Mayor & Commission Meetings

The meeting will be streamed live and available on-demand through YouTube (www.youtube.com/accgov), the YouTube app, and www.accgov.com/videos, as well as on- demand through the ACCGov Roku channel. WORK SESSION AGENDA UNIFIED GOVERNMENT OF ATHENS-CLARKE COUNTY, GEORGIA Tuesday, April 9, 2024 – 12:00 PM Planning Department I. Call to Order (12:00 p.m.) Mayor Kelly Girtz II. Items for Future Consideration A. Compensation Strategy .......................................................................Laura Welch Interim - Human Resources Director B. FY25 Strategic Plan....................................................................... Joseph D’Angelo Chief Data Officer C. ARPA Homelessness Award ..................................... Alejandra Calva & Marci Irwin Recommendations HCD Community Impact & Community Development D. TAD Process for Community ............................................................ Ilka McConnell Engagement Economic Development Director III. Adjourn NOTE: All reports are draft. No final action is taken at this work session. The Work Session is open to the public; however, public comments are not received.  FY25 Compensation Strategy April 9, 2024 FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 1 Purpose • Review ACCGov FY24 Compensation Strategy • Update on Turnover Data and Vacancy Rates as of March 2024 • Update on ACCGov’s Strategic Response to Recruitment, Retention, and Becoming an Employer of Choice • Update on Market Factors as of March 2024 • ACCGov FY25 Compensation Strategy FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 2 Review ACCGov FY24 Compensation Strategy • Unified Plan (non-Public Safety) – $4,730,000 7% Market Increase across the board (RETENTION) 6% Pay Table Adjustment (RECRUITMENT) 1% allocation for Pay for Performance (REWARD) • Public Safety Pay Plan – $2,515,000 All pending step increases fully funded (RETENTION) 7% increase in the Public Safety Plans (RECRUITMENT) • Employee Health Benefits: - $1,350,000 Held the cost of health insurance premiums that employees pay for the first half of Plan Year 2024 (January 1 2024 – June 30, 2024) to the same amount paid in Plan Year 2023. FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 3  Compensation Fiscal Investment - 1 Year Pay Table Adjustment Market Adjustment2 Performance Management3 All Funds % $ % $ % $ $ FY09 2.5% $126,375 2.5% $1,884,942 2.5% $1,560,629 $3,571,946 FY10 0.0% $0 0.0% $0 0.0% $0 $0 ACCGov has continued to invest in FY11 0.0% $0 0.0% $0 0.0% $0 $0 employee compensation over the FY12 0.0% $0 0.0% $0 0.0% $0 $0 FY13 0.0% $0 $500 $910,000 0.0% $0 $910,000 last six fiscal years. FY14 2.0% $87,340 2% $1,577,497 1.0% $837,673 $2,502,510 FY15 2.5% $123,613 2.5% $2,158,893 1.0% $942,737 $3,225,243 • $5.734M in FY19 and FY20 for FY16 2.25% $120,000 2.25% $1,900,000 0.0% $0 $2,020,000 Pay Study Implementation FY17 2.0% $105,200 2.0% $1,740,316 0.0% $0 $1,845,516 FY18 1.0% $55,000 1% + $500 $1,900,000 $1,134,000 - Market 0.0% $0 $1,955,000 • $6.760M in FY21 and FY22 for FY19 Pay Study - Half Year 1% + $200 $2,800,000 - Pay Study 0.0% $0 $3,934,000 Step Plan Implementation and FY204 Pay Study - Full Year 0.0% $0 2.0% $1,800,000 $1,800,000 Market Increases $750,000 - Market FY21 0.0% $0 1.0% 1.5% $1,300,000 $3,010,000 $960,000 - Step Plan FY22 0.0% $0 1.0% $750,000 - Market $960,000 - Step Plan 2.0% $2,040,000 $3,750,000 • $7.605M in FY23 4% - Unified $460,000 - Unified FY23 6% - Step Plan $1,710,000 - Step Plan 7.0% $3,500,000 - Market 2.0% $1,100,000 $7,604,700 FY23 Step Plan $520,000 - Step Increases $314,700 - Compression adj • $7.245M in FY24 6% - Unified $690,000 - Unified FY24 7% - Step Plan $1,995,000 - Step Plan 7.0% $3,500,000 - Market 1.0% $540,000 $7,245,000 FY24 Step Plan $520,000 - Step Increases 1 Pay Table - adjust salaries for competitiveness Total Comp Investment FY09-FY17 $14,075,215 2 Market Adjustment - across the board increases based on the cost of employment inflation factor Total Comp Investment FY18-FY24 $29,298,700 3 Performance Management - designed to reward and retain employees based on merit/performance 4 Step Plan was not finalized; funds not disbursed. FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 4 Turnover Rate (26 Pay Period Rolling, FT only) All Employees, All Sworn/Certified, All Civilian All Separations All Employees All Civilian All Sworn 30% Pay Study COVID Step Plan FY23 Pay FY24 Pay Implementation Shutdowns Implementation Increases Increases 25% 20% 15% 10% 5% 0% Jan 16 Jan 17 Jan 18 Jan 19 Jan 20 Jan 21 Jan 22 Jan 23 Jan 24 Turnover Rate (26 Pay Period Rolling, FT only) Separations by Length of Service All Separations 0 to 5 Years 5 to 10 Years 10 + Years 35% Pay Study COVID Step Plan FY23 Pay FY24 Pay Implementation Shutdowns Implementation Increases Increases 30% 25% 20% 15% 10% 5% 0% Jan 16 Jan 17 Jan 18 Jan 19 Jan 20 Jan 21 Jan 22 Jan 23 Jan 24 Hiring and Retention • 86.1% current FT filled positions; (77.5% FT filled positions at the end of FY23) • 13.9% vacant FT positions (1,529/1,776) (22.5% vacant FT positions at the end of FY23) • Hired 196; Terminated 126, 9.2% (FY24 YTD) (Does not include 139 internal promotions which create additional hiring activity.) FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 7 Vacancies by Department Departments that are 100% staffed (full-time): • Attorney • Clerk of Commission • Economic Development • Elections • HCD • IT • Magistrate Court • Operational Analysis • Probate Court • Solicitor • State Court • Tax Commissioner FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 8 ACCGov Strategic Plan – Goal Area #3 Strategy A.: Develop strategies to recruit, reward, and retain high performing employees, both internally and externally, including individuals coming out of the justice system Initiative 2.: Become and employer of choice. Milestones: 1. Implement pay increases in the form of Table Adjustment, Market Adjustment and Pay for Performance for the Unified Pay Plan. 2. Implement pay increases in the form of Table Adjustment and hiring incentives (where appropriate) that align with the market for the Public Safety Pay Plan. 3. Work closely with employees through surveys and data analysis to determine preferences with regard to Health Insurance and other benefits options. 4. As a fiduciary entity, improve retirement benefits and asset portfolios to include design change recommendations to future DB/DC offerings to meet recruitment and retention needs for a 21st century work force. 5. Establish and effectively communicate ACCGov Total Compensation Philosophy to include a 3-5 year budgeting strategy with appropriate balance of employee 1) pay, 2) health and wellness benefits, and 3) retirement benefits. FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 9 Milestones 1 and 2: Implement Pay Increases Unified Plan Public Safety Step Plans FY23 Pay Increases: $5,060,000 FY23 Pay Increases: $2,230,000 FY24 Pay Increases: $4,730,000 FY24 Pay Increases: $2,515,000 Attorney Pay Study: $ 196,807 Sheriff Deputy Pay Study: $ 100,000 Wage Floor Adjustments: $ 314,700 All Pay Plans  Employer Share of Health Benefits Costs, FY24 : $13.046 Million; increase of $1,350,000  Increased Employer Share of Health Benefits Costs from 68% to 71%  ACCGov held employee contributions for CY23 and the recommendation is to do the same for CY24 through CY27. This strategy aligns with the goal to get to 75% employer cost share. FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 10 Milestone 3: Surveys and Data Analysis  Employee Survey Completed According to the ETC Institute and based on the results of the 2023 Employee Survey, the areas that provide the most opportunity for increasing satisfaction among ACCGov employees are: 1. Ensuring employees are reasonably compensated in pay and benefits for the work they do. 2. Ensuring employees are adequately recognized for the work they do. FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 11  FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 12 Milestone 4: Retirement Plan Improvements • Defined Benefit, Pension Board  FY25 Pension Required Minimum Contribution: $14.9M  Working with Pension Fund Actuary to estimate cost of enhancements  Working with Pension Fund Actuary to determine feasibility of plan design restructure • Defined Contribution, Deferred Compensation Board:  Eliminated Fixed Income Default  Implemented Target Date Funds  Implemented Employee Loan Program  Considering recommending increase to employee matching  Considering expansion of Deferred Compensation Option in lieu of Defined Benefit Option FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 14  ACCGov is focused on retaining new hires beyond their five-year anniversary. Over one-third of our workforce was hired within the last five years. The Pension and Deferred Compensation Boards are currently working together to evaluate plan design changes. FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 15 Milestone 5: Total Compensation Philosophy  Annual pay increases that address recruitment (table increase), retention (market increase), and performance (performance management program increase) Pay remains competitive and aligned to the market. Pay Study contract awarded to Segal and set to kick off this month.  Five-year plan to increase employer cost share of health insurance premiums to 75%  Joint meetings between Pension Board and Deferred Compensation Board to develop updated retirement options that address recruitment and retention  Draft Collective Bargaining Agreement with Fire Department FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 16  Market Factors: Inflation Rates 3.2% Consumer Price Index* For the 12-month period ending in Feb. 2024 (CPI) 4.6% Employment Cost For the 12-month period ending in Dec 2023 Index** (ECI gov’t) *Average change over time in the prices paid by urban consumers for a market basket of consumer goods and services. Over the last 12 months, the all items index increased 3.8% (not seasonally adjusted) **Change in the cost of labor, free from the influence of employment shifts among occupations and industries. Wages/salaries up 4.3% for the 12 month period ending in December 2023 and 5.1% a year ago. Market Factors: Unemployment Rates 3.1% GA Unemployment Bureau of Labor Statistics, Feb. 2024 3.9% U.S. Unemployment Bureau of Labor Statistics, Feb. 2024 FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 18 Pension Plan and Benefits FY25 Estimates FY25 Pension Annual $14.90M Required Contribution Health Insurance (Actives) $19.13M OPEB $ 7.60M (Pre-65 health claims and HRA funding) FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 19 Unified Pay Plan – FY25 Pay Increase Estimates General Fund All Funds Increase to the Unified Plan Pay Tables 3% $0.207M $0.453M Market Increase* * Includes 1% merit increase 4% $1.296M $2.160M reallocated to market with PerPro in “Beta” for FY25 Pay for Performance 0% $0M $0M ESTIMATED TOTAL : $1.503M $2.613M FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 20 Public Safety Pay Plan – FY25 Pay Increase Estimates General Fund All Funds Increase to the Step Plan Pay Table 4% $1.664M $1.716M Step Increases for eligible employees $0.711M $0.738M ESTIMATED TOTAL: $2.375M $2.454M FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 21 Total FY25 Pay Increase Estimates General Fund All Funds Unified Plan $1.503M $2.613M Public Safety Step Plan $2.375M $2.454M Grand Totals: $3.878M $5.067M FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 22  QUESTIONS? FY25 Compensation Strategy - M&C Work Session 4/09/2024 4/8/2024 23 ACCGov Strategic Plan Refresh APRIL 9, 2024 How We Got Here Late 2021-February 2022: Sessions with stakeholders and Mayor and Commission to outline priorities March 2022: Mayor and Commission adopt original plan Late 2022-early 2023: Strategic plan used to inform FY24 departmental budget requests September 2023- Plan refresh with Mayor and Commission begins January 2024- Draft plan refresh presented to M & C Good Neighbors Led by Deputy Chief Harrison Daniel (ACCPD) and Dr. Remy Epps (Inclusion) Transform our community together The Good Neighbors goal exists to foster safer, more inclusive communities through proactive measures and collaborative efforts. The strategies under this goal aims to tackle systemic issues, such as racism, trauma, harm and violence while promoting accountability, rehabilitation and community cohesion. Key Priority Areas: Behavioral Health, Youth Development & Violence Prevention • Work to create and implement systems to identify, acknowledge, and address racism, trauma, harm, and violence in our community. • Proactively reform systems of accountability to reduce jail recidivism rates and plan for transition and returning residents. • Decrease crime and enhance public trust through collaborative strategies between the police and the community. • Propel community transformation by prioritizing the development of inclusive and inviting spaces that promote both physical and psychological well-being. Good Neighbors July 2022- ACCPD begins systemic tracking of social media posts for more effective communication August 2022- Co-responder and Alternative Response Teams deployed, dispatch protocols developed September 2022- Offender-handler dog training program launched November 2022- March 2023- Human Relations Commission bylaws and work plan adopted September 2023- ACCPD partnered with CCSD & Ebenezer West Church for a youth gang violence prevention discussion attended by 231 students September 2023- Linnentown Walk of Recognition dedicated December 2023- M&C earmark $1.25M for housing preservation and down payment assistance December/January 2024- RFP release and technical assistance for a community-centric Juneteenth celebration March 2024- 49th Community Police Academy to commence Identify and Close Gaps in Partnership With the Community Led by Alejandra Calva (HCD/ARPA) and Dr. Ilka McConnell (Economic Development) Empowering Athens Together The Identify and Close Gaps in Partnership With the Community goal team is charged with boosting collaboration, empowerment, and community-driven solutions in Athens. Our mission is to bridge divides, amplify voices, and create pathways to success for all residents through strategic partnerships and innovative approaches. Key Priority Areas: Workforce Development, Community Engagement & Building Trust • Partner to develop tools and relationships to increase awareness of and access to Athens workforce and workplace development opportunities. • Build and maintain two-way information pipelines through relationship building and resident engagement. • Identify ways to address unaddressed community needs and develop programs, policies, and processes to facilitate community transformation. • Ensure existing resources reach marginalized people and those most in need through effective and accessible social service delivery, nonprofit capacity building, and problem solving with connected community partners. • Support diverse, innovative, and creative economy. Identify and Close Gaps in Partnership With the Community July 2022- Second Chance Community Group meetings assist offenders in avoiding reoffending through community connection, counseling, job assistance January 2023- Diversion Center litter crew stood up in cooperation with Central Services August 2023- Community Impact Specialist (Grant Writer) positions filled in Housing & Community Development department August 2023- Core Values incorporated as rating metrics in employee performance evaluation system, PerPro December 2023- M&C approve Property Committee recommendations for Costa Building March 2024- Neighborhood Leaders continue to receive technical assistance from ACCGov staff, present FY24 accomplishments/FY25 scope at work session Organizational Improvement Led by Laura Welch (Human Resources) and Jeff Montgomery (Public Information Office) Empowering Excellence Together The Organizational Improvement goal team exists to enhance organizational effectiveness, foster a culture of excellence, and maximize impact through strategic internal innovation and collaboration. Our mission is to cultivate a dynamic and inclusive work environment where every employee can thrive, while continually improving our programs, processes, and services to better meet the needs of our community. Key Priority Areas: Judicial Center/Space Allocation, Procurement Restructuring & Document Management, Succession Planning, Recruitment, Retention • Develop strategies to recruit, reward, and retain high performing employees, both internally and externally, including individuals coming out of the justice system. • Create a culture for high performance: increase interdepartmental collaboration, events, better cross-departmental workforce strategy. • Improve internal programs, processes, policies and communication, while assessing how resources are allocated to meet existing and future needs for better service delivery and what we deliver. Organizational Improvement July 2022- On the job training for offenders in Central Services, Solid Waste and other departments September 2022- ARPA program and proposal reviews incorporate equity assessment tool December 2022- Community Engagement Playbook debuts January 2023- Contract management process streamlining study begins January 2023- Development of Board, Authority, Commission handbook commences October 2023- Technology Governance Committee initiates review protocol in Munis for flagging and evaluating new technology requests December 2023- 19 departmental or office strategic plans tracked in Clearpoint Quality, Stable, Affordable Housing For All Led by Bruce Lonnee (Planning) and Roderick Wallace (Housing & Community Development) Building Stronger Communities Together The Quality, Stable, Affordable Housing For All goal team is committed to addressing the pressing need for accessible and affordable housing options for all residents. Our mission is to create vibrant, inclusive communities where individuals and families have the opportunity to thrive and prosper, regardless of income or background. Key Priority Areas: Homelessness, Affordable Housing, Future Land Use • Support home ownership by increasing opportunities for low- and middle- income people to own a home and help people retain and remain in homes. • Update zoning code and development standards to enable diverse, affordable housing options that meet community needs, and identify funding/resources to support these efforts. • Preserve and increase the supply of affordable rental housing • Coordinate and implement the plan to Reduce and Prevent Homelessness alongside our partners. • Improve equitable housing opportunities in identified disinvested or underinvested areas. • Provide support to tenants to improve quality of life. Quality, Stable, Affordable Housing For All July 2022- Phase I demolition and construction of North Athens Downtown redevelopment commences October 2022- First Eviction Prevention program is completed, with additional $900K earmarked for 2023 distribution July 2023- Awareness campaign to promote Georgia Bright solar leasing program for income-qualified homeowners July 2023- Strategic Plan to Reduce & Prevent Homelessness and Affordable Housing Investment Strategic Plan delivered August 2023- Development of Fair Housing materials for distribution, with housing insecurity as primary focus, initiated December 2023- Temporary homeless encampment decommissioned March 2024- Public engagement for Future Land Use map kick off Safely Move Around Athens Led by Stephen Bailey (Transportation & Public Works) and Victor Pope (Transit) Safely Move Around Athens: Enhancing Mobility, Connecting Communities The Safely Move Around Athens goal team is working to transform the way we move within and beyond our city. Our mission is to provide safe, accessible, and efficient transportation options that connect communities, reduce dependency on automobiles, and enhance the overall quality of life for Athens residents. Key Priority Area: Current Service Delivery • Improve multi-modal travel options to provide safe opportunities for active transportation. • Provide enhanced public transportation through inter-city travel options to connect Athens residents with the surrounding region. • Expand multi-modal Transit access to reduce auto dependency and provide greater mobility for Athens residents. • Create more usable and aesthetically pleasing corridor connections between residential and commercial areas. • Enhance safety for all modes of transportation. Safely Move Around Athens May 2023- ACCGov Transit Development Plan (2023-28) delivered October 2023- All TAD advisory committees established and oriented November 2023- Safe Streets For All (SS4A) kickoff November 2023- Downtown parking deck revenue/expense assessment completed December 2023- Seventh (of 8 total) corridor planting completed- M&C approved in 2021. Eighth and final is Atlanta Highway-waiting for GDOT bridge completion January 2024- Pavement Condition Index completed, multi-year management plan being created February 2024- Vision Zero Action Plan consultant selected Built and Natural Infrastructure Led by Hollis Terry IV (Public Utilities) and Andrew Saunders (Central Services) Building Resilience, Sustaining Communities The Built and Natural Infrastructure team focuses on shaping a resilient and sustainable future for our community through strategic infrastructure planning and stewardship. Our mission is to create a robust infrastructure framework that supports the needs of our community while enhancing safety, identity, and environmental well- being. Key Priority Area: Current Service Delivery • Adequately plan infrastructure to support our community in the future. • Use equitable and sustainable infrastructure to enhance safety, identity, and a healthy environment. • Leverage local resources in stewardship of infrastructure. • Follow through on commitment to 100% Clean and Renewable Energy resolution. Built and Natural Infrastructure July 2022- Lead line inventory commences- 70% of all lines identified and inventoried to date, with no lead service lines found March 2023- Small tool 3-month electric conversion pilot study launches June 2023- Coalition of Local Governments and Clean Cities established to pilot solar leasing program (Savannah, Decatur, DeKalb county) July 2023- SPLOST-Advantage Behavioral Health partnership to propose a 9-array solar installation for new Mental Health facility August 2023- Draft rights-of-way acceptance process for CIP, TPW, SPLOST and GDOT projects September 2023- Primary Restore Our Rivers grant activities completed (7K plants planted, 150’ of streambank restored, 20 ac. Treated for invasive plant infestation, 6 chimney swift towers and 8 bluebird boxes installed) November 2023- Quarry dual operation plan presented to M & C Next Steps April 9, 2024: Progress update to Mayor and Commission work session May 2024: Mayor and Commission vote to adopt plan revisions August 2024: Mayor and Commission retreat to re-examine current plan, set a course for next 3 year plan (Fiscal 2026-28) September-December 2024: Staff discusses FY26 budget priorities, alignment with organization and departmental strategic plans and performance measures January 2025: Departments submit FY26 proposed budgets January-February 2025: Mayor and Commission receive and consider draft of 26-8 plan April 2025: New FY 26-8 plan adopted UNIFIED GOVERNMENT OF ATHENS-CLARKE COUNTY Housing and Community Development Department MAYOR AND COMMISSION WORK SESSION ARPA HOMELESSNESS FUNDING RECOMMENDATIONS April 9, 2024  Purpose & Agenda • Overview of ARPA Homelessness Funding • Review role of Athens Homeless Coalition as ARPA Homelessness Advisory Group • Review ARPA Homelessness Applications & Funding Recommendations • Next Steps 2 Overview of ARPA Homelessness Activities to Date 3  ARPA Homelessness Funding • On March 1, 2022, the M&C allocated $5M of ARPA to address homelessness. • On October 3, 2023, the M&C approved a CDO that included: • Directed creation of RFP for ARPA Homelessness funds • Added $195,000 from ARPA homeless funds for the physical health care of the homeless in accordance with key strategy #4 related to establishing comprehensive street outreach, and use $195,000 ARPA workforce funds for “partnerships for employment” • On January 2, 2024, M&C approved a CDO that included: • Approval of Athens Homeless Coalition scope of work & budget ($1.08M) • Awarded $550K to Salvation Army • Authorized $500K for ACCGov’s Warming Shelter Plan • Approved release of $2,830,000 through competitive RFP, and directed Homeless Coalition to participate in RFP review 4  Members of ARPA Homelessness Advisory Group The Athens Homeless Coalition Board, which was formed in January 2024, designated the following individuals to assist HCD in reviewing the RFP and developing funding recommendations: 1. Sally Kimel-Sheppard 4. Chris Griner 2. Katherine Adams 5. Cole Shackelford 3. Alexa Rae Reininger 6. Linda Ford 5  Conflicts of Interest • Conflicts of Interest “No member of the Athens Homeless Coalition, Inc.: ARPA Homeless Advisory Committee may use his/her position for a purpose that is, or gives the appearance of being, motivated by a desire for private gain for themselves or specific others, particularly those with whom they have family, business or other ties….” • Abstention from Voting • 1 committee member abstained from reviewing ABHS – Low- Barrier Shelter due to conflict of interest 6 ARPA Homelessness RFP Applications 7  Overview & Available Funding • Total of $2.83M of ARPA Homelessness funding available (per CDO) • 3 RFPs focused on key strategies identified through Strategic Plan to Reduce & Prevent Homelessness (SPRPH) 1 2 3 •Increase Low •Diversion and Unsheltered Initiatives •Comp. Street Supportive Services Barrier Shelter Rapid Exit Low Barrier Shelter Units •Landlord Outreach Focused •Physical Initiatives Healthcare •Partnerships for Services Employment •Housing Surges for Encampments Applicants may submit a maximum of 3 total proposals across the 3 RFPs. 8 Each activity type will require a separate application.  Evaluation Criteria (Staff & Advisory Committee) Evaluation Criteria Maximum Points Budget & Leverage 10 Feasibility/Timeline 20 Organization Capacity & Qualifications 15 Clarity/Quality of Proposal 20 Women & Minority Businesses 5 Local Businesses 5 Letters of Support 5 Risk Assessment 20 Total 100 9 Overview of Applications Received • Total available funding (per CDO): $2,830,000.00 • 11 applications received, total request: $6,528,427.06 Funding Requested: $6.53M Funding Available: $2.83M $3.7M Gap $0 $1 $2 $3 $4 $5 $6 $7 10 (in Millions) Overview of Applications Received • 5 Proposals Low Barrier • 1 congregate Shelter • 4 non-congregate • $3,086,497 • 4 Proposals Supportive • 1 Diversion & Rapid Exit Services • 3 Workforce Development • $3,057,476 • 2 Proposals Unsheltered • 1 Physical Healthcare Services Initiatives • 1Housing Surges for Encampment • $384,455 11  Committee Ranking and Recommendation Committee Committee Requested Funding Recommend Rank Applicant - Program Votes Score Amount (% of request) (Y to N) (of 100) ABHS - Encampment Crisis 1 $200,000.00 13 to 0 93.73 $200,000.00 (100%) Response Athens Area Habitat for Humanity- 2 $163,110.00 13 to 0 91.27 $163,110.00 (100%) Family Promise Habitat Expansion Divas Who Win Freedom Center 3 Inc - She Works Employment $200,250.00 12 to 1 90.90 $200,250.00 (100%) Initiative Family Promise of Athens - 4 $200,000.00 13 to 0 89.73 $200,000.00 (100%) Diversion Up to $1,500,00 ABHS- Low-Barrier Shelter 5 $1,500,000.00 12 to 0 88.30 (100%), but no less (Mitchell Bridge) than $1,339,817 (89%) Project Safe, Inc. - Shelter 6 $142,618.00 13 to 0 87.73 $142,618.00 (100%) Improvement The Athens Wellness Clinic - 7 $184,455.00 13 to 0 84.18 $184,455.00 (100%) Healthcare for the Homeless Economic Justice Coalition - Above 8 and Beyond Homecare $905,268.00 10 to 3 60.64 $400,000 (44%) Cooperative, LLC. Up to $2,990,433 TOTAL $6,528,427.06 12 but no less than $2,830,000  Committee Ranking and Recommendation: NO FUNDING Committee Committee Requested Funding Rank Applicant - Program Votes Score Amount Recommend (Y to N) (of 100) About Face International - 5 to 7 9 Leading People to a New $1,751,958.00 54.00 $0 (1 undecided) Way of Life Twin Angels, Inc. - Harmony 4 to 8 10 $462,530.56 49.36 $0 Haven (4 units) (1 undecided) Twin Angels, Inc. - Homeless 5 to 7 11 $818,237.50 45.27 $0 to Home (60 beds) (1 undecided) Summary of Key Concerns from Committee Members: • Lack of organizational capacity and experience managing federal funding • Unclear program design • Project feasibility, including timeline 13  Next Steps M&C Agenda Setting Meeting April 16, 2024 M&C Voting Session May 7, 2024 Initiate Contracting By May 10, 2024 Executed Contracts ~60 days after agency submits all necessary documentation (e.g., insurance proof, etc.) Funding Available Through December 2026 14 Questions or Comments? 15  East Downtown TAD Advisory Committee Community-Identified Priority List  Purpose • To describe the TAD community engagement process and how a Community-Identified Priority List for each TAD will be created • Update the Mayor and Commission on the East Downtown TAD Community-Identified Priority List  Brief History • December 31, 2020: Six TADs were created to help fund Community Benefits in the areas of Affordable Housing, Economic Development Opportunities, Public Infrastructure and CCSD and Youth Development • April 6, 2021: M&C voted to create an ordinance establishing separate advisory committees for each of the TADs • November 2, 2021: Mayor Girtz announced the 7 individuals who would serve initially on the East Downtown TAD Advisory Committee • February 6, 2024: M&C voted to distribute 70% of yearly increment from East Downtown TAD to East Athens Neighborhood Geographic Area  Community Engagement Process TAD Advisory Committee Staff Presents Community- Public Meeting(s)and Survey to Creates Community-Identified Identified Project List to Gather Community Input on Project List within M&C Mayor and Commission at Specific Projects within TAD Prioritized TAD Goals Work Session Mayor and Commission Accept Staff Researches Information and Staff Reports Findings to TAD the Community-Identified Options to Accomplish First Advisory Committee Priority List Priority Project Staff Collaborates with If recommended by TAD Advisory Mayor and Commission Appropriate Depts. and Committee, Staff Submits Approve, Modify, or Deny the Consultants to Draft Agenda Item to M&C for Concept Concept for the Priority Budget and Construction of Priority Project Project of Priority Project If recommended by TAD Advisory Mayor and Commission Staff Presents Budget, Design Committee, Staff Submits Approve, Modify, or Deny the and Construction Timeline to Agenda Item to M&C for Budget, Budget, Design and TAD Advisory Committee Design and Construction of Construction of Priority Priority Project Project  East Downtown TAD Engagement Timeline • May 11, 2023 and May 17, 2023: Two Community Input Open House Sessions • Invitation to provide input in person or online via survey was pushed out via NewsFlash, email, postcards to each residential address within the TAD, and yard signs during the month of May • June – September 2023: East Downtown TAD Advisory Committee met with ACCGov Depts to understand current/planned capital projects within the TAD • October 21, 2023: Economic Development Dept. attended a community meeting hosted by Inner East Athens Neighbors, Inc. to receive input on how TAD funds should be spent within the district. • December 4, 2023: East Downtown TAD Advisory Committee began discussing and prioritizing the input received by the community to create a Community-Identified Priority List to put in front of the Mayor and Commission for their approval. • February 22, 2024: the East Downtown TAD Advisory Committee finalized their Community-Identified Priority List to bring forth to Mayor and Commission for their approval.  Top Ten Priorities from Community-Identified Priority List • Affordable Housing As of February 20th, the 1. Apartments East Downtown TAD 2. Home Ownership Account balance is 3. Support for Existing Homeowners $ 540,696.01 • CCSD and Youth Development 4. Healthcare and Wellness 5. Explore Options to Improve Trade Education for Youth 6. Walking Tracks around Heard Park Field and other improvements to field 7. Exploring Further Options for Outdoor Updates to Heard Park 8. Renovations and Updates to Miriam Moore Campus • Economic Development Opportunities 9. Grocery Store 10. Explore Options to Improve Trade Education for Adults  East Downtown TAD Next Steps If recommended by TAD Advisory Staff Researches Information and Staff Reports Findings to TAD Committee, Staff Submits Options to Accomplish First Advisory Committee Agenda Item to M&C for Concept Priority Project of Priority Project Staff Collaborates with Mayor and Commission Appropriate Depts. and Staff Presents Budget, Design Approve, Modify, or Deny the Consultants to Draft and Construction Timeline to TAD Concept for the Priority Budget and Construction Advisory Committee Project of Priority Project Important Notes: If recommended by TAD Advisory Committee, Staff Submits Mayor and Commission Approve, Modify, or Deny the • All Priority Projects listed may not occur, due to lack of funding and or Agenda Item to M&C for Budget, Budget, Design and feasibility Design and Construction of Construction of Priority Priority Project Project • To make any changes to the accepted Community-Identified Priority List, the TAD Advisory Committee must send the requested modified Priority list back to the Mayor and Commission for acceptance