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, November 12, 2024 – 12:00 PM Planning Department Auditorium I. Call to Order (12:00 p.m.) Mayor Kelly Girtz II. Items for Future Consideration – Questions Only A. HRC Workplan & People & Belonging Update. ..................................... Remy Epps People & Belonging Director B. Sycamore Drive Sidewalk – Project Concept. ....................................Josh Hawkins Capital Projects Director C. ACC Library – Schematic Design Presentation. .................................Josh Hawkins Capital Projects Director III. Items for Future Consideration D. Public Engagement Results .................................................................BerryDunn Leisure Services Masterplan Consultants E. Quarry Options .....................................................................................Hollis Terry Public Utilities Director IV. 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. NOVEMBER 2024 - MAYOR & COMMISSION WORK SESSION PEOPLE & BELONGING DEPARTMENT and HUMAN RELATIONS COMMISSION Remy Epps, PhD, Director of People & Belonging Donikia Gray, MSW, Programs Coordinator, People & Belonging TODAY’S AGENDA 01 About People & Belonging Department 02 People & Belonging Department Updates 03 Human Relations Commission Updates 04 Questions & Answers People & Belonging vs. Inclusion This name reaffirms our dedication to creating inclusive spaces that adapt and thrive amidst changing conversations and expectations globally Reflecting Evolving DEI Conversations Our name change aligns with global shifts in DEI, addressing charged discussions and prioritizing sustainable, people-centered approaches over traditional labels. Emphasizing Belonging for Lasting Impact Moving from “Inclusion” to “People & Belonging” highlights our commitment to a culture where everyone genuinely fits, feels valued, and can contribute meaningfully and Emphasizes people-first approach. Learning from Other Municipalities Inspired by successful models, this change supports a resilient, community-centered framework that meets the evolving needs of both our organization and the wider community. Importance vs. Sustainability Shifts focus from short-term diversity goals to sustainable cultural transformation. By prioritizing belonging alongside inclusion, we align with practices that ensure lasting impact and genuine engagement rather than superficial changes  Our Mission Our Vision Cultivate an inclusive, equitable, and supportive community We envision a community where every individual feels a by embracing diversity, equity, and inclusion principles. We genuine sense of belonging, equity, and inclusion. Our goal achieve this through education, advocacy, outreach, and is to create an environment where diversity is celebrated, all ensuring accessible city services and equitable outcomes for voices are heard, and every person has equal access to all community members and employees. Our dedicated opportunities and resources. We strive to be a model of efforts are focused on protecting the fundamental rights of fairness and inclusivity, proactively leading the way in individuals, recognizing and valuing diverse lived fostering a culture of respect, understanding, and mutual experiences, and using community input and research to support within Athens-Clarke County. proactively address and close equity gaps. Listen. Serve. Advocate STAFF CULTURE, CLIMATE, & COMPETENCE Strengthen a culture of accountability, inclusivity, and respect within the organization by enhancing training and communication, and ensuring workforce diversity reflects the community ORGANIZATIONAL SUSTAINABILITY Ensure long-term success by strengthening diversity, equity, and inclusion within the organization, and holding leaders accountable to create a welcoming environment for everyone. ACCOUNTABILITY TO RESIDENTS Build partnerships with diverse groups, include equity in decision- making, and revisit & consult policies that cause inequalities to enhance the community's quality of life.  What Do We Do? The People & Belonging Department operates TYPES OF SERVICES WE OFFER: with a dual focus: internally within the organization and externally within the broader Internal & External Guidance/Consultations community. This approach ensures that both employees and the public experience an environment rooted in equity, inclusivity, and Provide Internal & External Resources support. Offer Employee Support Customized Internal/External Training  WHAT WE’VE BEEN UP TOO Key Initatives & Projects ORGANIZATION-WIDE EQUITY STRATEGY We have made significant strides in formulating a comprehensive Equity Strategy designed to address disparities within our organization and promote a culture of fairness and inclusion. This strategy has been shaped through collaboration with diverse employee groups and stakeholders to ensure it reflects the diverse perspectives and needs of our workforce. ENGAGING WITH ATHENS! We continue to build and strengthen partnerships with local organizations, educational institutions, and businesses to collaboratively work towards shared equity goals. These partnerships are essential for creating a unified approach and leveraging resources to maximize impact. Community Events Total Hours* Attended & Hosted in last Year (estimate) LISTEN. SERVE. ADVOCATE  WHAT WE’VE BEEN UP TOO Key Initatives & Projects Training & Consulting We have initiated a series of equity training and development programs for county staff and community partners. These programs focus on building awareness, skills, and competencies needed to foster an inclusive environment and address systemic inequities effectively. Resources & Data Hubs Our department has prioritized the collection and analysis of equity-related data to identify gaps and monitor progress. This data-driven approach helps us better understand disparities and informs our decision- making to ensure equitable outcomes for all residents. Listen. Serve. Advocate  01 Pilot Testing of the DEI Training Program: The DEI training series will be piloted for select staff and community leaders, and feedback will inform any necessary adjustments. 02 Community Resource Hub Development: Progress will begin on a Expected People & Belonging centralized online hub providing resources for trauma support, counseling, and legal aid, aiming for a Q1 2025 launch. Department Accomplishments in Q2 03 Community Listening Sessions: Two listening sessions will be hosted to gather community feedback on experiences related to trauma and violence, providing crucial insights for further strategy development. 04 Introduction of a Reporting Mechanism: A confidential reporting system will be implemented to document and track incidents of racism, trauma, harm, and violence, helping inform preventive measures and future strategies. 05 Launch of the Language Guide: The language guide will be published across all departments and shared with community partners, accompanied by workshops for seamless adoption. 06 Center for Racial Justice and Black Futures Approval/ Linnentown Art: Pending approval, the Center for Racial Justice and Black Futures will take critical steps toward establishment, with community-led programming aimed at addressing racial justice.  OCTOBER 2024 2nd year Work Plan developed APRIL 2024 1st Members Terms Mission of HRC Expired Provide a communication bridge between the Mayor and Commission and the community and foster JANUARY 2024 dialogue throughout the community 1st Community Education Session MAY 2023 M&C Approved 1st Workplan * *Per Human Relations Commission Ordinance & Bylaws, M&C only approves the first-year workplan  UNLAWFUL DISCRIMINATION ORDINANCE (NDO)​ Assess and improve the accessibility of the Unlawful Discrimination Ordinance (NDO) and create an effective communication strategy INITIAL FOCUS COMMUNITY OUTREACH, RELATIONSHIP-BUILDING, AND AREAS (FY24) LISTENING​ Enhance community awareness of the Human Relations Commission (HRC) through outreach INTRODUCE COMMISSION & activities and community event support: CREATE BRAND RECOMMEND POLICY​ Make policy recommendations for 2024,that are relevant to its work, aligned with current community needs and feedback. KEY INDICATOR ACTIVITY OUTCOME Attended 20 community events, Expanded HRC presence and Events Attended including town halls, forums, and local visibility within the community, festivals connecting with diverse audiences Increased public awareness of Individuals Interacted With Engaged with over 10,000 community HRC services and mission, members through events, surveys, and fostering stronger community outreach efforts relationships Provided direct education on HRC HRC Hosted Events Organized 9 HRC-hosted events focused mission and services, fostering on equity, inclusion, and community community trust and rights understanding Measuring Progress of HRC KEY INDICATOR ACTIVITY OUTCOME Demonstrated dedication to HRC Hours per Member goals, enhancing the Committed 150 hours per member in effectiveness and impact of planning, outreach, and event support community outreach Community Awareness Developed a comprehensive action plan Broadened community awareness to raise HRC visibility, including social and knowledge of HRC resources media and informational campaigns and reporting pathways Conducted targeted outreach with local Strengthened ties with key Stakeholder Relationships leaders, organizations, and advocates stakeholders, creating through coordinated activities collaboration opportunities to address community needs Measuring Progress of HRC  KEY INDICATOR ACTIVITY OUTCOME Educated residents on the Community Education Session ordinance’s purpose, application, Hosted an education session on the Non- and how to report discrimination, Discrimination Ordinance boosting community trust in ACCGov’s commitment to equity Potential Steps include conducting needs assessment, engaging ACC Menstrual Product Researching ordinance to provide free stakeholders, and reviewing best Ordinance menstrual products in public facilities practices; proposal to be developed for Mayor & Commission consideration Increased awareness expected Communication Strategy Developing a comprehensive upon completion, with focus on communication plan to inform residents clear, accessible language and about the NDO outreach channels. Measuring Progress of HRC FY25 Focus Areas COMMUNITY OUTREACH, ORDINANCE REVIEW The Human Relations RELATIONSHIP BUILDING, AND Conduct thorough reviews Commission (HRC) focus LISTENING of existing policies for this year centers on affecting residents' rights, community outreach, Develop and implement tabling access, and equity, and and bridge-building initiatives equitable policy review, recommend improvements to foster stronger relationships and advocacy to foster a to align them with best between the community and practices and community more inclusive and local government standards. accessible environment in Athens-Clarke County. (NOVEMBER 2024 – JUNE 30, 2025) REFLECTS ALIGNMENT WITH FISCAL YEAR AND MEMBER TERMS Focus Area 1: Community Outreach, Task 1: Develop & Host Educational Series Create a speaker series (in-person or virtual) Relationship Building, covering key topics such as civics, budgeting, and Listening and ordinances under review. Strategy: Implement a tabling and bridge- building initiative to foster stronger community Task 2: Increase Visibility connection Develop branding materials and distribute through tabling at community events, social media, and local organizations.  Focus Area 2: Ordinance Review Strategy: Conduct a thorough review of key ordinances affecting resident rights and accessibility, recommending improvements to align with best practices and community standards. Access to Unlawful Juvenile Curfew Downtown Dress Menstrual Discrimination Ordinance (Sec. 3- Code * Products Ordinance 16 & Sec. 3-17) Assess and advocate Review ordinance for Analyze the Ensure the dress code for policies that ensure accessibility ordinance’s impact on respects diversity and free access to improvements, such youth and assess equity, avoiding menstrual products in as extending the filing enforcement equity. discriminatory practices. public facilities. period and adding translations. * Pending consult with ACC Attorneys Office ALL RECOMMENDATIONS MADE WILL REQUIRE MAYOR & COMMISSION APPROVAL  Fill Current HRC Vacancies* Continue work on Next Steps education series development Finalize recommendation on Menstrual Product Ordinance Get in Touch Contact us to get more info belong@accgov.com 301 College Ave 706-613-3015 accgov.com/belonging  TSPLOST 2023 Project 15 Sycamore Drive Pedestrian Improvements Project Proposed Project Concept MAYOR & COMMISSION WORK SESSION Category 2 November 12, 2024 Prepared by: • Keith Sanders, TSPLOST Program Administrator • Mike Kajder, TSPLOST Project Administrator • Stephen Bailey, T&PW Director 1 Presentation Purpose and Agenda Purpose: To present the Proposed Project Concept for the Sycamore Drive Pedestrian Improvements Project and identify proposed public engagement opportunities. The intent of this project is to improve pedestrian safety on and around Sycamore Drive in Athens, Georgia.  Project History  Initial Project Statement  Proposed Concept Design  Budget Summary Public Engagement  Next Steps  Questions & Comments 2 History - Project 15 – Sycamore Drive Pedestrian Improvements  On September 10, 2019 Transportation and Public Works staff conducted a Roadway Safety Audit for Sycamore Drive. This audit identified safety concerns along Sycamore Drive and non-capital fund improvements that could be used to address these issues. Some of the safety issues identified included: no sidewalk, pedestrians walking in the street, excessive speed by automobiles along Sycamore Drive and apparent dark areas at night from lack of or shaded street lights.  On October 4, 2021, Athens-Clarke County Southern Off Road Bicycle Association (SORBA) presented the original project request for a multiuse path to connect the Sycamore Drive area to Beech Haven Park and adjacent greenway projects. The original project application request was $8,940,000 for the project.  On May 24, 2022, Athens-Clarke County voters approved the TSPLOST 2023 Program referendum, which included Project 15 – Sycamore Drive Pedestrian Improvements Project with a budget of $1,500,000.  On July 16, 2024, the project was transferred from T&PW to Jacobs, for Project Management. Also, Atlas Technical Consultants, LLC, was selected as the on-call engineering firm to perform the professional design services for the project.  On November 6, 2024, at a Regular Session, Mayor & Commission voted to adopt a Commission Defined Option (CDO) which recommends moving forward with GDOT’s Safety Improvements along Atlanta Highway. The GDOT Project Concept includes a shared use path along the southside of Atlanta Highway where improvements at the intersection of West Broad Street and Sycamore 3 Drive; which will be coordinated with the Sycamore Drive Pedestrian Improvements Project. TSPLOST 2023 Project 15 Initial Project Statement Project 15, Sycamore Drive Pedestrian Improvements This project will provide for capital improvements for pedestrian improvements in the general vicinity of Sycamore Drive to provide improved pedestrian connectivity to Atlanta Highway, surrounding transit stops, businesses, and/or residential areas. Depending upon actual costs and funding availability, improvements may include, but are not limited to: sidewalks, crosswalks, signage, waste receptacles, lighting, and/or other similar safety improvements. To the extent allowed by law, budgeted project funds may be used as matching funds for leveraging grant opportunities. Additionally, to the extent allowed by law, other funding sources, including, but not limited to, grants, may be utilized to offset and/or reduce the project budget. Any unspent project funds that accrue as a result of the receipt of grants or other funding sources may be assigned to other approved TSPLOST projects. 4 Project Area Map corresponds with pictures on the next slide. 5  Existing Conditions along Sycamore Drive Sycamore Drive at dead end looking towards West Broad Street. No sidewalk, one street light and multifamily residential on both sides. 6  Existing Conditions along Sycamore Drive Sycamore Drive looking towards West Broad Street. No sidewalk, one (same) street light and multifamily residential on both sides. Steep slopes on left side of Sycamore Drive at back of curb. 7  Existing Conditions along Sycamore Drive Sycamore Drive looking towards West Broad Street. No sidewalk, one street light, no shoulder on left side of road and condominium complex on right side. 8 Existing Conditions along Sycamore Drive 9 Proposed Project Concept Map Concept Layout based on GIS information. Will be refined based on field run survey. 10 Proposed Project Concept Typical Section (looking towards W. Broad Street) Notes: • Typical section based on GIS information. Will be refined based on field run survey. • Based on GIS information it appears that the work will be able to be completed in the existing ROW. • Utilities located in shoulder section will be identified during the field run survey and relocated or the design modified to accommodate. 11  To be coordinated Concept Map Segment #1 with GDOT Proposed Project Concept 12 Concept Map Segment #2 13 Concept Map Segment #3 14 Sycamore Drive Pedestrian Improvement Project – Proposed Concept Design Budget REVENUES: $ 1,470,000 TSPLOST 2023 Project 15 – All Tiers EXPENSES: $ 96,150 Expensed or Encumbered $ 50,000 Designated Land/Easement Acquisition $ 140,670 Designated for Remaining Design $ 165,181 Designated Testing/Misc./PM Fee $ 168,000 Designated for Design and Construction Contingency $ 8,400 Designated for Public Art $ 841,600 Available for Construction of Sycamore Drive Pedestrian Improvements Designer’s estimated cost for complete scope of sidewalks, utility relocations, land, etc. = $952,000. This estimate exceeds budget by $100,400. Preliminary Design will include funding options and 15 potential phasing plan. Upcoming Proposed Public Engagement  Online information and survey seeking public input and comments  Postcards sent to property owners and residents along Sycamore Drive  Yard signs in community linking to online project information & survey  Coordinate with Family-Connection Community Leaders  Public Information meeting scheduled for December 12, 2024, at the ACC Library 16 Next Steps & Project Schedule  TSPLOST Oversite Committee November 2024  Public Engagement Nov./Dec. 2024  Concept Design Approval for M&C Consideration February 2025  Preliminary Design & Proposed Phasing Approval for M&C Consideration May 2025  Final Design, Permitting & Land Acquisition June 2025  Bidding and Contractor Award July 2025  Start Project Construction Phase August 2025  Construction Completion Spring 2026 17 Questions? 18  SPLOST 2020 Project 25 – East Side Public Library Project Work Session Presentation Proposed Schematic Design Review 11/12/24 Presented by: John Simoneaux, SPLOST Project Administrator Agenda & Purpose PURPOSE: Present the current Schematic Design to Mayor and Commission before it is presented to the public for comments. Final Proposed Schematic Design will come back to M&C, after public input, for further consideration and approval. AGENDA: • History • Schematic Design • Budget • Schedule • Next Steps • Q&A 2 HISTORY • On April 5, 2022, the M&C approved McMillan Pazdan Smith for the Design Professional and Construction Administration Services for the project. • On November 1, 2022, the M&C approved the Project Concept and Site Selection Criteria and authorized the SSC to advance the project into the Site Selection Stage II and ultimately to develop the Candidate Sites list. • On August 1, 2023, the M&C approved the Candidate Sites list for the project and authorized the SSC to advance the project into the Site Selection Stage III for the evaluation of the candidate sites and recommendation to the M&C for site acquisition. • On September 3, 2024, the M&C voted to approve 1030 Barnett Shoals as the selected site for the East Side Public Library Project. This kicked off the Schematic Design effort by the Design Professionals. 3  SITE PLAN Items shown that may require Additional Funding: • Potential Connection to Greenway • Outdoor Programming Area • Building Expansion • Deceleration Lane • Potential Hybrid Beacon for pedestrian crossing • Future Parking or entrance at Cotton Creek Drive 4 OVERALL FLOOR PLAN 5 BUILDING ELEVATIONS 6 BUILDING EXTERIOR 7 BUILDING EXTERIOR 8 Proposed Schematic Design Project Budget FUNDING SPLOST 2020 Project 25 East Side Public Library Funding Available $ 14,160,020 State Grant Funding Available $ 2,000,000 Total Funding: $ 16,160,020 Items shown that are not included in the Schematic Design but are planned for Proposed Project Budget future funding, when Expensed & Encumbered $ 856,805 available: • Potential Connection to Designated Additional Design & Construction Admin. Fees $ 600,000 Greenway Designated Testing, Utilities, PM Fees, and Commissioning $ 410,000 • Outdoor Programming Area Designated Public Art $ 61,000 • Building Expansion Designated Furniture, Fixtures, & Equipment $ 1,800,000 • Deceleration Lane • Potential Hybrid Beacon Designated Books and Resources $ 2,000,000 for pedestrian crossing Designated Project Contingency $ 1,732,215 • Future Parking or entrance at Cotton Creek Total Available for New Construction* $ 8,700,000 Drive * Cost estimator still developing estimate for Schematic Design (SD) documents. Cost estimate for 1030 Barnett Shoals at Site Selection Phase was approximately $9.7M. Based on SD Cost Estimate, some edits may need to be made to SD program to align with budget. 9 SCHEDULE 10 NEXT STEPS • 11/12/24 – Work Session Presentation to the Mayor and Commission • 11/13/24 – Public Engagement Online Survey goes live • 12/2 – 12/13/24 – In Person public engagement sessions • 12/13/24 – Public Engagement Online Survey closes • 2/4/25 – M&C Consideration of the Proposed Schematic Design 11 Questions/Comments 12 Ath e n s - C la rke C o u n t y U n i fi e d Gove r n m en t Leisure Services Master Plan Engagement Summary Presentation November 12, 2024 Presented by Lisa Paradis, Senior Manager BerryDunn 1  Provide an introduction to the Leisure Services Master Plan Purpose  Importance of Master Plan Process  Introduction to the planning team  Overview of process Present public engagement findings received  Touchpoints summary  Statistically Valid Survey Results  Online Tools: Survey, Interactive Map, Budget Priorities  In Person: Pop-ups, Community Events, Dot Voting, Focus Groups  Key Themes Discuss next steps for the project Q&A 2 Importance of the Master Plan Process Roadmap for the next 5-10 years Better defining the role of Leisure Services Understand opportunities to better serve the community Determine priorities for future investments (financial, facilities, programs, services) Plan for future growth and development 3 Overview of Planning Process 1 2 3 4 5 6 Project Engagement Analysis Visioning Implementation Draft and Final Planning and May - September October - January January - February Strategy Plan Administration March - April April - June 2. Engagement (Recently completed) 3. Analysis (We are here) 4. Visioning (This is next) • Statistically Valid Survey • Conduct inventory of parks, facilities, • Level of Service Analysis • Focus Groups trails, open space • Park Classification System • Stakeholder Meetings • Research similar providers • Natural/Culture Resource • Online Engagement Website (Survey, • Prepare inventory and analysis of Management Ideas Wall, Map) programs • Land Acquisition Review • Dot-Voting • Analyze Trends • Pocket Park Policy • Open Comments • Assess staffing, operations, and • Recommendations funding 4  Matt Lisa The Team Pond & Co. Kate Landscape Architect Becky BerryDunn Carson Prime Consultant Karington Rich Caylon Meredith IBCCES Athens-Clarke County Sensory & Leisure Services Department Inclusivity Specialist Jesse Tom BerryDunn Subject Matter Experts th A ty en n i Jason Adrian s- C m u l a rk m ETC e Co un ty Co National Survey Firm Lakita 5 Touchpoints Summary 4,491 6 Statistically-Valid Survey Q18: Demographics: Race 7,000 surveys printed and mailed to ACC by percentage of respondents (multiple selections could be made) residents 70% 60% Goal was 600 surveys, 619 completed 60% 56% 50% 5-page survey with cover letter 40% Option to take online or paper 30% 25% 26% 95% level of confidence, +/- 3.9% 20% 15% 11% 11% Survey respondents were representative of 10% 7% 4% 4% 3% community demographics 0% White Black Hispanic/Latino Asian Other Didn’t Respond One survey per household ACC Demographics Statistically Valid Respondent Demographics 7 Statistically-Valid Survey Findings by Zip Code Parks and Facilities Programs and Activities 30622: 30601: Lowest rating for “needs Highest rating for "needs met“ met” for programs and Empha for programs and activities activities overall overall Highest use of other Highest satisfaction of cities/county parks and nature/outdoor programs facilities Highest response of "Too far 30607: from home” Lowest satisfaction of aquatic programs overall 30602/30605: Lowest awareness of parks 30605: and facilities Highest satisfaction overall of programs 8 Statistically-Valid Survey: Facility Satisfaction 9 Statistically-Valid Survey: Facility Importance 10 Statistically-Valid Survey: Barriers 11 Statistically-Valid Survey: Communication 12 Statistically-Valid Survey: Program Satisfaction 13 Statistically-Valid Survey: Priority Programs Priorities for Facility/Amenity Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on facilities/amenities. The PIR equally weights (1) the importance that residents place on facilities/amenities and (2) how many residents have unmet needs for the facility/amenity. 14 Statistically-Valid Survey: Priority Facilities 15 Online Survey 16 Online Survey: Facility Improvements 17 Online Survey: New Amenities, Trails, or Facilities 18 Online Survey: Activities and Events 19 Online Survey: New Programs and Activities 20 Budget Tool 21 Interactive Map 22 Community Events & Pop-Ups We talked with over 2,100 people over 38 pop up events and 3 large community events (Hot Corner Festival, LatinX Festival, Star-Spangled Classic) Goals of public engagement:  Connect with underserved communities  Meet people where they are  Build awareness and promote more engagement online  Understand needs, gaps, and opportunities 23 Focus Group Feedback We talked with over 116 people over 12 focus groups. 24 Key Themes Taking care of existing parks and facilities Emphasis on trails, access, and connectivity Continued maintenance and accessibility improvements Additional resources for programs and activities  Continued emphasis on youth programming  More special events, adult programs, and nature/outdoor programs 25 Next Steps 1 2 3 4 5 6 Project Engagement Analysis Visioning Implementation Draft and Final Planning and May - September October - January January - February Strategy Plan Administration March - April April - June 26 Questions/Comments? 27 Quarry Options Mayor & Commissioners Work Session November 12,2024 Public Utilities Department  Agenda • History • Quarry options • Recommendations • Next steps FY23-25 Strategic Plan Goal Area 6: Built and Natural Infrastructure A-3. Develop timeline to have quarry online.  Why? • Public recreation • Economic development/new water source • Public Safety-Provide adequate fire protection • Resiliency  HISTORY • Drought history- 2007, 2012 and 2016. • Rock Hill Quarry Purchase: $23 million purchase (2020) • Population growth and Safe Yield Water Demand Forecasting: Rock Hill Quarry (RHQ) • Population Growth • 125,000 in 2020 • 200,000 in 2065 (almost 40%) • Water Demand • 25.5 mgd – Current Permit (during drought) • 12.3 Bear Creek Safe Yield (SY)* • RHQ Reservoir will double our Safe Yield • Will double our safe yield in a drought mgd - Million Gallons per Day * Safe Yield – safest amount of water use which meets demand during drought  INTAKE PUMP STATION System Components Description Existing Intakes • Located next to the existing intakes at the JG Beacham Water Treatment Plant. • Maximum station capacity of 20-25 MGD • 2 duty + 2 standby vertical turbine pumps New Intake Pump Station • 400 HP motor size Preliminary CONRAD DR. & NORTHSIDE DR. Analysis Workshop Summary (VWLP DWHG(DVHP HQW$FTXLVLWLRQ $UHD  ON SITE RESERVOIR PUMP STATION System Components Description Northeast On-Site Pump Station Low Head Pump High Head Pump Station • Maximum station capacity of • Maximum Station Capacity 14 MGD 14 MGD • 2 Duty + 1 standby vertical • 2 duty + 1 standby vertical turbine submersible pumps turbine submersible pumps • 1000 HP motor size • 700 HP motor size  High Level Cost • $259,624,717 • Civil • Raw Water Conveyance • River Intake Pump Station • On Site Pump Station • Site work • Design • Contingency Next Steps • Funding Strategy • Service Delivery Plan 2025 Update • Concept approval