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PLEASE NOTE: Forming a campaign committee is optional. Therefore, the Registration Form for a Candidate's Campaign Committee (Form RC) is submitted when qualifying only if applicable.
The following documents are required for a preliminary site plan review for projects in all zoning districts other than R-12 and R-24,
The following documents are required for zoning review for projects in all zoning districts other than R-12 and R-24,
To determine the most cost-effective and efficient way to manage the city’s solid waste disposal, the city issued an RFP to analyze if contracting with an outside vendor would provide cost savings while maintaining high-level quality service for the city.
The city intends to retain ten positions in its Public Works department. Current staff who are not retained will have the guaranteed option to work for the sanitation contractor provided they pass a drug test. The sanitation contractor has pledged to offer compensation packages starting at $17 per hour.
The proposed changes fit well within the adopted budget. Here's the breakdown.
Total amount of funding available for non-sanitation public works personnel in the 2024 General Fund = $681,402
Proposed 2024 Public Works Personnel Costs
$743,629 = Total costs to retain ten positions
- $ 40,000 = Personnel costs allocated to Stormwater Fund to retain yard waste services
- $150,000 = Personnel costs allocated to Sanitation fund
$120,000 = estimated costs of potential landscaping contract
TOTAL: $673,629 (within the 2024 operating budget)
- $ 23,000 (additional potential savings if eliminate facilities' janitorial services
$650,629 (total impact on the General Fund)*
*NOTE: The total costs come to $30,773 under budget.
Moving to the new service structure will give homeowners an annual savings of approximately $220. Here's a breakdown of the costs to households:
SOLID WASTE COSTS
Costs Per Household for Solid Waste Pickup (performed by contractor)
$8.24 (monthly solid waste)
$5.00 (monthly tipping fee to DeKalb landfill)
$8.72 (monthly recycling)
$21.96 month cost/$263.32 annual cost
YARD WASTE COSTS
Annual Costs of Yard Waste Pickup (performed by the city)
$150,000 (annual operating yard waste cost)
+$ 30,000 (capital yard waste cost used to replace yard waste vehicles and equipment)
$180,000 (total yard waste cost)
Cost Per Household for Yard Waste Pick Up (performed by the city)
Total yard waste cost of $180,000 divided by the total number of households (1,640)
= $109.76 (annual cost per household for yard waste)
ANNUAL COSTS/SAVINGS TO RESIDENTS
Total Annual Costs to Residents
$263.52 (Arrow solid waste)
$109.76 (City yard waste)
$373.28 (annual sanitation fee)
Savings to Residents
$596 (current annual fee)
- $373 (proposed annual fee)
$223 (annual savings per household)
Solid waste pickup will change to once a week. Recycling pickup will remain once a week and will accept the same materials: aluminum, flattened cardboard, paper products, and plastic containers labeled 1-5 or 7. Unfortunately, none of the contractors could provide an option for plastic film recycling in the proposals.
The contractor will provide bulk pickups, and the costs for residents will actually decrease. Currently, it costs $50 for a bulk pickup request, and the contractor is proposing a fee of $16.12.
Yes, residents who cannot bring their trash receptacles to the curb for pickup may apply to maintain back door pickup with the contracted vendor.
Yes, but all of the proposals required bagging yard waste.
Outsourcing the landscaping services will enable the city’s greenspaces to be serviced with more expertise, consistency and horticultural skill. Outsourcing landscape maintenance will improve the quality and consistency of maintenance visits.
Public Works personnel will focus on other public works tasks, including planting, pruning, roadwork, sidewalk work, tree work, stormwater work, event support, facilities management and odd jobs.
Local businesses will continue to have the choice to opt-in to commercial solid waste disposal as part of their annual business license renewal. The contractor has proposed multiple commercial options and will perform the solid waste pickup for the businesses. Businesses may contract for a three-day or five-day pickup, which will remain very close to the current price for one-day or four-day service. An option for recycling services will also be available through Arrow.
If approved, changes would go into effect on May 1.
The contractor will issue a 95-gallon solid waste receptacle to each household along with a recycling receptacle. Households that find they cannot fit all their waste in one trash receptacle will be able to pay the contractor for additional receptacles to meet their needs.
A tipping fee is assessed for organizations dumping solid waste into the county landfill. The current tipping fee for the city is $33/ton. Though the county discussed increasing the tipping fees last year, the county commission has agreed not to change the fees for the three municipalities using the landfill.
The city must pay for the full costs of labor, equipment and facility needs while the contractor is able to defray the same costs over multiple accounts.
Per Section 2.11 of the city's charter, candidates must meet the following qualifications:
Per State Law O.C.G.A. §45-2-1, candidates must meet the following qualifications:
Four projects are proposed or in development for city/DDA-owned properties:
These projects are consistent with the community-designed Downtown Master Plan that guides smart investments and development.
The advantages of these developments to the city are multi-faceted.
Thee projects are:
The Boutique Hotel:
The Public/Private Parking Deck:
In July of 2023, the DDA entered a memorandum of understanding (MOU) with developer Apsilon Hotels for the hotel and parking garage project. This four-month, non-binding agreement outlines the basic understanding of the proposed development and documentation necessary for the DDA to sign a binding development contract. During the MOU period, the DDA is committed not to seek or work with other potential suitors while working through the design and development details needed for both parties to sign a development contract. Both the DDA and the development team are still in an early conceptual phase, and the MOU does not guarantee that the project will prove to be viable.
The development team is talking to multiple hotel groups which are confidential at this point. Each hotel group has a boutique brand within its portfolio.
The development contracts would include approval of the specific brand, and although consistent with other boutique hotels, this one would be given an Avondale-specific name which has yet to be determined. The advantage of being associated with a particular brand is that it ties into a national reservation system making the development much more viable and secure.
The development contract for Project 1, the Town Green commercial development, was signed in January of 2023 with the development team of Fabric Developers, LLC and Healey Weatherholtz Properties. Construction is on track to begin in the last quarter of 2023 or early 2024.
Concept plans for Project 2, the Town Homes, are developed. Since the construction of these units is dependent upon and would follow the construction of a parking deck, a development contract has not been written or signed.
In July of 2023, the DDA entered a memorandum of understanding with developer Apsilon Hotels for Project 3, the hotel.
The city and the DDA are working with the development teams to determine the most cost-effective way to design, finance and stage the development of the parking deck.
These development proposals are still undergoing due diligence. We are unified in our excitement about these projects and remain cautiously optimistic.
Each of the proposed projects will be subject to Recommended Storefront Design Guidelines and Prohibited Use Restrictions set forth by the BOMC consistent with the Downtown Master Plan.
These projects are subject to design and architectural guidelines and restrictions critical to creating a sense of place. Using quality materials and tailoring a design for a specific community rather than pulling a generic "Everywhere USA" plan off the shelf is expensive. Getting the type and quality of development the city desires has a cost – but it will pay huge dividends for generations.
Fortunately, previous city and DDA leaders have provided the tools to invest in this placemaking initiative. The sale of a DDA-owned building often referred to as the Department of Juvenile Justice building created investable funds for the DDA. The Tax Allocation District (TAD) created years ago is anticipated to yield additional tax revenues from the downtown area to invest back into the city. Briefly speaking, in a TAD, county property taxes generated above a baseline level, which has now been exceeded, stay IN the city, and can be used on infrastructure investment back in the district.
The single most difficult financial hurdle is the parking deck. The cost of the parking deck is currently estimated to be between $5 and $6 million – a significant sum. No developer could or would absorb that cost, as the deck is mostly a public amenity. The city and the DDA are currently exploring different avenues to fund the parking deck using a variety of different tools.
The developer will pay market value for the land to build the live-work units, and there are no public loans for this project. The parking for those units will be absorbed into the parking deck.
The financing of the hotel is being studied now. It is unclear whether there will be any public investment needed to catalyze the capitalization of this project. A cost/benefit analysis of the hotel will factor in the timeline to recoup any investment and the anticipated increase in revenue long-term from real estate taxes, a hotel tax, and other fees. This analysis will be part of the decision on whether to move forward with the project or not.
STEP 1: An Inter-Governmental Agreement (IGA) adopted on May 11, 2022, between the BOMC and the DDA provides the DDA control of all the parcels mentioned above allowing the DDA to use its status as a development authority to engage with the developers. This agreement will outline the requirements set forth by the BOMC/DDA for these properties. It will include covenants for design guidelines, desired and prohibited uses of the properties, stipulations for the flow of funds, and ultimate ownership of key components of the parcels.
STEP 2: Memorandums of Understanding (MOUs) between the DDA and the respective developers are not binding but enable the development teams to confidently move forward with the design and financing of their projects. The MOUs will again be subject to discussion and a vote in a public meeting.
STEP 3: The DDA will contract with each of the development teams to execute these projects. These development contracts will form the basis of governance for the development projects' financing, design, construction, occupancy, and use.
Here is the development timetable with steps taken by the BOMC and DDA:
If DeKalb County DOES NOT increase the tipping fee on a county level, the city’s sanitation fee is listed below for each scenario:
If DeKalb County increases the tipping fee on a county level, the city’s sanitation fee is listed below for each scenario:
In Scenario 1, the sanitation fee will be $714 per year with a property tax increase of .25 mill. With this option, seven vehicles/equipment will be replaced and four new non-managerial floating positions will be added. If the tipping fee increases at a county level, the sanitation fee will increase to $829 per year.
With Scenario 2, services switch to once-a-week curbside solid waste collection, seven vehicles/equipment will be replaced, and 96-gallon cans for residents will be provided. The sanitation fee will increase to $680 per year. General funds will increase by $143.4k or roughly .5 mills and the greenspace team will be fully staffed by floating workers and the addition of one full-time staff. If tipping fees increase, the sanitation fee will increase to $795 per year.
In Scenario 3, the solid waste collection will be outsourced. All sanitation staff will have the option to work for the sanitation contractor and no one will lose their job. The city will retain the yard waste and leaf collection program. Unneeded equipment and trucks will be sold and Greenspace Department will be fully scoped. The sanitation fee for this scenario will be $425 per year with a potential property tax increase of .25 mill.
The potential property tax increase per household is:
No. 96-gallon trash cans that are compatible with new garbage trucks would be provided by the city if the city keeps the sanitation service in-house and moves to curbside solid waste collection (Scenario 2). Trash bins will be issued by the contractor in Scenario 3.
Current sanitation staff will have the option to work for the sanitation contractor and will not lose their jobs.
The aging fleet still needs to be replaced and some full-time staff need to be retained to meet the demands of yard waste, leaf collection and events.
The city’s greenspace has increased and so have the activities required to maintain it.
The city would release a request for proposal (RFP) or bid package to find the best service for the city.