008001 DAVIS RD 7.680 CITY OF STOCKBRIDGE $328,700 $0
S17-02007000 NA NA CITY OF STOCKBRIDGE $132,500 $0
S17-02008000 BURKE ST NA CITY OF STOCKBRIDGE $138,700 $0
S17-02009000 101 DAVIS RD 3.920 CITY OF STOCKBRIDGE $966,200 $0
S17-02009001 111 DAVIS RD 0.690 CITY OF STOCKBRIDGE $191,500 $0
S18-05001000 175 BURKE ST NA CITY OF STOCKBRIDGE $78,900 $0

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 57
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S18-05002000 173 BURKE ST NA EDDINGS JOE R SR $95,200 $38,080
S18-05003000 169 BURKE ST NA TRAN VAN T $120,000 $48,000
S18-05004000 165 BURKE ST 0.570 165 BURKE STREET LLC $671,200 $268,480
S18-05007000 102 LOVE ST 0.931 PHALANX HOLDINGS LLC $435,100 $174,040
S18-05006000 100 LOVE ST 0.260 PHALANX HOLDINGS LLC $20,200 $8,080
S18-04009000 164-174 BURKE ST 3.290 CITY OF STOCKBRIDGE $1,381,000 $0
S18-02033000 116 DAVIS RD NA CITY OF STOCKBRIDGE $24,000 $0
S18-02025000 111 W BURKE ST NA BURKE STREET PROPERTIES LLC $1,531,300 $612,520
QMS ENTERPRISES LB & QUILLIAN GEORGE W &
S18-02002000 4900 N HENRY BLVD 10.620 CYNTHIA $148,700 $59,480
QMS ENTERPRISES LB & QUILLIAN GEORGE W &
S18-02004009 NA 0.559 CYNTHIA $85,200 $34,080
QMS ENTERPRISES LB & QUILLIAN GEORGE W &
S18-02003000 4884 N HENRY BLVD 1.200 CYNTHIA $250,900 $100,360
QMS ENTERPRISES LB & QUILLIAN GEORGE W &
S18-02002005 4882 N HENRY BLVD 1.087 CYNTHIA $366,400 $146,560
QMS ENTERPRISES LB & QUILLIAN GEORGE W &
S18-02002006 4900 HIGHWAY 42 2.210 CYNTHIA $462,100 $184,840
S18-02001000 NA 0.470 RAINFORD CHALCIA L $98,300 $39,320
S18-02001001 4920 N HENRY BLVD 0.691 RIANFORD CHALCIA L $344,300 $137,720
S18-02004000 NA 0.341 ARCH-DENT PROPERTY HOLDINGS LLC $89,100 $35,640
S18-02004004 107 CENTER ST 0.030 ARCH-DENT PROPERTY HOLDINGS LLC $47,500 $19,000
S18-02004003 105 CENTER ST 0.023 ARCH-DENT PROPERTY HOLDINGS LLC $39,200 $15,680
S18-02004002 103 CENTER ST 0.023 ARCH-DENT PROPERTY HOLDINGS LLC $39,200 $15,680
S18-02004001 101 CENTER ST 0.032 ARCH-DENT PROPERTY HOLDINGS LLC $54,500 $21,800
S18-01019000 4938 N HENRY BLVD 1.040 FOREST RESTAURANT INC $670,700 $268,280
AUSBAND SARA C, ROBERT E JR, ANDREW C & JOSEPH
S18-01018000 NA 0.901 B $176,600 $70,640
S18-01017000 4952 N HENRY BLVD 0.865 LEWIEL PILAR C $304,000 $121,600
S18-01016000 103 CLUB DR NA VELASQUEZ-LOPEZ JAIRO A $110,400 $44,160
S18-02024000 NA 6.580 CITY OF STOCKBRIDGE $9,900 $0
S19-01021000 4827 N HENRY BLVD 0.978 HALL FRANKLIN D JR $369,100 $147,640
S19-01020000 4813 N HENRY BLVD 1.250 NORTH 42 LLC $384,300 $153,720
S19-01019000 4801 N HENRY BLVD 0.427 GIUVEN JASON $209,200 $83,680
S19-01018000 4791 N HENRY BLVD 0.389 STEELE DANIEL LEE JR & COOK WILLIAM R III $174,700 $69,880

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 58
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S19-01017000 4779 N HENRY BLVD 0.250 WILLIAMS CHARLOTTE DAVIS $65,300 $26,120
S19-01016000 4767 N HENRY BLVD 0.312 WILLIAMS CHARLOTTE DAVIS $190,200 $76,080
S19-01015000 103 TYE ST NA MCMULLEN ALICIA & DAISHAUN $118,100 $47,240
S19-02010001 4747 N HENRY BLVD 0.720 CAR WASH HEADQUARTERS INC $200,000 $80,000
S19-02004000 4605 N HENRY BLVD 3.500 GM & S TAYLOR FAMILY LLP $1,706,600 $682,640
S19-02009000 107 NOLAN ST 0.609 ROUILLIER KIA M & SHONEL R $88,900 $35,560
S19-02009001 NA 0.095 PATRICK DANIEL E & ET AL $15,000 $6,000
S19-02001000 100 MLK SR HERITAGE TRL 0.080 QUALITY PROPERTIES $84,900 $33,960
S19-02002000 102 MLK SR HERITAGE TRL 0.059 TAYLOR GERALD & RAYMOND J $53,400 $21,360
S26-04002000 202 WARD ST 0.193 JACKSON KIM KRAMER $56,900 $22,760
S26-04004000 101-119 HARRELL DR 0.393 SGC ENTERPRISES LLC $430,600 $172,240
S26-04005000 4655 N HENRY BLVD 0.515 STRATUS RENTALS LLC $513,400 $205,360
S26-04013000 4557 N HENRY BLVD 0.442 CITY OF STOCKBRIDGE $163,600 $0
S26-04012000 102 S LEE ST NA CITY OF STOCKBRIDGE $12,000 $0
S26-04011000 NA NA CITY OF STOCKBRIDGE $12,000 $0
S26-04010000 106 S LEE ST NA CITY OF STOCKBRIDGE $12,000 $0
S26-04014000 4545 N HENRY BLVD 1.698 STOCKBRIDGE PUBLIC FACILITIES AUTHORITY $1,474,300 $0
S26-04015001 4543 N HENRY BLVD 0.792 AUTOZONE INC $590,600 $236,240
S26-04015002 4541 N HENRY BLVD 0.750 SRI REAL ESTATE PROPERTIES LLC $532,100 $212,840
S26-04015003 4509 N HENRY BLVD 0.470 SHELTON GARY EDGAR & VICKY $413,400 $165,360
S26-04019000 4491 N HENRY BLVD 0.426 PIZZA HUT OF AM C/O ATLANTA PIZZA $398,700 $159,480
S26-04016000 4475 N HENRY BLVD 0.870 STATION TWO LP $586,300 $234,520
S26-04016001 4477 N HENRY BLVD 0.377 QUARRY FORTY-TWO LP $124,000 $49,600
S26-0417000 NA 0.440 QUARRY FORTY-TWO LP $19,000 $7,600
S26-04015000 NA 1.464 QUARRY FORTY-TWO LP $100,600 $40,240
S33-01010000 101 ROCK QUARRY RD 0.357 MOSS ROGER J $68,500 $27,400
S33-01009002 4467 N HENRY BLVD 0.650 CITY SQUARE OF STOCKBRIDGE LLC $686,100 $274,440
S33-01009001 4431 N HENRY BLVD 0.512 EPS1 PROPERTIES LLC $473,500 $189,400
S33-01010002 SPRING ST 0.322 ESP1 PROPERTIES LLC $61,700 $24,680
S33-01009000 4221 N HENRY BLVD 1.027 RX ATLANTA RE LLC $677,000 $270,800
S26-01015000 4498 N HENRY BLVD 1.318 CITY OF STOCKBRIDGE $245,400 $0

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 59
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S26-01014000 4482 N HENRY BLVD 16.120 CITY OF STOCKBRIDGE $902,700 $0
S26-01013000 N HENRY BLVD 0.809 CITY OF STOCKBRIDGE $140,600 $0
S26-01002000 4444 N HENRY BLVD 0.746 SAM & LUKE INC $248,300 $99,320
S26-01003000 102 MANN BLVD 0.918 THURMAN ROBERT G $200,000 $80,000
S26-01020000 109 N LEE ST NA CARRABELLE REAL ESTATE LLC $86,400 $34,560
S26-01021001 111 N LEE ST NA SINYARD DONALD W JR $138,900 $55,560
S26-01021000 103 BRANNAN DR NA HOLLOWAY IV CHARLES W & ANNA $146,000 $58,400
S26-01027000 100 BRANNAN DR NA DONNA EDDINGTON REALTY LLC $127,600 $51,040
S26-01022000 113 N LEE ST NA DRILLOT KRISTIE BECK $156,900 $62,760
S26-01023000 115 N LEE ST NA GROCE MARVIN F $148,200 $59,280
S26-01030000 101 BRANNON DR NA ALAIMO PETER D & ANN FRANCIS $111,200 $44,480
S26-01024000 117 N LEE ST NA SANDERS JUNE T M $121,000 $48,400
S26-01025000 102 CERESEA DR NA STORY JOSEPH $116,100 $46,440
S26-01026000 104 CERESEA DR NA HOLT WILLIAM Z $127,800 $51,120
S25-01009000 OFF DUVAL DR 14.600 CITY OF STOCKBRIDGE $367,900 $0
S25-01008001 STAPLETON DR 14.180 CITY OF STOCKBRIDGE $324,800 $0
048-02030000 479 OLD CONYERS RD 49.390 PERRY JR HUELON D $422,600 $169,040
S32-01001000 101 OAKLAND BLVD NA BAKER COREY $10,000 $4,000
S32-01014000 OAKLAND BLVD NA RESIDUAL TRUST U/W FRANK T DILLARD $10,000 $4,000
S32-01015000 124 MANN BLVD NA CARBUCCIA WENDY $191,200 $76,480
S32-01016000 122 MANN BLVD NA JOHNSON ILLYA T $152,000 $60,800
S26-01012000 120 MANN BLVD NA HOME SFR BORROWER III LLC $157,800 $63,120
S26-01011000 118 MANN BLVD NA JONES ASHLEY N $164,300 $65,720
S26-01010000 116 MANN BLVD NA SFR XII ATL OWNERS 3 LP $146,600 $58,640
S26-01009000 114 MANN BLVD NA LAVANT RAMOAN $165,300 $66,120
S26-01008000 112 MANN BLVD NA ORDONEZ RICHARD A & REBA S $143,400 $57,360
S26-01007000 110 MANN BLVD NA ASHRAF MOHAMMAD U $207,700 $83,080
S26-01006000 MANN BLVD NA JACKSN JOSEPH & GAIL $10,000 $4,000
S26-01005000 106 MANN BLVD NA ALLEN MARK & MELINDA $143,600 $57,440
S25-01047000 BRYANT ST NA GRIFFIN SHAWN P JR $13,200 $5,280
S25-01045000 121 BRYANT ST NA HUERTA SAUL & OSORES-GONZAGA VICENTE $169,600 $67,840

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 60
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S25-01044000 123 BRYANT ST NA HAFLEY CHRISTY W & MICHAEL R $154,000 $61,600
S25-01043000 125 BRYANT ST NA MCCONLEY LINDA J $134,800 $53,920
S25-01042000 127 BRYANT ST NA PERPALL BRUQUESHAT $155,500 $62,200
S25-01041000 129 BRYANT ST NA TAYLOR LARRY P & HELEN M $131,900 $52,760
S25-01040000 130 BRYANT ST NA PAULL CHRISTOPHER M $133,200 $53,280
S25-01039000 128 BRYANT ST NA FKH SFR PROPOCO H LP $166,800 $66,720
S25-01038000 126 BRYANT ST NA HOWZE ERNEST L JR $163,300 $65,320
S25-01037000 124 BRYANT ST NA DODGEN BONNIE R & TAYLOR LISA L $125,800 $50,320
S25-01036000 122 BRYANT ST NA GREGORY JOHN M $155,600 $62,240
S25-01035000 BRYANT ST NA CITY OF STOCKBRIDGE $13,200 $0
S25-01001001 100 STAPLETON RD 13.470 CITY OF STOCKBRIDGE $452,900 $0
S33-01021000 4399 NORTH HENRY BLVD 0.475 GEORGE CONNIE BROWN $174,200 $69,680
S33-01022000 4387 NORTH HENRY BLVD 0.276 JTJ RESOURCES INC $94,400 $37,760
S33-01020000 108 LANE DR NA BLACKWELL RUTH W $104,200 $41,680
S33-01024000 105 LAMBERT DR NA EVANS LAWRENCE C JR $17,300 $6,920
S33-01023000 103 LAMBERT DR NA GROCE AZILE W $117,500 $47,000
S33-01027000 WILLOW CT 2.072 MHLC LLC $104,900 $41,960
S33-01025000 4367 N HENRY BLVD 0.510 EDDHIMA BOUCHAIB & ABDERRAHIM FAHMI $97,600 $39,040
S33-01026000 4355 N HENRY BLVD 0.267 PHILLIPS STOCKBRIDGE LLC $130,800 $52,320
S33-01026005 4335 N HENRY BLVD NA PHILLIPS KIMBERLY A & KALLY L $112,200 $44,880
S33-01049000 4323 N HENRY BLVD 2.323 SUPERSPORT MOTORS LLC $328,100 $131,240
S33-01050000 4297 N HENRY BLVD NA HENDERSON PHILIP & BESSIE $109,600 $43,840
S33-01051000 4275 N HENRY BLVD 0.977 JAYAKUMAR BHANUMATHI $162,709 $65,084
S19-01027000 4929 N HENRY BLVD 0.073 AUSBAND ROBERT E JR $64,900 $25,960
S19-01028000 4933 N HENRY BLVD 0.250 ALI MOHAMMED A & RUBIA $105,600 $42,240
S19-01031000 104 BOWEN ST NA KELKER DAVID O $148,400 $59,360
S19-01032000 106 BOWEN ST NA LEON VIDANA JOSE $110,200 $44,080
S19-01033000 108 BOWEN ST NA GOGGINS GRADY JR & CAROLYN D $92,300 $36,920
S19-01034000 110 BOWEN ST NA SLATEN JAMES H JR $164,800 $65,920
S19-01035000 112 BOWEN ST NA BOTELLO MARIBEL & BOTELLO CARRANZA CRUZ $177,900 $71,160
S19-01036000 114 BOWEN ST NA BOTELLO MARIBEL & BOTELLO CARRANZA CRUZ $108,200 $43,280

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 61
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S19-01037000 116 BOWEN ST NA BROWN LINDA G & LARRY G $20,000 $8,000
S13-01011000 118 BOWEN ST NA FIGUEROA RAUL N & NUNEZ SANDRA D $144,060 $57,624
S13-01011005 120 BOWEN ST NA MAUGER EDWARD M, THOMAS A & JG $133,600 $53,440
S13-01012001 119 BOWEN ST NA MULLINS BEN A $146,300 $58,520
S13-01012000 102 MIMOSA DR NA ANDERSON SEAN W & KAREN R $145,300 $58,120
S12-04001000 100 MIMOSA DR NA MCCLAIN RUBY KATE & CLIFFORD $152,400 $60,960
S12-03014000 111 BOWEN ST NA TURNER NICHELLE $134,500 $53,800
S12-03015000 109 BOWEN ST NA BRANNAN CATHY S $134,900 $53,960
S12-03016000 107 BOWEN ST NA FORBUS LINDA ANN $143,800 $57,520
S12-03001000 4955 N HENRY BLVD 1.022 MGS VENTURE LLC $350,000 $140,000
S12-03002000 4961 N HENRY BLVD 0.814 BEST BREAKFAST INC $507,100 $202,840
S12-03003000 4971 N HENRY BLVD 0.330 CERTIFIED PROPERTY MANAGEMENT LLC $212,200 $84,880
S12-03004001 1981 N HENRY BLVD 0.890 CA BARGE PROP-HENRY BLVD LLC $702,200 $280,880
S12-03004000 4995 N HENRY BLVD 6.950 STOCKBRIDGE COMMERCIAL PLAZA LLC $1,800,100 $720,040
S12-03005000 5047 N HENRY BLVD 0.380 SASS HENRY LLC $350,000 $140,000
S12-01001000 N HENRY BLVD NA AT&T $0 $0
S12-01002000 N HENRY BLVD 22.417 DAVIS MIKE B ETAL $645,600 $258,240
S12-01002001 OLD ATLANTA RD 0.910 CITY OF STOCKBRIDGE $237,800 $0
S12-01003000 OLD ATLANTA RD 0.230 CITY OF STOCKBRIDGE $30,100 $0
S07-02001000 100 WOODHAVEN DR NA HUDSON GLORIA $118,900 $47,560
S07-03019000 101 WOODHAVEN DR NA HERNANDEZ RAUL CAMELA $22,000 $8,800
S07-03001000 SHEPHERD DR NA HERNANDEZ RAUL CAMELA $22,000 $8,800
S07-04021000 101 SHEPHERD DR NA GARMON LEROY E JR $22,000 $8,800
S07-04022000 5319 N HENRY BLVD 3.610 ODEGARD LEROY C $60,100 $24,040
S07-04023000 5329 N HENRY BLVD 1.190 RAVIL LLC $258,900 $103,560
S07-04024000 5341 N HENRY BLVD 0.791 BUI JAMES $137,800 $55,120
S07-04025000 5353 N HENRY BLVD 2.657 GEORGIA CASH AMERICA INC $1,700,000 $680,000
S07-04011000 300 OLD ATLANTA RD NA ODEGARD LEROY C $104,000 $41,600
S07-04028000 5393 N HENRY BLVD 6.610 TMG PROPERTIES LLC $793,200 $317,280
S07-01006002 5270 N HENRY BLVD 0.736 RI SE LLC $699,500 $279,800
S07-01006001 5260 N HENRY BLVD 1.693 THOMAS SAM E & ETAL $1,600,000 $640,000

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 62
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S07-01006005 SHIELDS RD 15.895 PIVOTAL ENTERPRISES LLC $413,000 $165,200
S11-04016000 SHIELDS RD NA KERSEY WAYNE $30,000 $12,000
NO DATA OFF CLUB DR 1.377 NO DATA $0 $0
S11-04017000 SHIELDS RD NA KERSEY WAYNE $20,000 $8,000
S11-04018000 130 SHIELDS RD NA SOTS ANTONIO & OFELIA G $154,200 $61,680
S07-01006000 BRUSH CREEK CT 2.530 PIVOTAL ENTERPRISES LLC $91,100 $36,440
S07-01006003 5248 N HENRY BLVD 1.624 YUN JOHN $1,411,300 $564,520
S07-01006032 5244 N HENRY BLVD 0.467 LEVANS SOLUTIONS II LLC $609,700 $243,880
WAGGONER ROBERT M, GORDON E & RESMONDO
S07-01007000 5238 N HENRY BLVD 0.752 LYRIC D $499,900 $199,960
S07-01008000 5226 N HENRY BLVD 0.758 THE RCC GROUP PROPERTIES & MANAGEMENT LLC $410,600 $164,240
S12-01012001 5222 N HENRY BLVD 2.084 OCEAN VIEW GROUP INC $1,994,300 $797,720
S12-01012000 5200 N HENRY BLVD 12.790 13 OLIVIA HOLDINGS LLC $16,215,900 $6,486,360
S12-01012003 5180 N HENRY BLVD 0.490 AJAB CORPORATION $432,300 $172,920
S12-01012002 5150 N HENRY BLVD 0.680 TRAN KHIEM & NGUYEN CHIN $412,200 $164,880
S12-01012004 5128 N HENRY BLVD 0.330 HONG SONNY $315,000 $126,000
S12-01011000 N HENRY BLVD 2.282 PARR 7 LLC $278,300 $111,320
S12-01004000 5124 N HENRY BLVD 0.800 PARR 7 LLC $318,800 $127,520
S12-01005000 5104 N HENRY BLVD 0.750 SWIMMERMAN LLC $325,100 $130,040
S12-01006000 5092 N HENRY BLVD 0.635 KHAN ABDUL R $318,000 $127,200
S12-01007000 5070 N HENRY BLVD 0.504 MUELLER MATTHEW A $169,700 $67,880
S12-01008000 103 SHIELDS RD NA KHAN SQQIB $99,000 $39,600
S12-01009000 105 SHIELDS RD NA FERRER KEVIN C $138,100 $55,240
S12-01010000 121 SHIELDS RD 3.160 ASHMEADE YASMIN R $169,700 $67,880
S11-05001000 131 SHIELDS RD NA WATSON STEVE W $181,600 $72,640
S11-05002000 141 SHIELDS RD 4.250 BREWSTER-CLARK DARLENE & CLARK FREDDIE C JR $277,200 $110,880
S12-02001000 5050 N HENRY BLVD 0.690 AWS PROPERTY HOLDINGS LLC $219,300 $87,720
S12-02002000 5046 N HENRY BLVD 0.804 AWS PROPERTY HOLDINGS LLC $125,000 $50,000
S12-02004000 5028 N HENRY BLVD NA MOSELEY SARA L $123,000 $49,200
S12-02005000 5018 N HENRY BLVD 0.520 MOSELEY SARA L $353,200 $141,280
S12-02007000 5008 N HENRY BLVD 0.868 FINCHLEY & ATLANTA LLC $342,300 $136,920
S12-02008000 4998 N HENRY BLVD 0.786 DUNAMED VENTURES LLC $285,800 $114,320

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 63
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

AFN ABSPROP002 LLC C/O AMERICAN FINANCE TRST
S12-02010000 4986 N HENRY BLVD 1.610 INC $958,900 $383,560
S12-02012000 4966 N HENRY BLVD 0.830 BENTLEY ROBIN $351,600 $140,640
S12-02011000 OFF N HENRY BLVD NA MOSELEY SARA L $22,500 $9,000
S12-02006000 OFF N HENRY BLVD NA BURKE CEMETERY $15,000 $6,000
S12-02003000 OFF N HENRY BLVD NA MOSELEY SARA L $24,000 $9,600
S18-02032000 110 PARKWOOD DR NA AVERY BRADLEE & DEBORAH $171,000 $68,400
S18-02031000 108 PARKWOOD DR NA SRP SUB LLC $170,800 $68,320
S18-02030000 106 PARKWOOD DR NA MONTGOMERY STREET HOMES LLC $197,300 $78,920
S18-02028000 104 PARKWOOD DR NA RESICAP GEORGIA OWNER LLC $100,000 $40,000
S18-02027000 102 PARKWOOD DR NA SALAZAR LANTO LUIS A & ARREDONDO TAPIA ANA A $158,300 $63,320
S18-02026000 100 PARKWOOD DR NA ROBENS MALINA & BARNETT KEITH $189,500 $75,800
S18-04006000 101 PARKWOOD DR NA ROACH JOE BOYD SR $164,800 $65,920
S18-04005000 103 PARKWOOD DR NA LASIOWSKI NICOLE $180,000 $72,000
S18-04004000 105 PARKWOOD DR NA SFR ACQUISITIONS 1 LLC $198,600 $79,440
S18-04003000 107 PARKWOOD DR NA AIKENS DANIEL IV $180,300 $72,120
S18-04002000 109 PARKWOOD DR NA COOK ANN T & DONALD F $153,700 $61,480
S18-04001000 106 DAVIS RD NA CITY OF STOCKBRIDGE $30,900 $0
S24-01018000 105 OLD CONYERS RD 2.000 SOLUTIONS DEVELOPMENT LLC $2,300 $920
S25-01001004 201 E ATLANTA RD 0.985 IRWINTON ENTERPRISES INC $251,000 $100,400
S25-01001003 321 TAYLOR DR 1.934 CITY OF STOCKBRIDGE $126,400 $0
S25-01001000 321 TAYLOR DR 2.210 CITY OF STOCKBRIDGE $0 $0
S24-01015001 351 TAYLOR DR 0.203 CITY OF STOCKBRIDGE $0 $0
S24-01017000 111 OLD CONYERS RD 1.280 SOLUTIONS DEVELOPMENT LLC $45,300 $18,120
S24-01016000 113 OLD CONYERS RD 2.100 SOLUTIONS DEVELOPMENT LLC $34,900 $13,960
S25-01001005 155 E ATLANTA RD 1.122 C&M OIL CO $496,200 $198,480
S25-01001061 TAYLOR DR 0.845 MAY & CARTER OIL CO $49,700 $19,880
S25-01002000 145 E ATLANTA RD NA PETREE JAMES L $145,800 $58,320
S25-01003000 106 DUVALL DR NA GIBBY VICKI $175,000 $70,000
S25-01004000 108 DUVALL DR NA BUTCHER SANDRA K & JAMES E $187,100 $74,840
S25-01004005 DUVALL DR NA CUPP PAIGE G & ETAL $13,200 $5,280
S25-01005000 118 DUVALL DR NA CROSBY JAMES P & VALERIE C $174,600 $69,840

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 64
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S25-01006000 120 DUVALL DR NA BANKS PEONIA $188,100 $75,240
S25-01007000 122 DUVALL DR NA BARGE PHILIP A & DONNA B $146,100 $58,440
S25-01008000 124 DUVALL DR NA SAMS JOANNE $171,300 $68,520
S25-01010000 123 DUVALL DR NA PEREZ FERNANDO & CABRERA MIGDALIA J $141,500 $56,600
S25-01011000 121 DUVALL DR NA CUSTIN ROGER & HORTON GREGORY W $174,200 $69,680
S25-01012000 119 DUVALL DR NA DOBBS MARK R $154,200 $61,680
S25-01013000 117 DUVALL DR NA SANDERS ZACHARY $254,300 $101,720
S25-01013001 115 DUVALL DR NA BURNETT WILLIE M $167,200 $66,880
S25-01014000 113 DUVALL DR NA CLARK ARIUS L $153,300 $61,320
S25-01015000 111 DUVALL DR NA KET SOKHAN & SOVANNARY $172,500 $69,000
S25-01016000 109 DUVALL DR NA PEADEN BRITTNEY KAY $136,300 $54,520
S25-01017000 107 DUVALL DR NA KELLI HAYES LLC $146,400 $58,560
S25-01018000 105 DUVALL DR NA GARRETT EDDIE $132,600 $53,040
S25-01019000 E ATLANTA RD NA CLARY SARAH D & ALLEN LAURA M $7,500 $3,000
S25-01020000 139 E ATLANTA RD NA ORTEGA CELENE D M & MURULLO MA L ORTEGA $98,000 $39,200
S25-01021000 137 E ATLANTA R NA GIPSON DARLENE R & KENNETH B $123,400 $49,360
S25-01022000 135 E ATLANTA RD NA I R C INC $81,400 $32,560
S25-01022005 E ATLANTA RD NA I R C INC $1,500 $600
S25-01023000 131 E ATLANTA RD 1.230 WATCH ME GROW LEARNING CENTER II $211,000 $84,400
S25-01024000 129 E ATLANTA RD NA STANSELL LARRY GENE & PAMELA ANN JOYNER $105,300 $42,120
S25-01026000 98 BRYANT ST NA TURNER FAMILY REVC TRUST $156,300 $62,520
S25-01027000 100 BRYANT ST NA DRAYTON HENRY JR & JOYCE $201,700 $80,680
S25-01028000 102 BRYANT ST NA SMITH JERRY & LINDA $132,700 $53,080
S25-01029000 104 BRYANT ST NA COLOCHO AMILCAR & NAYDA A $170,000 $68,000
S25-01030000 106 BRYANT ST NA CHAMBERS CHARLES G $131,700 $52,680
S25-01031000 108 BRYANT ST NA CAPERS CORDELL $167,000 $66,800
S25-01032000 110 BRYANT ST NA WILLEY SHANE & HARMON STACIE $144,800 $57,920
S25-01033000 112 BRYANT ST NA CHAVEZ EDITH $151,400 $60,560
S25-01034000 114 BRYANT ST NA SEALS WAYNE $197,800 $79,120
S25-01025000 127 E ATLANTA RD NA FORTE SARA BELL $80,300 $32,120
S25-01057000 123 E ATLANTA RD 0.505 EAST ATLANTA ROAD LLC $226,300 $90,520

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 65
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S25-01056000 99 BRYANT ST NA BELL MARCUS $121,900 $48,760
S25-01055000 101 BRYANT ST NA ENTRUST REALTY LLC $132,600 $53,040
S25-01054000 103 BRYANT ST NA ENTRUST REALTY LLC $133,000 $53,200
S25-01053000 105 BRYANT ST NA DEAMUES JANE $172,700 $69,080
S25-01052000 107 BRYANT ST NA LERMA RAQUEL & LILIANA $176,000 $70,400
S25-01051000 109 BRYANT ST NA HORACE SHAWN B $175,400 $70,160
S25-01050000 111 BRYANT ST NA RANDAZZO SUNNY & TYLER $123,800 $49,520
S25-01049000 113 BRYANT ST NA FOSTER JEFFREY N $154,500 $61,800
S25-01048000 115 BRYANT ST NA JOHNSON ALFRED M $13,200 $5,280
S32-01003000 105 OAKLAND BLVD NA STEPHENS ASHLEY D & MCLEAN GEORGE H $146,400 $58,560
S32-01004000 OAKLAND BLVD NA RICHARDSON CANDACE AVRIL $10,000 $4,000
S32-01005000 109 OAKLAND BLVD NA SOLIS BRENDA P C $176,700 $70,680
S32-01006000 111 OAKLAND BLVD NA LINTON SHEILA A & JONES KIARA A $154,700 $61,880
S32-01007000 113 OAKLAND BLVD NA HUDSON SFR PROPERTY HOLDINGS II LLC $214,400 $85,760
S32-01008000 115 OAKLAND BLVD NA QUIROZ MARIA F $167,400 $66,960
S32-01009000 OAKLAND BLVD NA PERRY JR HUELON D $3,600 $1,440
S26-01018000 4534 N HENRY BLVD 0.056 BRIDGE VILLAGE II LLC $70,700 $28,280
S26-01017001 4528 N HENRY BLVD 0.491 BRIDGE VILLAGE II LLC $218,700 $87,480
S26-01016000 4518 N HENRY BLVD 3.590 JHJ BRIDGE VILLAGE LLC $1,815,000 $726,000
S26-01001000 4428 N HENRY BLVD 0.353 NORTH HENRY AUTOMOTIVE INC $147,000 $58,800
S32-03029000 4400 N HENRY BLVD 5.590 DOUG COKER PROPERTIES LLLP $3,253,200 $1,301,280
S32-03028000 105 MANN BLVD NA ESTRELLA MARISOL M & MIRANDA YAMILE $138,600 $55,440
S32-03027000 107 MANN BLVD NA GLADIS DANIEL & WILLIAM T $137,800 $55,120
S32-03024000 113 MANN BLVD NA YEAROUT HELEN $176,000 $70,400
S33-01003000 N HENRY BLVD 5.040 CITY OF STOCKBRIDGE $504,000 $0
S32-03015000 MILLER CT NA FRAZIER CRYSTAL L $10,000 $4,000
S32-03015002 204 MILLER CT NA REDDICK MAURICE & VICTORIA $177,200 $70,880
S33-01006000 MILLER CT 2.380 JHJ BROOKLYN PAVILION LLC $75,000 $30,000
S33-01004000 4362 N HENRY BLVD 0.639 AGATHA NWIZU LLC $192,500 $77,000
S33-01005000 4350 N HENRY BLVD 0.537 THE NATIVE AMERICAN PRESERVATION TRUST $122,100 $48,840
S32-03030000 4340 N HENRY BLVD 2.000 JHJ BROOKLYN PAVILION LLC $1,803,600 $721,440

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 66
City of Stockbridge Redevelopment Plan: Downtown and North Henry Blvd Corridor

S32-03014000 205 MILLER CT NA ENGLISH STACY H $186,200 $74,480
S32-03013000 203 MILLER CT NA ENGLISH STACY H & RANDY $171,600 $68,640
S32-03012000 105 MILLER CT NA NORTON NADINE & BENJAMIN $132,300 $52,920
S32-03007000 NEAL AVE NA MOYERS HUBERT & ANNIE M $10,000 $4,000
S32-03006000 111 NEAL AVE NA SISON-SPIERS AMOR & SPIERS ROBERT J $164,500 $65,800
S32-03005000 109 NEAL AVE NA HOWARD DEBRA Y $185,800 $74,320
S32-03004000 107 NEAL AVE NA MILES LILLIAN FAYE $136,700 $54,680
S32-03002000 105 NEAL AVE NA WILSON LARRY $115,500 $46,200
S32-03001000 NEAL AVE NA AL BARAKA TIRE LLC $10,000 $4,000
S33-01008000 4312 N HENRY BLVD 0.535 AL BARAKA TIRE LLC $69,900 $27,960
048-02027000 OLD CONYERS RD 12.100 PRYCE ANTHONY N & LISA a $49,000 $19,600

Parcels Acres Market Value Tax Digest
344 501.1 $108,099,159 $35,893,424

Appendix A: List of Tax Parcel ID Numbers, Properties within the TAD 67
APPENDIX B. LOCAL OFFICIALS

The following elected and appointed officials will have responsibility to consider, in the case of the
City of Stockbridge, adoption of the redevelopment plan and creation of the proposed Tax
Allocation District and in the case of the Henry County Commission and Board of Education, consent
to pledge respective County and School tax increments to the TAD.

STOCKBRIDGE CITY COUNCIL

Anthony S. Ford, Mayor
Alphonso Thomas, Mayor Pro Tem
Councilwoman LaKeisha T. Gantt
Councilman Elton Alexander
Councilman John Blount
Councilwoman Yolanda Barber
Frederick Gardiner, City Manager

HENRY COUNTY BOARD OF COMMISSIONERS

Carlotta Harrell, Chair
Johnny Wilson, Commissioner, District 1
Dee Clemmons, Commissioner, District 2
Dee Anglyn III, Commissioner, District 3
Vivian Thomas, Commissioner, District 4
Bruce B. Holmes, Commissioner, District 5
Cheri Hobson-Matthews, County Manager

HENRY COUNTY BOARD OF EDUCATION

Mrs. Holly Cobb, School Board Chair (District 3)
Mrs. Annette Edwards, Vice-Chair (District 5)
Dr. Pam Nutt (District 1)
Mr. Makenzie McDaniel (District 2)
Mrs. Sophe Pope (District 4)
Mary Elizabeth Davis, PhD, Superintendent of Schools

Appendix B: Elected Officials 68
2023 HOLIDAY SCHEDULE
The City of Stockbridge will be closed in observance of the following Holidays and re-open the next
business day at 8:00 am.
Please call 911 if you have an emergency. The non-emergency number for the Police Department is 770-
957-9121.

HOLIDAY OBSERVANCE
New Year’s Day Monday, January 2nd
Martin Luther King, Jr. Monday, January 16th
Good Friday Friday, April 7th
Memorial Day Monday, May 29th
Juneteenth Monday, June 19th
Independence Day Tuesday, July 4th
Labor Day Monday, September 4th
Veteran’s Day Friday, November 10th
Thanksgiving Day Thursday, November 23rd
Day After Thanksgiving Friday, November 24th
Christmas Eve Friday, December 22nd
Christmas Day Monday, December 25th
Exhibit A to the Client Services Agreement
Third Extended Service Term per Section 4 of Client Services Agreement

Client Signature: Date:

CHP Signature: Date:

Client Name: City of Stockbridge

Service Term: From: January 1, 2023 To: December 31, 2023

Participant/Locations Count:

Location: 118 Eligible Employees: Stockbridge, GA

Total Eligible Employees: 118

Pricing & Payment Terms:

To the extent the client chooses to engage new employees during the year, they will be charged the following pro-rated percentage of the PEPY:
1st Quarter of the Program 100%
2nd Quarter of the Program 75%
3rd Quarter of the Program 50%
4th Quarter of the Program Not eligible
Services Included:
✓ Participant Web Portal – Robust, high-tech portal available via computer or mobile devices. Specific features include:
Personalized with client logo Individual goal setting and tracking
Online education Steps synced with participant tracker device
Social/Peer support Online Health Risk Assessment
Online challenges Appointment reminders
Individual Risk Assessment Report Program compliance tracking (points)
Online scheduling of health screening
✓ Review & Planning Session – CHP Team meets with Client to familiarize themselves with company culture, determine best
locations, dates, and times for screenings and results coaching, discuss communication of the program to employees (kick-off
meetings), schedule additional meetings with department heads if necessary, discuss time-line and other aspects of the program
(healthy breaks, wellness committee, etc.)
✓ Online Wellness Assessment/Health Risk Assessment - A census of client employees is imported into our web portal and
assigned a unique Member ID to complete and access their Wellness Assessment/HRA
✓ Biometric Screening – CHP Screening Team collects body measurements (height, weight, waist circumference, and blood pressure)
and blood draw (Total Cholesterol, HDL, LDL, Triglycerides, and fasting glucose or A1C). CHP staff will confirm that all paperwork
and the Wellness Assessment/HRA have been completed and schedule their follow up appointment with the CHP Health Coach to
review their results. There is generally no more than one onsite health screening event per 50 employees.
✓ Individual Risk Assessment Report – A comprehensive report of the participant’s overall health will be available for review on the
web portal within five business days of the screening.
✓ Monthly Progress Report – provided by the CHP Program Manager, this report provides the client with updates on key initiatives,
past accomplishments, calendar of events, coaching metrics, participant success stories, etc.
✓ Aggregate Management Report – After completion of the screening process, a comprehensive Health Management Aggregate
Report and an Executive Summary will be presented to the client. This report will contain valuable information including the
number of employees who are in a chronic disease state or at risk for future chronic disease.
✓ Incentive Management – The CHP Program Manager along with the internal CHP support team will track and report on
participant compliance and provide Client with timely and accurate information for related payroll adjustments or account
contributions.
✓ Cohort Report – Beginning with the second program year (following the second screening) and every year thereafter, CHP will
prepare and present a comprehensive Cohort Report that will provide a comparison of risk levels and risk factors for those
employees that participated in each of the screenings for each of the program years.
✓ 30-minute one-on-one Results Coaching Session with CHP Health Coach – Participants will be scheduled post-screening for a
session with a CHP Health Coach to review in detail and answer any questions they may have regarding their health risk report.
Participants will also work out health goals with action plans and discuss how to overcome obstacles.
✓ Ongoing 15-minute one-on-one Follow-Up Coaching Sessions with CHP Health Coach – In Follow Up Coaching Sessions, the
CHP Health Coach reviews progress, addresses barriers, and revises the individual’s plan and goals. The frequency of coaching
sessions is based on the risk level of each participant. While we can modify frequency to the needs of the Client, we recommend the
following:
High Risk: Monthly
Moderate Risk: Bi-Monthly
Low Risk: Annually
✓ Culture Building – The CHP Program Manager will provide consultation, activities, and a road map for building a supportive
culture in the workplace for the wellness program. This will include aspects such as creating a wellness team, conducting challenges
(gamification) and education sessions (Healthy Breaks and/or Lunch & Learns), establishing a communication plan, consultation on
incentive plans and recognition, and other culture-building activities.
✓ Incentives Pass-Through – Included in the price above is $1,200.00 in incentive money to be used at Client’s discretion on
awards, healthy break snacks, etc. For convenience sake, CHP will procure the various awards and snacks, but all tax related
reporting and liabilities are the responsibility of the Client.
✓ Weekly Meal Plan – A simple, nutritious weekly dinner meal plan suitable for the whole family and developed by a registered
dietitian to make healthy eating easy. Includes links to 5 healthy recipes with suggested side items and a grocery list.
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City of Stockbridge
MEETING DATE
AGENDA ITEM
November 29, 2022 FUNDING SOURCE
RESOLUTION GENERAL FUND
ORDINANCE FUND BALANCE
CONTRACT APPROVAL/RENEWAL SPLOST
PUBLIC HEARING TSPLOST
PRESENTATION CDBG
BID SELECTION/AWARD GRANT FUNDING
TASK ORDER COUNCIL INITIATIVE
CHANGE ORDER PARTNER/SPONSOR
BUDGET AMENDMENT DEPARTMENT BUDGET
BUDGET TRANSFER BONDING
PAYMENT APPROVAL ACCOUNT TRANSFER FROM:
OTHER ACCOUNT TRANSFER TO:

PRESENTER: Decius T. Aaron

DEPARTMENT: Public Works

ITEM/PROJECT/EVENT:
Surplus items—Public Works Department

BACKGROUND INFORMATION:
The Public Works Department is requesting that City Council declare the surplus inventory
listed below unserviceable items since the items can no longer be used advantageously by
City staff.

SIGNATURES: FINANCIAL IMPACT N/A
CITY MANAGER ____________________________________ AMOUNT N/A
CITY TREASURER ___________________________________

CITY ATTORNEY ____________________________________ 1
ATTACHMENTS:
STAFF RECOMMENDATION:
The Public Works Department is requesting that City Council declare the surplus
inventory listed below for Trucks deemed unserviceable, since the items can no longer be
used advantageously by City staff. City staff have examined and assessed the items listed
below and confirmed that the items are unserviceable and impractical.
Section 3.30.190—Disposition of Personal Property. A. Declaration of Unserviceability.
The City Council shall determine whether a particular item or category of personal
property can no longer be used advantageously by the city and has therefore become
unserviceable. B. Disposition. Unserviceable personal property may be sold by public
sale, sealed bidding, spot bidding or any other means deemed most advantageous to
the City.

Vehicle No. Department Year Make Model VIN Number Tag Number
044V Stormwater 1998 GMC Jimmy 1GKCS13WXW2508569 GV65572
082V Sewer 2005 Ford F-150 1FTRF12275NB39675 GV65517
089V Stormwater 2007 Ford F-250 1FTNF20537EA02012 GV65578
090V Public Works 2007 Ford F-250 1FTNF205173102011 GV65580
091V Public Works 2007 Ford F-250 1FTNF20557EA02013 GV65579
092V Public Works 2007 Ford F-350 1FDSW34597EA02014 GV65581
107V Stormwater 2011 Ford Ranger 1FTKR1AD6BPA49770 GV0508B
108V Public Works 2011 Ford Ranger 1FTKR1ADXBPA49769 GV0510B
109V Public Works 2011 Ford Ranger 1FTKR1AD8BPA49768 GV0511B

Asset Tag # / Vehicle Tag Number: GV65572 #044

Model: Jimmy

Description: 1998 GMC

VIN #: 1GKCS13WXW2508569

Cost at Purchase: $23,004.00

Date Originally Purchased: 3/10/1998
Asset Tag # & Vehicle or Equipment # 10027 82

Vehicle Tag Number: GV65517

Model: F150

Description & Make: 2005 Ford

VIN #: 1FTRF12275NB39675

Cost at Purchase: $12,786.00

Date Originally Purchased: 7/13/2005
Asset Tag # & Vehicle or Equipment # 10034 89

Vehicle Tag Number: GV65578

Model: F-250

Description & Make: 2007 Ford

VIN #: 1FTNF20537EA02012

Cost at Purchase: $16,195.00

Date Originally Purchased: 6/9/2006
Asset Tag # & Vehicle or Equipment # 10047 90

Vehicle Tag Number: GV65580

Model: F-250

Description & Make: 2007 Ford

VIN #: 1FTNF205173102011

Cost at Purchase: $16,195.00

Date Originally Purchased: 6/9/2006
Asset Tag # & Vehicle or Equipment # 10015 91

Vehicle Tag Number: GV65579

Model: F-250

Description & Make: 2007 Ford

VIN #: 1FTNF20557EA02013

Cost at Purchase: $16,195.00

Date Originally Purchased: 6/9/2006
Asset Tag # / Vehicle Tag Number: GV65581 #092

Asset # 10007

Model: Ford F-350

Description: 2006 Ford

VIN #: 1FDSW34597EA02014

Cost at Purchase: $24,750.00

Date Originally Purchased: 7/11/2006
Asset Tag # & Vehicle or Equipment # 10045 107

Vehicle Tag Number: GV0508B

Model: Ranger

Description & Make: 2011 Ford

VIN #: 1FTKR1AD6BPA49770

Cost at Purchase:

Date Originally Purchased: 1/1/2011
Asset Tag # & Vehicle or Equipment # 10046 108

Vehicle Tag Number: GV0510B

Model: Ranger

Description & Make: 2011 Ford

VIN #: 1FTKR1ADXBPA49769

Cost at Purchase:

Date Originally Purchased: 1/1/2011
Asset Tag # & Vehicle or Equipment # 10044 109

Vehicle Tag Number: GV0511B

Model: Ranger

Description & Make: 2011 Ford

VIN #: 1FTKR1AD8BPA49768

Cost at Purchase:

Date Originally Purchased: 1/1/2011
City of Stockbridge
MEETING DATE
AGENDA ITEM
November 29, 2022 FUNDING SOURCE
RESOLUTION GENERAL FUND
ORDINANCE FUND BALANCE
CONTRACT APPROVAL/RENEWAL SPLOST
PUBLIC HEARING TSPLOST
PRESENTATION CDBG
BID SELECTION/AWARD GRANT FUNDING
TASK ORDER COUNCIL INITIATIVE
CHANGE ORDER PARTNER/SPONSOR
BUDGET AMENDMENT DEPARTMENT BUDGET
BUDGET TRANSFER BONDING
PAYMENT APPROVAL ACCOUNT TRANSFER FROM:
OTHER ACCOUNT TRANSFER TO:

PRESENTER: Decius T. Aaron

DEPARTMENT: Public Works

ITEM/PROJECT/EVENT:
2022 Wastewater Treatment Plant Improvements

BACKGROUND INFORMATION:
Carter & Sloope, Inc. will provide engineering design, permitting and bidding assistance, and
construction phase services including general administration of construction and onsite
construction observation services for the proposed improvements to the Stephen D. Peurifoy
Wastewater Treatment Plant.

SIGNATURES: FINANCIAL IMPACT N/A
CITY MANAGER ____________________________________ AMOUNT $398,200.00
CITY TREASURER ___________________________________

CITY ATTORNEY ____________________________________ 1
ATTACHMENTS:
PROJECT SYNOPSIS:
The project will include the following:
• Rehabilitation of the existing headworks diversion pump station.
• Rehabilitation of the existing equalization pond pump station.
• New aerators in the equalization pond.
• Dredging of the equalization pond.
• Replacement of existing digester blowers.
• Modifications to existing disc filters and UV disinfection to provide additional capacity.
• Provide automated valve to divert flow from surge tank to equalization pond during
high flows.
• New Vacuum Truck discharge station.
• New plant generator.
• Investigate and provide correction to nuisance tripping of main plant breaker.
• Replacement of existing Aqua Aerobics control panel.
• Replacement of ±200 LF of 8" gravity sewer main and accompanying manholes near
Old Conyers Road.

City of Stockbridge Task Release No. ____ 40 Under
Master Engineering Services Agreement
Between the City of Stockbridge and
Carter & Sloope, Inc.

Task Release

THIS day of , 2022 the undersigned Owner offers and the undersigned Engineer
agrees to provide and perform services as identified herein (the “Work”) on a project identified herein
(the “Project”) under the terms and conditions set forth herein and in a certain extension of Master
Agreement for engineering services, dated October 25, 2022, between the Owner and the Engineer (the
“Master Agreement”) which is incorporated herein by reference and made a part hereof as if fully
restated herein.

I. The Project:
This Task Release is for a Project described as:
2022 Wastewater Treatment Plant Improvements
C&S Project #: S9100.052

Carter & Sloope, Inc. (C&S or Engineer) is pleased to submit this Proposal/Scope of Services
letter for the referenced project (Project) to provide engineering services to the City of Stockbridge
(Client or Owner) for engineering design, permitting and bidding assistance, and construction
phase services including general administration of construction and onsite construction
observation services for the proposed improvements to the Stephen D. Peurifoy Wastewater
Treatment Plant. The scope of services described below is based on our understanding of the
project from discussions and meetings with the Client's personnel.

II. The Work:
Engineer shall provide the following Work on the Project as defined herein and as follows:

1. Engineering Design

Carter & Sloope, Inc. will furnish a 2-person survey crew to survey the project areas. Topographic
surveying will locate the existing features including any above ground utilities or below ground
utilities that are marked by the utility owner. Prior to beginning surveying, we will contact the
Utilities Protection Center and request a design locate. It has been our experience that most non-
municipal utility owners like the phone, power and cable companies, do not respond or respond
very slowly to these types of requests. It has been our experience that local knowledge from
Owner’s personnel is extremely valuable so we will work closely with the Owner in identifying
areas of potential conflict. Carter & Sloope will not conduct any subsurface investigations or
subsurface utility engineering (SUE) to locate existing utilities unless requested by the Owner as
an additional service.

Once the topographic surveying is completed, we will prepare preliminary design documents for
the project. At approximately 60% completion, we will meet with Owner’s personnel to present
the preliminary design for review. We will address any comments the Owner has with the
preliminary design and then prepare and furnish detailed final design Drawings and
Specifications in a 16-division format (100% complete) indicating the scope, extent and character
of the work to be performed and furnished by the Contractor during the construction of the

City of Stockbridge – Task Release 40 1
project. We will submit the 100% complete Drawings and Specifications to the Owner for their
review and approval and we will review any comments and recommendations and incorporate
needed changes in the final design 100% complete Documents, which will include detailed
construction plans and technical specifications of the following components:
a. Rehabilitation of the existing headworks diversion pump station.
b. Rehabilitation of the existing equalization pond pump station.
c. New aerators in the equalization pond.
d. Dredging of the equalization pond.
e. Replacement of existing digester blowers.
f. Modifications to existing disc filters and UV disinfection to provide additional capacity.
g. Provide automated valve to divert flow from surge tank to equalization pond during high
flows.
h. New Vacuum Truck discharge station.
i. New plant generator.
j. Investigate and provide correction to nuisance tripping of main plant breaker.
k. Replacement of existing Aqua Aerobics control panel.
l. Replacement of ±200 LF of 8" gravity sewer main and accompanying manholes near Old
Conyers Road.

In general, our design services will include:
a. Civil engineering design including site work, yard piping, valves, hydraulic design and
soil erosion and sediment control.
b. Process engineering design including pumping, equalization pond aeration and blower
sizing.
c. Structural engineering design.
d. Mechanical engineering design including heat and ventilation.
e. Electrical engineering design including power, instrumentation and control.

Contemporaneous with the presentation of each design, Carter & Sloope will provide the Owner
with a Preliminary Opinion of Probable Construction Cost and Total Project Costs known to the
Engineer for both the preliminary design (60% complete) and final designs (100% complete). This
preliminary cost estimate will itemize the quantities and anticipated unit prices for each
component needed for the project.

Carter & Sloope, Inc. will also provide the Owner with one (1) full-size sets of final design
documents (100% complete) plus digital copies in Adobe Acrobat (PDF) format. All other
documents, including calculations, estimates, etc., will be submitted in their native format.

The number of prime contracts for this Project that is designed or specified by Engineer upon
which the Engineer’s compensation has been established under this Agreement is one (1). If more
prime contracts are awarded, Engineer shall be entitled to an equitable increase in its
compensation under this Agreement.

2. Permitting Assistance

After the final design documents are approved by the Client, Carter & Sloope will provide
technical criteria, written descriptions, and design data to assist the Client in obtaining the
necessary permits and regulatory approvals required for the project with the understanding that
it is the Client’s sole responsibility to secure permits and pay all necessary permit fees. We will
complete the necessary permit applications and submit the required copies of the final

City of Stockbridge – Task Release 40 2
construction drawings and technical specifications, on behalf of the Client, to the appropriate
review agencies for approval of the necessary permits to construct the Project. We will also assist
the Client in consultations with such agencies and revise the Drawings and Specifications and
permit applications in response to directives from such agencies, if necessary. We anticipate the
following items to be required for permitting of the proposed project:

a. Erosion, Sedimentation, and Pollution Control Plan; GA Soil & Water Conservation Commission
Checklist; and Land Disturbing Permit Application - C&S will submit each of these items to
the Local Issuing Authority (LIA) for approval to comply with State Law and Local
Ordinances for erosion and sediment control during construction. The LIA for this
project is the City of Stockbridge.
b. Design Development Report (DDR) - C&S will prepare the DDR for the project scope of
work describing the proposed treatment process requirements, equipment sizing criteria,
equipment functionality, and will include engineering and manufacturer calculations to
verify loading rates and equipment performance to demonstrate compliance with the
Recommended Standards for Wastewater Facilities (latest edition) and other accepted industry
standards. C&S will submit this report to the Wastewater Regulatory Program –
Municipal Permitting Unit for review and approval.
c. Plans and Specifications with Engineer Certification - C&S will submit the final design
information and documents to the Wastewater Regulatory Program – Municipal
Permitting Unit for review and approval.

Note that we will provide information to the Contractor to submit the NPDES Permit
Application for Temporary Stormwater Discharge Associated from Construction Activity for Stand Alone
Construction Projects (GAR 100001) and the Notice of Intent to EPD through their GEOS system.

3. Bidding

C&S will assist the Owner in advertising and obtaining competitive and qualified bids for the
project in accordance with local and State law including posting of the project to the Georgia
Procurement Registry. The advertisement period shall last a minimum of thirty (30) days and
the Owner will pay all necessary advertising fees. C&S will provide the Client with the necessary
Bidding Documents, which will include one (1) full-size hard copy set of final design Drawings
and Specifications to be kept on file during the advertisement period. The Client may place a
copy of the Advertisement for Bids (Section 00100) on their website during the advertisement
period, however, electronic copies of the entire set of Bidding Documents shall not be placed on
the Client’s website, FTP site or other electronic platform during Bidding for download by bidders
or any third party without the Engineer’s consent and approval.

C&S will maintain a record of prospective bidders to whom Bidding Documents have been issued
and receive and process nominal fees or charges from bidders to compensate the Engineer for
costs associated with printing, reproduction and shipping the Bidding Documents to bidders. We
will respond to Requests for Information (RFIs) and issue Addenda as appropriate to clarify,
correct, or change the Bidding Documents. We will also consult with the Owner and participate
in all decisions as to the acceptability of substitute materials, subcontractors, suppliers, and other
individuals and entities proposed by prospective contractors for those portions of the project as to
which such acceptability is required by the Bidding Documents. Because of the project
complexity, we anticipate hosting a pre-bid conference at the Client’s office to allow Bidders an
opportunity to see the project site before bidding.

City of Stockbridge – Task Release 40 3
C&S will attend and manage the Bid Opening, review bids, and prepare a certified Bid
Tabulation. We will provide a Letter of Recommendation to the Owner regarding award of the
contract as appropriate and assist in assembling and awarding contracts for the Project.

C&S will prepare the Notice of Award and Contract Documents and forward them to the selected
Contractor for execution. We will receive the executed contracts, bonds and insurance
documents from the contractor and forward them to the Owner for their review and approval.

Following equipment selection, C&S will prepare a Request for Proposals to procure equipment
and materials to be incorporated into the Work and assist the Owner in advertising and selection
of such equipment and materials. Following recommendation by C&S, the Owner will be
responsible for issuing a Purchase Order for the fabrication and delivery of the associated
equipment and materials.

4. Construction Administration

Management of construction efforts (i.e. “construction management” services) are specifically
excluded from our Scope of Work; however, during construction, C&S will provide professional
services in the general administration of the construction contract and act as the Client’s
representative to the extent and limitations of the duties, responsibilities and authority of the
Engineer as established in this written Agreement and in the Contract Documents, which is
assigned in EJCDC C-700 Standard General Conditions of the construction contract included in
the Bidding Documents.

After the contracts have been executed by all parties, C&S will complete, with reasonable
promptness, the following tasks as needed during construction of the Project:

a. Pre-Construction Conference: Attend and lead one (1) pre-construction conference that will be
hosted by the Client at their office and issue a Notice to Proceed to the selected Contractor.

b. Baselines and Benchmarks: As appropriate, establish baselines and benchmarks for locating the
Work which, in the Engineer’s judgment, are necessary to enable the Contractor to proceed.

c. Clarifications, Interpretations and Field Orders: Respond in writing with reasonable promptness
to Requests for Information (RFI’s) and issue necessary clarifications and interpretations of
the Contract Documents as appropriate to the orderly completion of Contractor’s work and
subject to any limited in the Construction Contract Documents, and prepare and issue Field
Orders requiring minor changes in the work. Such clarifications and interpretations will be
consistent with the intent of and reasonably inferable from the Contract Documents and shall
be provided as part of the Engineer’s Scope of Services; however, if the Contractor’s request
for information, clarification, or interpretation are, in the Engineer’s professional opinion, for
information readily apparent from reasonable observation of field conditions or a review of
the Contract Documents, or are reasonably inferable there from, the Engineer shall be entitled
to compensation for Additional Services for the Engineer’s time spent responding to such
request provided the Engineer notify Client in advance that it deems such request to be so
apparent, seek compensation for such clarification and interpretation and Client does not
timely instruct the Engineer not to undertake the clarification or interpretation. Should the
Client agree to reimburse the Engineer for these Additional Services, the Engineer shall
prepare a Change Order for the Client that will deduct the cost of these Additional Services
from the Client’s contract with the Contractor.

City of Stockbridge – Task Release 40 4
d. Shop Drawings and Samples: Review and approve or take other appropriate action in respect
to Shop Drawings and Samples and other data which Contractor is required to submit, but
only for general conformance with the information given in the Contract Documents and
compatibility with the design concept of the completed Project as a functioning whole as
indicated by the Contract Documents. Such reviews and approvals or other action will not
extend to means, methods, techniques, sequences, or procedures of construction or to safety
precautions and programs incident thereto.

e. Schedules: Review and determine the acceptability of schedules which the Contractor is
required to develop and submit to Engineer, including the Progress Schedule, Schedule of
Submittals, and Schedule of Values. Since C&S will have no control over any Contractor’s
schedule or work progress, we cannot develop and control the construction schedule beyond
establishing the contract time and establishing liquidated damages if the Contractor does not
obtain substantial completion within the required contract time.

f. Substitutes and “or equal”: Evaluate and determine the acceptability of substitute or “or-equal”
materials and equipment proposed by the Contractor, but subject to the provisions outlined
in Additional Services.

g. Change Orders and Work Change Directives: Review and recommend Change Order
justifications and prepare Change Orders and Work Change Directives, as appropriate, to
modify the Contract Documents as may be necessary.

h. Differing Site Conditions: Respond to any notice from Contractor of differing site conditions,
including conditions relating to underground facilities such as utilities, and hazardous
environmental conditions. Promptly conduct reviews, obtain information, and prepare
findings, conclusions, and recommendations for Client’s use, subject to the limitations and
responsibilities under the Agreement and the Construction Contract.

i. Non-reviewable matters: If a submitted matter in question concerns the Engineer’s performance
of its duties and obligations, or terms and conditions of the Construction Contract
Documents that do not involve (1) the performance or acceptability of the Work under the
Construction Contract Documents, (2) the design (as set forth in the Drawings,
Specifications, or otherwise), or (3) other engineering or technical matters, then Engineer will
promptly give written notice to Client and Contractor that Engineer will not provide a
decision or interpretation.

j. Standards for Certain Construction-Phase Decisions: Engineer will render decisions regarding the
requirements of the Construction Contract Documents, and judge the acceptability of the
Work, pursuant to the specific procedures set forth in the Construction Contract for initial
interpretations, Change Proposals, and acceptance of the Work. In rendering such decisions
and judgements, Engineer will not show partiality to Client or Contractor, and will not be
liable to Client, Contractor, or others in connection with any proceedings, interpretations,
decisions, or judgements conducted or rendered in good faith.

k. Progress Meetings: C&S will attend progress meetings at the jobsite as needed, but at a
minimum, monthly. We will prepare meeting agendas, lead the progress meetings and issue
meeting minutes for review and approval by the Client and Contractor. By incorporating the

City of Stockbridge – Task Release 40 5
construction of this work into one of the other projects, we anticipate an additional two (2)
progress meetings to be required as a result of this Project.

l. Applications for Payments: Based on Engineer’s observations as an experienced and qualified
professional and on review of Applications for Payment and accompanying supporting
documentation:

1) Determine the amount that Engineer recommends Contractor be paid. Recommend
reductions in payment (set-offs) based on the provisions for set-offs stated in the
Construction Contract. Such recommendations of payment will be in writing and will
constitute Engineer’s representation to Client, based on such observations and review,
that, to the best of Engineer’s reasonable knowledge, information and belief,
Contractor’s Work has progressed to the point indicated, the quality of such Work is
generally in accordance with the Construction Contract Documents (subject to an
evaluation of the Work as a functioning whole prior to or upon Substantial
Completion, to the results of any subsequent tests called for in the Construction
Contract Documents, and to any other qualifications stated in the recommendation),
and the conditions precedent to Contractor’s being entitled to such payment appear to
have been fulfilled in so far as it is Engineer’s responsibility to observe Contractor’s
Work. In the case of unit price work, Engineer’s recommendations of payment will
include final determinations of quantities and classifications of Contractor’s Work
(subject to any subsequent adjustments allowed by the Construction Contract
Documents).

2) By recommending any payment to the Contractor, Engineer shall not thereby be
deemed to have represented that observations made by Engineer to check the quality
or quantity of Contractor’s Work as it is performed and furnished have been
exhaustive, extended to every aspect of Contractor’s Work in progress, or involved
detailed or special inspections of the Work beyond the responsibilities specifically
assigned to Engineer in this Agreement. Neither Engineer’s review of Contractor’s
Work for the purposes of recommending payments nor Engineer’s recommendation
of any payment including final payment will impose on Engineer responsibility to
supervise, direct, or control Contractor’s Work in progress or for the means, methods,
techniques, sequences, or procedures of construction or safety precautions or programs
incident thereto, or Contractor’s compliance with Laws and Regulations applicable to
Contractor’s furnishing and performing the Work beyond the responsibilities
specifically assigned to the Engineer in this Agreement. It will also not impose
responsibility on Engineer to make any examination to ascertain how or for what
purposes Contractor has used the moneys paid on account of the Contract Price, or to
determine that title to any portion of the Work in progress, materials, or equipment
has passed to Client free and clear of any liens, claims, security interests, or
encumbrances, or that there may not be other matters at issue between Client and
Contractor that might affect the amount that should be paid.

m. Contractor’s Completion Documents: Receive from the Contractor and transmit to the Client
operating and maintenance manuals, schedules, guarantees, bonds, certificates or other
evidence of insurance required by the Contract Documents, certificates of inspection, tests
and approvals, Shop Drawings, Samples and other data, including the annotated Record
Documents and Record Drawings which are to be assembled by Contractor and furnished to
us.

City of Stockbridge – Task Release 40 6
n. Record Drawings: Prepare and furnish the Client one (1) set of reproducible and one (1)
electronic copy in Adobe Acrobat PDF format of the Project Record Drawings showing
appropriate record information that is annotated and furnished to us by the Contractor in
accordance with the Contract Documents after construction is complete. The extent of
Engineer’s review of record documents shall be to check that the Contractor has submitted
all pages.

o. Substantial Completion: After receiving notice from Contractor that they consider the entire
Work complete and ready for its intended use, we will conduct one (1) pre-final observation
in company with the Client and Contractor to observe the Contractor’s work to determine if,
based on the Engineer’s professional opinion and belief and based only on information
available at the time of pre-final on-site observation, the Work is substantially complete. If
we do not consider the Work substantially complete, we will notify the Contractor in writing
giving reasons therefore. If, after considering any objections of Client, Engineer considers the
Work substantially complete, Engineer shall deliver a certificate of Substantial Completion
to Client and Contractor in accordance with the provisions in the Contract Documents.
Attached to the certificate will be a punch-list of items that, in the Engineer’s professional
opinion, knowledge and belief, are deficient and must be completed or corrected before we
recommend final payment be made to the Contractor by the Client. The certificate of
Substantial Completion is intended to be interpreted only as an expression of professional
opinion and therefore does not constitute an expressed warranty or guarantee.

p. Final Notice of Acceptability of the Work: After receiving notice from the Contractor that the
punch-list items are completed, we will conduct one (1) final on-site observation in company
with Client and the Contractor to determine if the completed Work of Contractor is
acceptable in the Engineer’s professional opinion, reasonable knowledge and belief and based
only on information available at the time of final on-site observation and to the extent of the
services provided by Engineer under this Agreement, so that Engineer may recommend, in
writing, final payment to Contractor. We will notify the Contractor and the Client in writing
of any particulars in which the final observation reveals that the Work is incomplete or
defective.

q. Limitation of Responsibilities: Engineer shall not be responsible for the acts or omissions of any
Contractor, or of any subcontractors, suppliers, or other individuals or entities performing or
furnishing any portions of the Work, or any agents or employees of any of them. The
Engineer shall not be responsible for the failure of any Contractor to perform or furnish the
Work in accordance with the Contract Documents or any laws, codes, rules or regulations.

r. Project Completion Statement: EPD will require a statement from the Engineer of Record that
the project has been completed in accordance with the approved plans and specifications and
that the Contractor has satisfactorily completed the project. Therefore, after we conduct the
final on-site observation, we will, upon determining that in the Engineer’s professional
opinion and belief and based only on information available at the time of final on-site
observation, furnish a letter to EPD and one (1) copy to the Client that the Project is
completed in accordance with EPD’s approved Drawings and Specifications. The Statement
of Project Completion is intended to be interpreted only as an expression of professional
opinion and therefore does not constitute an expressed warranty or guarantee. The statement
of project completion will be for the sole use of the Client and the Georgia Department of
Natural Resources, Environmental Protection Division and cannot be used or relied upon by
any third party without the expressed written permission from Carter & Sloope, Inc.

City of Stockbridge – Task Release 40 7
s. Post-Construction Phase: The Engineer will, together with Owner, visit the Project with one
month before the end of the Construction Contract’s correction period to ascertain whether
any portion of the Work or the repair of any damage to the Site or adjacent areas is defective
and therefore subject to correction by Contractor.

5. Construction Observation

C&S will provide visits to the Project site at intervals appropriate to the various stages of
construction, as Engineer deems necessary, or as otherwise agreed to in writing by the Client and
the Engineer, during construction, to observe as an experienced and qualified design professional
the progress and quality of Contractor’s executed Work. Such visits and observations by
Engineer, and/or his Resident Project Representative, if any, are not intended to be an exhaustive
check or to extend to every aspect of Contractor’s Work in progress or to involve detailed
inspections or Special Inspections or tests of Contractor’s Work in progress beyond the
responsibilities specifically assigned to the Engineer in this Agreement and the Contract
Documents, but rather our site visits will be limited to spot checking and similar methods of
general observation of the Work based on Engineer’s exercise of professional judgment as assisted
by the Resident Project Representative, if any. Based on information obtained during such visits
and general observations, Engineer will determine, in general, if the Work is proceeding in
accordance with the Construction Contract Documents, and Engineer shall keep the Client
informed of the progress of the Work.

The purpose of Engineer’s visits to, and representative’s visits, if any, at the Project site will be to
enable Engineer to better carry out the duties and responsibilities assigned to and undertaken by
Engineer during the Construction Phase, and, in addition, by the exercise of Engineer’s efforts as
an experienced and qualified design professional, to become generally familiar with the Work in
progress and to determine, in general, if the Work is proceeding in accordance with the Contract
Documents and that Contractor has implemented and maintained the integrity of the design
concept of the completed Project as a functioning whole as indicated in the Contract Documents.
The Engineer and/or his Resident Project Representative will not supervise, direct or have
control over Contractor’s work during such visits or as a result of such observations of
Contractor’s Work, nor will we have authority over or responsibility for the means, methods,
techniques, sequences, or procedures of construction selected or used by the Contractor, for
security or safety at the Site, for safety precautions and programs incident to any Constructor’s
work in progress, for the coordination of Constructors’ work or schedules, nor for any failure of
any Constructor to comply with Laws and Regulations applicable to furnishing and performing
of its work.. These rights and responsibilities are solely those of the Contractor in accordance with
the Contract Documents. Accordingly, we will neither guarantee the performance of any
Contractor nor assume responsibility for any Contractor’s failure to furnish and perform the
Work in accordance with the Contract Documents. We will record our observations in Project
observation reports and at the end of the Project, we will assemble these reports and provide the
Client with one (1) hard copy and one (1) electronic copy in Adobe PDF format.

Continuous onsite observation by a Resident Project Representative at the Project site will not be
included in our budget, unless requested by the Client and agreed to by the Engineer as Additional
Services in accordance with the terms of this Agreement and the Agreement amended
accordingly. For the purposes of this Task Order, we have budgeted 260 man-hours for periodic
Onsite Construction Observations.

City of Stockbridge – Task Release 40 8
a. Jobsite Safety: Neither the professional activities of the Engineer, or the presence of the
Engineer or its employees and sub-consultants at the construction site / Project site, shall
impose any duty on the Engineer, nor relieve the Contractor of its obligations, duties and
responsibilities including, but not limited to, construction means, methods, sequence,
techniques or procedures necessary for performing, superintending and coordinating the
Work in accordance with the Contract Documents and any health or safety precautions
required by any regulatory agencies. The Engineer and its personnel have no authority to
exercise any control over any construction contractor or its employees in connection with
their work or any health or safety programs or procedures. The Client agrees that the
Contractor shall be solely responsible for jobsite safety, and warrants the intent shall be
carried out in the Client’s contract with the Contractor. The Client also agrees that the
Contractor shall defend and indemnify the Client, the Engineer and the Engineer’s sub-
consultants and they shall be made additional insureds under the Contractor’s policies of
general liability insurance.

b. Inspections and Tests: The Engineer will require special inspections or tests of Contractor’s
work as deemed reasonably necessary, and receive and review all certificates of
inspections, tests, and approvals required by Laws and Regulations or the Contract
Documents. Engineer’s review of such certificates will be for the purpose of determining
that the results certified indicate compliance with the Contract Documents and will not
constitute an independent evaluation that the content or procedures of such inspections,
tests, or approvals comply with the requirements of the Contract Documents. Engineer
shall be entitled to rely on the results of such tests.

c. Defective Work: The Engineer will recommend to Client that the Contractor’s Work be
rejected while it is in progress if, on the basis of Engineer’s or his representative’s
observations, Engineer believes that such Work will not produce a completed Project that
conforms generally to the Contract Documents or that it will threaten the integrity of the
design concept of the completed Project as a functioning whole as indicated in the Contract
Documents.

d. Disagreements between Client and Contractor: The Engineer will render formal written
decisions on all duly submitted issues relating to the acceptability of Contractor’s work or
the interpretation of the requirements of the Contract Documents pertaining to the
execution, performance, or progress of Contractor’s Work; review each duly submitted
Claim by Client or Contractor, and in writing either deny such Claim in whole or in part,
approve such Claim, or decline to resolve such Claim if Engineer in its discretion
concludes that to do so would be inappropriate. In rendering such decision, Engineer shall
be fair and not show partiality to Client or Contractor and shall not be liable in connection
with any decision rendered in good faith in such capacity.

6. Startup & O&M Manual

If the Client authorizes, C&S will provide an Engineer and/or a Class I Water Operator as needed
to attend meetings at the jobsite to witness start-up of proposed mechanical equipment by the
Contractor and assist the Client with Start-up and commissioning of the new facilities. For
meetings, we will issue meeting minutes and review manufacturer acceptance and field reports
for verification of operating range to meet the design specifications.

City of Stockbridge – Task Release 40 9
C&S will prepare an Operations and Maintenance manual for the new and/or modified
treatment processes and equipment within the project scope of work. This manual will document
flow paths and valving arrangements through the new process equipment; specify design
operational ranges and recommended process setpoints of the equipment, incorporate project
specific cutsheets and equipment data from the manufacturer; and include troubleshooting and
maintenance guides from the manufacturer. An updated plant flow schematic (specific to the
project scope of work) will be included along with emergency operation procedures and other
recommended practices for normal operation and performance of the treatment processes.

7. Sales Tax Refund

Assist the Client in obtaining a refund from the Georgia Department of Revenue on sales taxes
paid on equipment purchased that can reduce water pollution. Our assistance will be limited to
preparing the necessary forms and documents and obtaining the information from the Contractor
for the Client to submit to the Georgia Department of Revenue. No guarantee can be made by
the Engineer on the amount of sales taxes that will be refunded.

III. Contract Time

Upon execution of this Contract and commitment by Owner of funds to complete the Project,
Engineer will commence performance of its services hereunder, and will complete same within a
time period mutually established between Owner and Engineer to meet Project schedules.

City of Stockbridge – Task Release 40 10
IV. Fee Summary

Fee Basis

We propose to complete our work for Basic Services described herein for the hourly not-to-exceed
amount as scheduled below. No fee amount may be exceeded without prior written approval from
the Owner.

Task No. Description Fee Basis
1 Engineering Design Lump Sum $ 257,000
2 Permitting Assistance Lump Sum $ 22,000
3 Bidding Lump Sum $ 12,000
4 Construction Administration Hourly not-to-exceed $ 48,000
5 Construction Observation Hourly not-to-exceed $ 31,200
(assumes 260 man-hours)
6 Start-up and O&M Manual Lump Sum $ 20,000
7 Sales Tax Refund Lump Sum $ 8,000
Total of Items 1 - 7 Inclusive: $ 398,200.00

Fee amounts listed above shall not-exceed the amounts listed without prior written authorization.

1. The Owner agrees to pay the Engineer for the Work described for the amounts up to the not-to-
exceed pricing provided herein for the agreed upon scope described herein.

2. Reimbursable Expenses: There are no fees for reimbursable expenses from Carter & Sloope,
Inc. for the Basic Services of the Engineer. All costs associated with normal travel, meals,
printing/reproduction, etc. are included in our lump sum fee.

3. Additional Services: Services not included within the Basic Scope of Services above, which
are considered Additional Services, are specifically excluded from the Scope of the Engineer's
services, but can be provided on an hourly basis in accordance with Exhibit A in the Master
Agreement executed between the Owner and the Engineer. Additional Services include, but
are not limited to, the following:

a. Services resulting from significant changes in the scope, extent, or character of the Project
designed or specified by Engineer or its design requirements including, but not limited to,
changes in size, complexity, Client’s schedule, character of construction, or method of
financing; and revising previously accepted reports, Drawings or Specifications, or other
Project related documents when such revisions are required by changes in Laws and
regulations enacted subsequent to the date of this proposal or are due to any other causes
beyond Engineer’s control.
b. Services required as a result of Client providing incomplete or incorrect Project
information to Engineer.
c. Furnishing services of Engineer’s Sub-Consultants, if any, for other than Basic Services.

City of Stockbridge – Task Release 40 11
d. Preparing for, coordinating with, participating in and responding to structured
independent review processes, including, but not limited to construction management,
cost estimating, Project peer review, value engineering, and constructability review
requested by Client; and performing or furnishing services required to revise studies,
reports, Drawings, Specifications, or other Bidding Documents as a result of such review
processes.
e. Preparing additional Bidding Documents or Contract Documents for alternate bids or
prices requested by Client for the Work or a portion thereof.
f. Determining the acceptability of substitute materials and equipment proposed after the
Bidding or Negotiating Phase when substitution prior to the award of contracts is allowed
by the Bidding Documents.
g. Assistance in connection with bid protests, rebidding, or renegotiating contracts for
construction, materials, equipment, or services.
h. Providing Construction Phase services beyond the construction Contract Times, which is
estimated at 365 days.
i. Preparing to serve or serving as a consultant or witness for Client in any litigation,
arbitration, or other dispute resolution process related to the Project. Preparation time for
deposition and trial testimony or arbitration will be charged at hourly rate multiplied by
1.25. Actual time for deposition, trial testimony or arbitration including travel time will be
charged at hourly rate multiplied by 2.0. Reimbursable expenses will be charged at actual
cost multiplied by 1.15.
j. Providing more extensive services required to enable Engineer to issue notices or
certifications requested by Client and not specifically provided in the Basic Services.
k. Services in connection with Work Change Directives and Change Orders to reflect
changes requested by Client so as to make compensation commensurate with the extent
of the Additional Services rendered.
l. Services in making revisions to Drawings and Specifications occasioned by the acceptance
of substitute materials or equipment other than “or-equal” items; and services after the
award of the Construction Contract in evaluating and determining the acceptability of a
substitution which is found to be inappropriate for the Project or an excessive number of
substitutions.
m. Additional or extended services made necessary by (1) emergencies or acts of God
endangering the Work, (2) the presence at the Site of any Hazardous Materials and/or
Environmental Conditions (the presence of asbestos, PCBs, petroleum, hazardous
substances or waste, and radioactive materials), (3) Work damaged by fire or other cause
during construction, (4) a significant amount of defective, neglected, or delayed work by
Contractor, (5) acceleration of the progress schedule involving services beyond normal
working hours, or (6) default by Contractor.
n. Reviewing Shop Drawings more than two (2) times as a result of repeated inadequate
submissions by Contractor. In such an event, the Engineer shall prepare a Change Order
for the Client that will deduct the cost of these Additional Services from the Client’s
contract with the Contractor.
o. Archeological and Historical Preservation consulting;
p. Delineating wetlands or flood plain determinations.
q. U.S. Army Corps of Engineering Permitting;
r. Providing topographic surveys or construction surveys and/or staking to enable
Contractor to perform its work and any type of property or boundary surveys or easements
or related engineering or surveying services needed for the transfer of interests in real
property; and providing other special field surveys not specifically detailed in the Basic
Services.

City of Stockbridge – Task Release 40 12
s. Environmental Surveys including, but not limited to, wetlands, endangered species,
cultural resources, historic preservation resources or special sub-consultants for permits;
t. Preparing for and participating in public meetings and/or public hearings unless
specifically included in the Basic Services;
u. Other services performed or furnished by Engineer not otherwise detailed or provided for
in this Agreement.
v. All building and permit fees and building inspection fees.

City of Stockbridge – Task Release 40 13
V. The Primary Contacts
The Engineer designates the following individual as its primary contact for day-to-day
communications with the Owner under this Task Release:

Martin C. Boyd, P.E. (706) 769-4119
Name Phone

mboyd@cartersloope.com
Email

The Owner designates the following individual as its primary contact for day-to-day
communications with the Engineer under this Task Release:

Name Phone

Email

WITNESS the signatures of the Owner's and the Engineer's authorized representatives placed on
duplicate copies of this Task Release on the day and year first above written.

Carter & Sloope, Inc. (“Engineer”) City of Stockbridge (“Owner”)

Signature Signature

By: Martin C. Boyd, PE. By: Anthony Ford
Title: President / Senior Engineer Title: Mayor
Date: November 3, 2022 Date: , 2022

City of Stockbridge – Task Release 40 14
CITY OF STOCKBRIDGE - SPLOST V
Unaudited
12/31/2022
Expected Cumulative
Appropriation Revenues
SPLOST V
Revenues $ 20,525,909 14,131,316

2021 2022 Cumulative BALANCE
Expenses Expenses Expenses LEFT
SPLOST V
Roads, bridges, sidewalks and
transportation
$ 3,183,801 $ $ 0 0 3,183,801
LMIG (2023 Road & Resurfacing Program) 1,537,158 0 769,655 769,655 767,503
$ 4,720,959 $ $ 0 769,655 769,655 3,951,304
Civic Projects
9,000,000 0 0 0 9,000,000
Police Station 852,437 0 10,541 10,541 841,896
9,852,437 $ 0 10,541 10,541 9,841,896
Parks and Recreation
Parks System Plan 1,231,554 0 133,330 133,330 1,098,224
0 0 0
1,231,554 $ 0 133,330 133,330 1,098,224
Sewer/Water/Stormwater Infrastructure
4,720,959 0 0 4,720,959
0 0 0
4,720,959 $ 0 0 0 4,720,959

TOTAL EXPENSES $ 20,525,909 $ $ 0 913,526 913,526 19,612,382

NOTE: $9,000,000 (Civic Projects) to pay for Cultural Art Center
