04-15-2021 - city council committees meeting

AGENDA

City Council Committees Meeting

5:00 PM - Thursday, April 15, 2021

HYBRID MEETING:

- Douglasville Conference Center, Auditorium

6700 Church Street, Douglasville, GA 30134

- Virtual Teleconference Via Zoom

1. Call to Order

Mayor Rochelle Robinson

2. Housing & Community Affairs Committee - Chairwoman LaShun B. Danley

A.

Interview a candidate for a potential appointment to the Douglas County Community Services Board.

(Chelsea Jackson)

Item #21-155 - Pdf

3. Economic Development Committee - Chairman Terry Miller

A.

Interview a candidate for a potential appointment to the Douglasville Downtown Development Authority.

(Chelsea Jackson)

Item #21-154 - Pdf

B.

Discussion regarding an event proposal on O'Neal Plaza by Broad Street Station. (Aaron Szarowicz)

Item #21-150 - Pdf

4. Finance Committee - Chairman Mark Adams

A.

Staff report on the proposed ordinance to amend the City of Douglasville's Fiscal Year 2020-2021 General

Fund Budget. (Karin Callan)

Item #21-146 - Pdf

B.

Staff report on the proposed ordinance to amend the City of Douglasville's Fiscal Year 2020-2021 Multiple

Grant Fund Budget. (Karin Callan)

Item #21-148 - Pdf

5. Other Business

6. Adjournment

AGENDA ITEM REPORT Item Number: Meeting: Staff Contact:

21-155 04-15-2021 - City Council Committees Meeting Chelsea Jackson, Assistant City Manager

Interview a candidate for a potential appointment to the Douglas County Community Services Board. Attachments: Antoinette Wright Resume 2021 (002) BOH_Roles-and-Responsibilities-of-BOH-Members Budget Impact: Is this an Agreement or Contract: N/A If YES, check one: ☐ Original Agreement

☐ Change Order, Change Order # Is it budgeted? N/A If so, what Account #?

Agenda Item #2.A. Housing & Community Affairs Committee - Chairwoman LaS...

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1 WRIGHT

ANTOINETTE WRIGHT, MPH CERTIFIED SENIOR CARE MANAGER (CSCM)

SKILLS • Organizational Skills • Time Management • Customer Service Excellence • Training and Development

• Client Relations • Networking • Leadership Development • Elderly Care

WORK HISTORY ADMINISTRATOR/OWNER, 09/2020 to Present Affordable Family Home Care Services, LLC –Serving Douglas County and the surrounding areas. • Oversee, organize, administer, and operate private home care agency in accordance with laws and

regulations in the State of Georgia. • Certified CSCM with the expertise to provide a full spectrum of care services to senior and those with

disabilities. • Manage, control, coordinate, and supervise the fiscal activities of the agency, including funding

development, budget negotiations, generation of client care revenue, and contract preparation, negotiation, and approval.

• Develops employee excellence through recruitment, retention, training, motivation, and reward. • Monitors the record system and statistical reporting system for proper documentation, planning, and

evaluation. • Oversee care delivery and client outcomes to ensure that care meets the clients’ needs. • Ensure that the numbers and qualifications of personnel available to provide and supervise services are

sufficient to implement the plans of care and treatment to meet the medical, nursing, and rehabilitative needs of the clients.

CONTRACT ADMINISTRATOR II, 11/2015 to 05/2020 Performance Contracting Inc – FAYETTEVILE, GA • Demonstrated ability to set priorities and meet deadlines, by managing document control procedures

while processing all functions of a weekly multi-state union payroll. • Managed supply, space requests, safety documentation, • Was responsible for Accounts Payable, Accounts Receivable, Employee Maintenance, company fleet,

and DOT logs.


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2 WRIGHT

• Was responsible for travel and expense tracking, accident reporting, and telephone communications. • Project managed special projects around planning and coordinating multiple presentations, disseminated

information, coordinated direct mailings, and revised internal processes. • Created an interoffice audit checklist procedure to audit time while increasing efficiency and compliance

more effectively with company policies. • Established an online branch filing system to convert paper into electronic documents for increased

productivity. • Event planned all office activities for over 150 employees. • Analyzed financial discrepancies, payroll, credit card transactions, and budgeting.

SENIOR CLINICAL TRAINING SPECIALIST, 11/2010 to 08/2015 United Allergy Services– Atlanta, GA • Conducted and educated patients on quality allergy testing and formulated allergen immunotherapy. • Checked patients in, collected and verified insurance information, compiled new patient forms,

scheduled appointments, and updated patient files. • Ensured safe operations through OSHA and HIPPA standards, evaluating employees’ performance, and

guiding them as needed. • Facilitated daily conference calls, interdisciplinary rounds for communication, feedback, problem

solving, staff training, development, and sharing of program results. • Optimized day to day operations, including patient care, quality assurance, safety risk management,

work environment, and facility maintenance at over 50 healthcare facilities. • Educated, coached, and mentored 100+ new hires in multiple positions. • Promoted to Implementation Specialist as result of demonstrating exceptional product knowledge,

education, and achievements. • Promoted to Senior Training Specialist and recognized as a service matter expert (SME) because of

demonstrated expertise in clinical delivery. • Collaborated with various healthcare providers and administrators to create patient-centered

environments and supportive care for patients and families. • Established guidelines and documentation procedures by evaluating and communicating trainee

participation and performance in reports to management. • Created online training programs for educations of clinical laboratory specialist.

SENIOR PAYROLL SPECIALIST, 11/2009 to 07/2010 UF Health Jacksonville – JACKSONVILLE, FL • Managed bi-weekly, in-house payroll processing functions for 3K employees. • Processed and reported on new hires, leaves of absence, terminations, transfers, direct deposits, and

manual and payroll checks. • Maintained court orders garnishments, IRS Levies, and child supports.


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3 WRIGHT

• Designed and implemented online training curriculum for timekeepers that provided step by step process on the functionality of Kronos Time System.

• Designed a payroll manual for staff on how to perform documented payroll processes.

EDUCATION MASTER of PUBLIC HEALTH (M.P.H.), with honors, 2/2015 American Public University Systems - Charlestown, WV

BACHELOR OF SCIENCE, BIOLOGY Francis Marion University - Florence, SC

VOLUNTEERISM • Veterans of Foreign Wars Auxiliary Group Member, Since 2021 • Dose of Douglasville Citizen Academy, Douglasville, GA, 2020-2021 • Homestead Hospice, Companion Support Volunteer, Cartersville, GA. Since 2020 • Hostess/Usher- Linked Up Church, Powder Springs, GA, Since 2020 • CERT- Community Emergency Response Team, Douglasville, GA, Since 2019 • American Cancer Society: Road to Recovery Volunteer Coordinator, Serving Douglas, Paulding,

Carroll Counties, Since 2019 • Douglasville Citizen Law Enforcement Academy, Douglasville, GA, 2018 • Gentiva Hospice: Companion Support, Douglasville, GA, 2015 • Red Cross: Disaster Services, Douglasville and Paulding County, GA, Since 2015

ADDITIONAL TRAININGS Financial Management Certificate- April 2021

TECHNICAL PROFICIENCIES Microsoft Office Suite (Word, Access, Excel, and PowerPoint) Windows, PeopleSoft, HRMS/HRIS, Salesforce, Kronos


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Roles and Responsibilities 2015 1

Roles and Responsibilities of Board of Health Members

Transcript This training is an introduction to the Roles and Responsibilities of Board of Health Members. The topics covered include:

1. Who serves on the county board of health in Georgia; 2. County board of health management and operations; 3. Primary functions of the county board of health; and 4. The ethical obligations of board membership.

Introduction to Public Health in Georgia Both the state Department of Public Health and the county boards of health govern the public health system in Georgia. Public health services are provided by both the state and the local health departments, with each being responsible for administering a distinct set of programs. This is referred to as a hybrid system of administration and services. Let’s briefly review the structure of public health in Georgia. The state public health agency, or Department of Public Health, is led by the health commissioner who is a medical doctor appointed by the state governor. The commissioner and staff at the Department of Public Health serve to develop and implement statewide public health policy; to operate several statewide programs such as disease surveillance and vital records; and to establish standards and regulations that protect the public’s health, such as health screenings in public schools and restaurant inspections. Each of the 159 counties in the state of Georgia has a health department. These counties are organized into 18 health districts. A district health director, who is a physician, serves as the chief executive officer of the district and the county health departments within it. The district health director serves as the bridge between the state public health agency and the local health departments. For Georgia, it has been found that organizing into health districts allows the county health departments to share a common chief executive officer and a central administration staff, thus conserving resources and increasing efficiency. Every county health department is governed by a county board of health comprised of elected and appointed community representatives under the supervision of the district health director. The primary responsibilities of the county board of health are to assess the needs of the community, provide policy guidance, and exercise general oversight of the health departments.


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Georgia’s public health responsibilities, therefore, are shared by the state Department of Public Health, the district health directors, the county health departments, and the county boards of health, who all work together to improve the health of all Georgians. Who serves on the county board of health? To better understand the roles and responsibilities of the county boards of health, let’s first take a look at how the county boards of health are structured and who serves on them. Georgia state law mandates that each county board of health must have seven members with a very specific set of requirements: The county’s chief executive officer holds the first position. A designee who holds elected office in the county’s governing authority may serve instead. Position 2 is held by a licensed physician who is actively practicing medicine in the county. If the county has fewer than 4 physicians, or if there are no physicians willing to serve on the board, a licensed nurse, dentist or other person who is familiar with medical services in the county may be appointed instead. A community member who is a consumer, or a consumer advocate of health services and not a health care provider, fills the third position. The fourth position is also a health services consumer but more specifically represents the needy, underprivileged, or elderly population in the county. The school superintendent of the county, or a designated employee of the school system, serves as the fifth member of the board. Position 6 is held by the chief executive officer of the governing authority of the largest municipality in the county such as a mayor. Lastly, the seventh member is a licensed nurse or an additional health consumer who is specifically interested in promoting public health. The district health director in each of the eighteen health districts in Georgia serves as the chief executive officer of each county board of health in his or her health district. Together, this group of individuals represents the population of the county with each person bringing a unique perspective on the health of the community. Management and Operations of the County Board of Health Now let’s review how the board of health is required to operate according to the law in Georgia.


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The county board of health is mandated by state law to establish and adopt its own by-laws and to conduct meetings at least once a quarter. Beyond this the law does not dictate how a county board of health should organize itself or conduct business. Although each board is required by law to meet at least once a quarter some choose to meet more frequently. Typically boards choose to elect a chair, vice-chair, and a secretary and they often choose to conduct meetings using Roberts Rules of Order. These practices are left to the individual board of health by-laws and/or membership discretion. According to state, law board of health meetings must be open to the public and are subject to the Open Meetings Act of 2012. The date, time, and place that the meetings are held must be announced to the public at least one week in advance along with the meeting agenda. Meeting announcements should be posted on the board of health’s or health department’s website if they have one, as well as at the location where meetings are usually held. There should be no closed sessions unless there has been legal advice to the contrary. Minutes of the meetings must be posted publicly within two days of the meeting time. As with meeting announcements, minutes are posted on the board of health’s or health department’s website if they have one, as well as at the location where meetings are usually held. Additionally, members of the public are allowed to film or record the meeting if they wish to do so. Records pertaining to county board of health business must be provided to any person requesting them within 3 days of the request in accordance with the Open Records Act of 2012. If this is not possible, a written explanation must be given to the person requesting the records stating when the documents will be made available. As with the Open Meetings Act, there are exceptions to the Open Records Act, but requests to disclose a document should not be refused except upon legal advice. Functions of the County Board of Health By law, the county board of health has several key functions. First, the board of health has an important role pertaining to the budget for the local health department. The district health director submits a yearly budget for operations which must be voted upon by the board of health, and subsequently presented to the county commission for funding. An effective board of health will work closely with the district health director to learn about health needs in the community. The board of health will then help to secure funds for programs to address identified gaps in services by advocating for them to the county commission or other funding sources.


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A second key function of the county board of health is to vote on the Department of Public Health commissioner’s recommendation for filling the position of the district health director. The district health director is a state employee but the county boards of health in the district must approve his or her appointment. Additionally, board of health members may be asked to serve on search and/or interview committees for candidates of this position. Thirdly, the board of health, along with the county commission, is tasked to vote on any changes to the boundaries of their health district proposed by the state Department of Public Health. Lastly, the board may also adopt public health rules and regulations, provided they are not in conflict with those of the Department of Public Health. Although not required by law, board of health members play a vital role as the eyes and ears of the community. As such, they can provide insight and policy guidance to the district health director and the health department that can be used to continuously improve their capacity to meet the unique health needs of their community. A good working relationship with the district health director is of key importance in fulfilling the roles and responsibilities of the county board of health. The district health director can advise the board in all aspects of the programs and services offered by the health department, as well as the needs of the population being served. It is important to understand that the district health director reports to both the state commissioner of public health and to each county board of health in his or her district. Remember also that many districts have multiple county boards of health, which further increases the number of entities to whom the district health director reports. Answering to several different bosses is very difficult indeed and it is therefore very important that the day-to-day operations of the health department be left to the district health director. Rather, it is the board of health’s duty to partner with the district health director on policy guidance, agency direction and planning issues. The Ethical Obligations of Board of Health Members There are certain ethical obligations that come with serving on the board of health, many of which are common to all who serve in the government. Board of health members must take an oath of office upon being appointed to the board. After the oath is taken, board members are considered officers of the county government and as such have ethical obligations and responsibilities. One important ethical obligation is for a board member to excuse himself or herself from any action or discussion of a particular matter if they have any financial interest, direct or indirect, in that matter.


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For example, if a board member is an owner, part owner, or has a family member who owns a local restaurant, he or she should not participate in any discussions about that business, such as an inspection failure. Another example is if a business contributes to the political campaign of a board member, then that board member should abstain from any decision-making regarding that business entity. If the member is unsure whether a conflict of interest exists, he or she should seek the help and advice of the district health director, and if needed, seek legal advice. It is of utmost importance to maintain the public’s trust by being sure there is no perception of personal gain from official actions. Other ethical obligations to note include upholding the Constitution, laws, and regulations of the United States and the State of Georgia. Special favors should not be granted nor should gifts be accepted, as these might be perceived as payment for influence. If corruption or mishandling of funds is discovered, it should be exposed through the proper channels. Even decisions regarding resource allocations for public health programs and services can be seen as an ethical dilemma for a board of health as they grapple with funding needed for programs. If programs target particular population groups, other groups in the community may perceive the intent as unfair or as favoritism. So it is important for boards to ensure that resources are being allocated based on evidence-based practices, when available. Board of health members may have access to confidential information, such as medical records, related to their position on the board. This information should be closely guarded and not shared with anyone unless it is necessary for legal purposes. Confidential information should also not be used for the personal gain of any members. It cannot be overemphasized that the public’s trust is of utmost importance in being an effective board of health. When the public trusts the health department as a whole, it is far easier to implement health promotion and disease prevention programs than when there is distrust. The leadership that the board can provide in gaining and maintaining the public trust is an important role for the local board of health. In closing, the county board of health plays a critical role in the public health system in Georgia. Most importantly, cooperation, communication, trust, and respect at all levels of the public health system are essential to meeting the goal of a healthy community.


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Discussion Questions Consider the following questions:

1. What are the things that public health does well in your community? 2. What are the challenges of serving the public health needs of your community? 3. What community assets, stakeholders and organizations (public health, health

care, and other community organizations) could be engaged to help support the work of public health?

Resources for Boards of Health Leaders within your community, including the district health director, may have further insight into these issues. In addition, for more information on the roles and responsibilities of county board of health members, review:

• Georgia Department of Public Health: A Guide to Serving on the County Board of Health

• Georgia Public Health Association: Boards of Health Training Videos (http://www.gapha.org/board-of-health-training-videos/)

• National Association of Local Boards of Health (http://www.nalboh.org/index.html)


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http://www.gapha.org/board-of-health-training-videos/

http://www.nalboh.org/index.html


References: Baum, N. M., Gollust, S. E., Goold, S. D., & Jacobson, P. D. (2009). Ethical Issues in Public Health Practice in Michigan. American Journal of Public Health, 99(2), 369–374. http://doi.org/10.2105/AJPH.2008.137588 Centers for Disease Control and Prevention. (2012). National Public Health Performance Standards Program: Strengthening Systems, Improving the Public’s Health. Accessed June 2015 from: http://www.cdc.gov/nphpsp/

Georgia Department of Public Health. (2013). A Guide to Serving on the County Board of Health. Atlanta, GA Georgia Department of Public Health. (n.d.). Georgia Department of Public Health Overview. Accessed from: http://dph.georgia.gov Leeder, S. R. (2004). Ethics and public health. Internal Medicine Journal, 34(7), 435–439. http://doi.org/10.1111/j.1445-5994.2004.00643.x National Association of Local Boards of Health. (2012). The Governance Functions. Accessed July 2015 from: www.nalboh.org Public Health Leadership Society. (2012). Principles of the Ethical Practice of Public Health. Accessed September 9, 2014 from: http://phls.org/CMSuploads/Principles-of-the-Ethical-Practice-of-PH-Version-2.2-68496.pdf Thomas, J. C., Sage, M., Dillenberg, J., & Guillory, V. J. (2002). A Code of Ethics for Public Health. American Journal of Public Health, 92(7), 1057–1059.


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http://doi.org/10.2105/AJPH.2008.137588

http://www.cdc.gov/nphpsp/

http://dph.georgia.gov/

http://www.nalboh.org/

http://phls.org/CMSuploads/Principles-of-the-Ethical-Practice-of-PH-Version-2.2-68496.pdf

http://phls.org/CMSuploads/Principles-of-the-Ethical-Practice-of-PH-Version-2.2-68496.pdf


This training product was created by the Rollins School of Public Health, Emory University. The following individuals contributed to the development of the product and are acknowledged here:

Subject Matter Expert and Reviewer

Sidney Barrett, JD General Counsel

Georgia Department of Public Health, Atlanta, GA

Reviewer

Rosemarie D. Parks, MD, MPH District Health Director

Southeast Health District, Waycross, GA

Product Developers

Julia Phillips, RN, MPH, CHES, Instructional Designer Chris Aschenbrenner, Multimedia Specialist

Melissa (Moose) Alperin, MPH, MCHES, Director of Operations, Region IV Public Health Training Center Laura Lloyd, MPH, MCHES, Director of Programming, Region IV Public Health Training Center

Arti B. Patel, Graduate Assistant, Region IV Public Health Training Center Rollins School of Public Health, Emory University

The Board of Health Video Training Project is funded by a grant from Healthcare Georgia Foundation. Created in 1999 as an independent private foundation, the Foundation’s mission is to advance the health of all Georgians and to expand access to affordable, quality healthcare for underserved individuals and communities.

© 2015


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21-154 04-15-2021 - City Council Committees Meeting Chelsea Jackson, Assistant City Manager

Interview a candidate for a potential appointment to the Douglasville Downtown Development Authority. Attachments: Carol Burton Resume DDA Job Description Budget Impact: Is this an Agreement or Contract: N/A If YES, check one: ☐ Original Agreement


Agenda Item #3.A. Economic Development Committee - Chairman Terry Miller

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CAROL BURTON

QUALIFICATION HIGHLIGHTS: Executive leadership Accounting and finance reporting Excellent verbal and written communication skills Marketing and networking abilities Performance and training improvement

Strategic planning Troubleshooting expertise Accurate letter drafting and correspondence handling Operation administration Supervision, recruiting, hiring

SUMMARY: Business-conscious individual offering over 15 years of working as Chief Operating Officer for Total Care Family Medicine. Focused and enthusiastic professional offering highly effective skills in executive leadership and strategic planning.

PROFESSIONAL EXPERIENCE: Total Care Family Medicine, PC – Douglasville, GA 06/2004 – Present Chief Operating Officer

• Develop and monitor internal control systems • Direct and oversee capital improvement projects • Promote company public profile by attending various meetings and industry conferences as public

face of organization • Develop operational policies and processes, guaranteeing staff maintains compliance with federal,

state, and local laws and regulations • Maintain productive relationships and communication channels across organization • Monitor outcome measures, program outcomes, and performance improvement • Serve as strategic advisor and functional expert on critical strategic and operational matters • Hire, train, evaluate and retain high-performing, effective, staff members • Motivate and lead team members to work together to achieve targets • Encourage, train and discipline staff of 12 to maximize performance • Strengthen product branding initiatives and maximized outreach by overseeing all marketing,

community events, causes and organizations and business development • Collaborate with staff to maximize customer satisfaction, streamline procedures and improve

bottom-line profitability Drama Queen Jewelry & Accessories – Douglasville, GA 07/2014 – Present Owner/Operator I started this business under the parent company, SPEMODY (Spirit, Emotion & Body) in order to satisfy women with quality, yet affordable costume jewelry, hats and other accessories.

• Promote company public profile by delivering speeches, writing articles and presenting at industry conferences as public face of organization

• Strengthen product branding initiatives and maximize outreach by overseeing all marketing, community events, causes and organizations and business development

• Analyze sales figures – utilize POS system to record sales figures for data analysis and forward forecasts • Utilize customer statements to analyze savings and possible value-added merchandise


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CAROL BURTON

• Serve as strategic advisor and functional expert on critical strategic and operational matter • Research and understand thoroughly new policies, quotes, renewals, policy changes, and audits

concerning business • Ensure employee confidence and protected operations by keeping human resource information

accurate, detailed and confidential • Selling a minimum amount of merchandise based on goals and objectives defined by sales metrics • Maintain accurate customer accounts in the company computer system by keeping track of data,

personnel information, inspections, audits, and local and state policy changes • Provide excellent human resources management skills • Analyze and interpret trends to facilitate planning • Maintain errors, omissions coverage, professional liability insurance

EDUCATION AND TRAINING: The Art Institute of Philadelphia – Philadelphia, PA Graphic Design MEMBERSHIPS: Douglas County Chamber of Commerce Board Member, Phoenix Resource Center


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Position Title: Downtown Development Authority Board Member

Essential Functions:

• The board shall adopt rules and standards for the transaction of its business, such as by-laws,

removal of membership provisions, and design guidelines and criteria;

• The board shall have such power and authority as is conferred upon them by the Downtown

Development Authority Law of 1981, as the same now exists or may hereafter be amended,

and such other owner and authority as may be contained under the Constitution and the Law

of the State of Georgia as the same may now or hereafter exists;

• The board shall provide for the time and place of regular meetings and a method for the

calling of special meetings;

• The board shall select such officers, as it deems appropriate from among its members. A

quorum shall consist of a majority of the members;

• Prior to the expiration of the term of any board member of the Authority, or upon the

resignation of any board member, the chairman may appoint a nominating committee

consisting of either directors/members of the DDA; committee members or residents,

business owners or professionals who live, operate a business or practice their profession

within downtown Douglasville. The names of prospective director/members shall be

presented for recommendation at a regularly scheduled or special meeting of the DDA. The

name or names then approved by the DDA shall be presented to the Mayor and City Council

as a recommendation in filling such director position;

• There shall be four standing committees of the DDA: Organization, Design, Promotion, and

Economic Restructuring. The Chairman shall appoint committee chairs from among the

directors of the Authority for one (1) year terms. Committee chairs can succeed themselves

for an unlimited number of terms. The chairman may, as determined by him/her or the

Authority, create other committees for specific purposes and appoint chairpersons and

membership as determined by the Authority; and

• Any board member who misses three consecutive regular of special meetings, or three

consecutive Committee meetings for which he/she serves as appointed Chair shall be

terminated unless two-thirds of the remaining directors shall vote affirmatively to void such

termination. Upon termination, the vacancy so created shall be filled as provided by the

bylaws.


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21-150 04-15-2021 - City Council Committees Meeting Aaron Szarowicz, Economic Development Manager

Discussion regarding an event proposal on O'Neal Plaza by Broad Street Station. Attachments: Broad Street Station Application Broad Street Station Site Plan Budget Impact: Is this an Agreement or Contract: No If YES, check one: ☐ Original Agreement

☐ Change Order, Change Order # Is it budgeted? No If so, what Account #?

Agenda Item #3.B. Economic Development Committee - Chairman Terry Miller

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Special Outdoor Event Permit

Requirements & Application Checklist Every special outdoor event on a property shall require approval of a permit by the Community Development Director and shall comply with the following per UDO Section 2.05.DD:

1. Special outdoor events; frequency and duration.

A special outdoor event shall not last longer than 15 days, and may not occur more often than four times in any calendar year on the same property, except on any developed non-residential lot having more than 5,000 parking spaces.

Any two special outdoor events on the same property must be separated by at least 30 consecutive days, except on any developed non-residential lot having more than 5,000 parking spaces.

2. Special outdoor events; requirements.

Adequate parking and traffic maneuvering space must be located on the same property as the special event.

Evidence of liability insurance in an amount of $1,000,000 injury total, $500,000 bodily injury to any person and $100,000 property damage shall be submitted as part of the application for permit approval.

Signage proposed for the special event must be specified and approved as a part of the permit approval.

The Community Development Director may impose special stipulations of approval, including but not limited to the requirement to hire adequate security personnel and personnel to direct traffic.

Additionally:

x A building permit is required for outside tents, stages, and amusement devices. x Only City of Douglasville Law Enforcement may be used as security. This may be arranged

upon approval of a Special Outdoor Event Permit

Applications for a Special Outdoor Event Permit shall be accompanied by the following documentation:

� Map or Site Plan of event � Consent of property owner � Proof of insurance � Fire Retardant Certificate (if tents are used) � $50.00 Application Fee

DocuSign Envelope ID: CB62F8F2-F062-4BBC-BD0B-E9FA4C65E2DF


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City of Douglasville | Community Development Department | 6701 Church St, Douglasville, GA 30134 | Special Outdoor Event Permit Application Rev. 7/30/19| Page 2

UN

Special Outdoor Event Permit Application

Permit No.

Business Information _________________________________________________________________________________________________________ Business Name Business License No. _________________________________________________________________________________________________________ Permanent Address/Location (if applicable) City State Zip Applicant _________________________________________________________________________________________________________ Applicant Name _________________________________________________________________________________________________________ Mailing Address City State Zip _________________________________________________________________________________________________________ E-mail Address Phone

Will there be temporary stages, tents, or amusement devices? � Yes �No If yes, please indicate on site plan Will the event require obstruction of the street or sidewalk? � Yes �No Will the event require security? � Yes �No (Subject to determination of CDPD) Will Mobile Food Vending Units be serving on site? � Yes �No Vendors must have a City-issued permit Will there be any signage on site during the event? � Yes �No If yes, please indicate on site plan

Event Description

Event Location Dates Hours of Operation

Applicant Signature I hereby certify that all information provided herein is true and correct. _______________________________________________________________________ __________________________ Applicant Signature Date

� Approved �Denied ________________________________________________________________ _______________________ City Staff Date

Broad Street Station

12377 Veterans memorial HWY Douglasville GA 30134

Sean McPherson (Broad Street Station)

12377 Veterans Memorial HWY

Weekly ticketed Seasonal concert series on O’Neal Plaza that will feature country, Americana, classic rock and jazz and R&B acts from a local, regional and nation level.We are asking for a 450 person capacity (see site plan attached) and to serve alcoholic beverages from our property (12377 veterans memorial HWY // former irish bread pub space)

O’Neal Plaza June 5,12,26july 3,10,17,24,31aug 7,14,21,28sept 4,11,25oct 16,30nov 6,13,20,27dec 4

11am-4pm site setup4pm-7pm band load in and soundcheck7pm doors8pm-11pm concert11pm-1am Breakdown

[email protected] 404.357.0848

Douglasville, Ga 30134

pending

DocuSign Envelope ID: CB62F8F2-F062-4BBC-BD0B-E9FA4C65E2DF

3/17/2021 | 5:46 PM NDT


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21-146 04-15-2021 - City Council Committees Meeting Heather Campbell, Karin Callan, Shane Byrd,

Staff report on the proposed ordinance to amend the City of Douglasville's Fiscal Year 2020-2021 General Fund Budget. Attachments: FY21 Fourth GF Budget Amendment MEMO GF Budget Amendment 4 Budget Impact: Is this an Agreement or Contract: No If YES, check one: ☐ Original Agreement


Agenda Item #4.A. Finance Committee - Chairman Mark Adams

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To: Mayor and Council

From: Karin Callan, CPA Finance Director

CC: Marcia Hampton, City Manager

Re: Fourth General Fund Budget Amendment FY21

Date: April 13, 2021

Fourth General Fund Budget Amendment FY 21 Summary:

The primary purpose of the fourth General Fund budget amendment is to align budgets

preparing for the end of the fiscal year. The budgetary effect of this amendment is zero.

This means that all budget lines that are over expensed had line items that had available funds

that we transfer .

• The PD budgets are primarily offset by personnel lines . The police department has had

many vacancies this fiscal year.

• The amount from Street Maintenance is for Georgia Power Underground Utilities, and it is

being reclassified to Debt Service.

• The final group of adjustments are in various department line items :

o Communications : Marketing line is over due to purchases for COVID (masks,

signs, etc.) that were not reimbursed by the Grant .

o Engineering: The water and sewer charge for the Amphitheter site is for

Stormwater fees that were not budgeted for at the beginning of the fiscal year.

o Police Administration: Prisoner housing / Jail : Due to Covid, there have not been

jail expenses.

o West Pines: There was an emergency replacement needed for the irrigation

pump

Please let me know if there are questions

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General Fund Budget

Amendment no. 4 FY 2021

GL ACCOUNT DEPARTMENT DESCRIPTION BUDGET ADJUSTMENT AMENDED

BUDGET Description/Justification

100-3221-51.11300 Police Detectives SALARIES/WAGES/OVERTIME $ 23,635 $ 5,251 $ 28,886

100-3222-51.22402 Police Special Ops RETIREMENT/DEFINED BENEFIT $ 20,210 $ 7,409 $ 27,619

100-3222-55.11000 Police Special Ops VEH MAINT $ 2,705 $ 4,429 $ 7,134

100-3226-51.11110 Police Motors EMPLOYEES FULL TIME $ 407,797 $ (22,263) $ 385,534

100-3226-51.11300 Police Motors SALARIES/WAGES/OVERTIME $ 31,724 $ (5,251) $ 26,473

100-3228-51.22402 Police Training RETIREMENT/DEFINED BENEFIT $ 16,386 $ 5,417 $ 21,803

100-3229-53.11210 PD Maintenance WATER AND SEWER $ 8,663 $ 5,008 $ 13,671

Net effect of Budget Alignments $ (0)

100-4210-54.11200 Street Maintenance PROPERTY/SITE IMPROVEMENTS $ 333,959 $ (141,836) $ 192,123 Underground Utilities

100-8000-58.13000 Debt Service PRINCIPAL GA POWER RELOCATION $ - $ 92,784 $ 92,784

100-8000-58.23000 Debt Service INTEREST GA POWER RELOCATION $ - $ 49,052 $ 49,052

Net effect of Budget Alignments $ (0)

100-1570-52.33301 Community Relations MARKETING $ 24,000 $ 11,021 $ 35,021 COVID exp, not reimbursed by Grant

100-1590-61.11034 Non-Departmental TRANSFER TO FUND 250 $ 351,970 $ 96,067 $ 448,037 Riverside Bridget project Gen Fund Match

100-3210-57.11010 Police Administration PRISONER COST $ 350,000 $ (123,725) $ 226,275 Covid / Reduced Jail expenses

100-4610-54.22200 Fleet MACHINE/EQUIP-VEHICLES $ 40,000 $ (12,893) $ 27,107 Vehicle expense less than budgeted

100-6165-52.22210 WP Operations REPAIRS&MAINT $ 4,000 $ 20,000 $ 24,000 Emergency Replacement of Irrigation Jockey Pump

100-6220-53.11210 Park Area-Old Jail WATER AND SEWER $ - $ 9,530 $ 9,530 Stormwater fees for Jail

$ -

Reclassification of budget line item for Utility Relocation Contract

Alignment of Police departmental budgets:

Alignment of departmental budgets :

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21-148 04-15-2021 - City Council Committees Meeting Heather Campbell, Karin Callan, Shane Byrd,

Staff report on the proposed ordinance to amend the City of Douglasville's Fiscal Year 2020-2021 Multiple Grant Fund Budget. Attachments: MGF BA Memo Grants BA - RIVERSIDE Budget Impact: Is this an Agreement or Contract: No If YES, check one: ☐ Original Agreement


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Memorandum

Date: 4/13/2021

To: Madam Mayor and Esteemed Councilmembers

CC: Marcia Hampton – City Manager

Karin Callan – Finance Director

From: Shane Byrd – Accounting Manager

Subject: FY21 Grant Fund Budget Amendment for the Riverside Parkway Bridge

Rehabilitation Project

Dear Esteemed Mayor and Councilmembers,

Riverside Parkway Bridge Rehabilitation:

In collaboration with the Georgia Department of Transportation, (GDOT) the City of Douglasville

is in the process of rehabilitating the Riverside Parkway Bridge over Sweetwater Creek. A

construction contract was awarded to The L.C. Whitford Co., Inc. and presented at the March

11, 2021 Legislative Work Session.

Additionally, The City amended a professional services agreement with AECOM Technical

Services to include a scope of work for Task Order 23 for Construction Management services for

the Riverside Parkway Bridge Rehabilitation. This was presented at the October 29, 2020

Legislative Work Session.

$ 662,902 $ 843,887 $ 180,985

$ 36,197 $ 144,788 $ 180,985

$ 59,870 $ 59,870

$ 240,855

Original Construction Budget :

Amended Construction Budget:

General Fund covers: (20%)

Grant Fund Covers ( 80%)

Original budget : -$

Amended Professional Services

Total Adjustment :

Construction Costs :

Increase is funded through:

Professional Services :

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BUDGET AMENDMENT FISCAL YEAR 2020-21

GL ACCOUNT GRANT CODE DESCRIPTION ORIG. BUDGET ADJUSTMENT AMENDED

BUDGET

REVENUES

250-0000-39.11101 RIVERSIDE TRANSFER FROM FUND 100 132,580.00 96,067.40 228,647.40

250-7358-33.11358 RIVERSIDE REIMBURSABLES FROM GDOT 530,322.00 144,787.60 675,109.60

REVENUES SUBTOTAL 662,902.00$ 240,855.00$ 903,757.00$

EXPENDITURES

250-7358-52.11290 RIVERSIDE OTH PROFESSIONAL SERVICES - 59,870.00 59,870.00

250-7358-54.11200 RIVERSIDE PROPERTY/SITE IMPROVEMENTS 662,902.00 180,985.00 843,887.00

EXPENDITURES SUBTOTAL 662,902.00$ 240,855.00$ 903,757.00$

NET CHANGE -$

AMENDMENT REASON

Update of Riverside Parkway Bridge construction costs based on LC Whitford contract and AECOM TO 23 for CM Services

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04-15-2021 - city council committees meeting

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