City of Johns Creek
Annual Report 2016
About Johns Creek
31.4 Sq. Miles
s t n e t n Co Strategic Plan
Mayorâ&#x20AC;&#x2122;s Message City Council
Community Development Police
Boards and Commissions Communications 11 Public Works
Finance 18 Contact Us
Recreation and Parks
Planning the future of Johns Creek! 4
Vis io n
Mis sio n To be an exceptional city.
Johns Creek strives to provide for an exceptional residential community with ease of movement throughout, an alive town center, and a vibrant business community.
Goal 2: Recreation & Parks
Ensure a complete recreation and parks system that aligns to the goals and needs of the community.
Objectives: Goal 1: Transportation:
Provide a comprehensive transportation network that facilities ease of movement throughout the city.
1.1. Update 5-Year Transportation Master Plan by end of FY 2017
1.2. Develop a Funding Strategy for transportation projects by end of FY 2017
Goal 3: Economic Development
Implement a holistic economic development plan approach that addresses infrastructure workforce, community, and land development needs.
3.1. Develop Redevelopment Plans for commercial nodes in the city by end of FY 2017
3.2. Develop recommendations to streamline corporate taxes and regulatory flings by end of FY 2016 3.3. Complete roll-out of the brand by end of FY 2017 3.4. Determine governance model and appropriate relationships with partner organizations/associations by end of FY 2016 3.5. Complete evaluation of options related to the Cauley Creek water reclamation facility by end of FY 2016
Goal 5: PUBLIC SAFETY
Provide leading levels of public safety.
5.1. Complete strategy to align Fire Department resources with community needs by end of FY 2016
5.2. Participate in regional efforts to address drug problem by end of FY 2016
2.1. Finalize and adopt the Recreation and Parks Plan by 3/31/16.
2.2. Implement the priorities of the adopted plan. Develop Parks: Bell Road, Morton Road, State Bridge, Cauley Creek, Technology Park Linear Park 2.3. Develop a funding strategy for recreation and parks projects by end of FY 2016
Goal 4: Government Efficiency
Develop an innovative and cost cost-effective approach to exceptional service delivery.
4.1. Complete 10-Year Financial Model by FY 2016
4.2. Increase accountability to define performance measures, metrics, and targets for governmental departments and services by end of FY 2016 4.3. Right-source city functions by end of FY 2016 4.4. Re-evaluate contract service model by FY 2017 4.5. Review financial sourcing model for staffing by end of FY 2016 4.6. Establish a task force to develop strategies for improved civic engagement â&#x20AC;&#x201C; by end of FY 2016 4.7. Review purchasing policies and process by end of FY 2016 4.8. Establish a task force to complete a review of the Charter by end of FY 2016 4.9. Improve efficiency of council meetings FY 2016 4.10. Leverage technology to increase service levels and improve productivity ongoing
Goal 6: Sense of Community
Preserve our residential character and enhance our sense of community.
6.1. Establish a task force to identify ways to embrace our cultural ethnicity by end of FY 2016 6.2. Establish a task force to identify ways to support our schools by end of FY 2016 6.3. Update Comprehensive Land Use Plan by end of FY 2017 - Realign land development regulations to support Land Use 6.4. Develop a Town Center Plan by end of FY 2017: Catalyst, Municipal Complex, Arts Center, Conference and Hotel Space
Mayor’s Message 2016 was an exciting and historic year for Johns Creek. It marked our 10th year as an incorporated city, and it was arguably one of the busiest years in our brief history. As we prepare for 2017 and all the promise a New Year holds, let’s review the highlights of what was accomplished this past year to better put in perspective what lays ahead for our city. from the mayer The year began with the City CouncilLetter approving the city’s first Strategic Economic Development Plan (SEDP) (http://www. johnscreekga.gov/business/economicdevelopmentplan), which will serve as a blueprint for retaining and expanding businesses within Johns Creek. In short, we have a vision for the long-term economic sustainability of our city that will help to guide and shape our actions as we continue to ensure our community remains business friendly and on the right economic path as we move forward. We then followed the adoption of the SEDP with approval of the 10-year Strategic Recreation and Parks Master Plan (http:// www.johnscreekga.gov/Recreation-Parks-Strategic-Plan), which provides direction and options for planning, development, and refinement of the city’s recreation and parks system through the next decade.
To that end, the city more than doubled its greenspace in 2016 to more than 300 acres with the purchases of the Cauley Creek riverfront property and a linear park in Technology Park.
Our outside consultants held public meetings to include your public feedback in designing (http://www.johnscreekga.gov/ RecreationandParks/Parks-Design-Project) both properties and our three new pocket parks (State Bridge Road, Bell-Boles Road, and Morton Road), which were purchased in 2015. This past November at the ballot box, citizens overwhelmingly approved a Parks Bond in an amount of up to $40 million that will allow the city to move forward with these and other identified park improvements at an accelerated pace. Once complete, the city will have five new parks and four refurbished parks (Shakerag, Newtown, Ocee, and Autrey Mill Nature Preserve) which will look and feel brand new. I am also very encouraged about the next big step we are taking to restore the old Rogers Bridge across the Chattahoochee River connecting park facilities for pedestrians and cyclists in Johns Creek to Duluth. We continue to work this project in partnership Fulton County, Duluth, and Gwinnett County. At the very top of the list of our goals is to address traffic, which is what I hear are the most pressing concern of our citizens. Following the passage of the Transportation Special Purpose Local Option Sales Tax or TSPLOST, the city has the opportunity to collect up-to approximately $82 million in TSPLOST funds over a five-year period, which will enable us to more aggressively address our growing traffic congestion challenge. The City Council has already approved a TSPLOST project list (http://www.
johnscreekga.gov/Residents/Public-Works/Future-Improvements/ TSPLOST-(1)/TSPLOST) to improve every major traffic artery in the city and we are anxious to get started. While not a part of TSPLOST, repaving every road in Johns Creek has and will continue to remain a high priority to help improve curb appeal and maintain property values. The city completed its second year of the neighborhood-repaving program in November. Repaving crews resurfaced 34.1 miles of streets in 26 subdivisions. The City increased funding for the repaving program from $1.5 million to $5 million in fiscal year 2016 in an effort to accelerate the repaving program timeline by a year from 2019 to 2018. The City Council next focused on the development and approval of Johns Creek’s new mission, vision, and six key focus areas or goals (http://www.johnscreekga.gov/NewsAndEvents/NewsArchive/2016-News/Johns-Creek-Mayor-Bodker-Outlines-NewMission,-Vis), to better meet and address the needs of the city’s residents and businesses. The ultimate goal is to ensure that Johns Creek remains as one of the best cities in the U.S. in which to live, work, play, and be educated and we believe we have a framework in place to keep us moving in the right direction. This has been an historic year (http://www.johnscreekga.gov/ live-work-play.aspx) for the City of Johns Creek. From being named the safest and hardest working city in Georgia to being recognized as one of the top cities to live in the U.S. - with premier municipal services and highly acclaimed schools - we have truly accomplished a great deal in a relatively short period of time. I am respectful of the level of effort and energy that goes into making our city an exceptional place in which to live. Our dedicated police and fire fighters put their lives at risk every day to keep us safe, our city staff consistently goes above and beyond to maintain our high quality of life, and our City Council works diligently to keep us moving forward.
However, it all comes down to the quality of the people who comprise a community that ultimately determines its character and we are truly blessed with the best. Our diverse population is but one of our strengths. Even though we come from varied backgrounds, we share a common goal and work together to make our city exceptional in every way. You are the ones who have truly made our city exceptional over the last ten years. So this coming year, I encourage you to really get involved, learn a little more about the history of our area, visit one of our parks or volunteer your time in service to our city. Together, let’s capitalize on the accomplishments of 2016 to make the next ten years even more exceptional than the last.
Mayor Mike Bodker
City Council The City of Johns Creek functions under a Council-Manager form of government. The Mayor and City Council establish policies and adopt ordinances. They appoint the City Manager who functions as the Cityâ&#x20AC;&#x2122;s chief operating officer, managing day-to-day operations, implementing policy, and overseeing staffâ&#x20AC;&#x2122;s day-to-day operations. In December 2006, Johns Creek officially became a city, founded on the active participation and the continued dedication from its citizens. Residents are encouraged to attend City Council meetings, usually the second and fourth Monday of each month, to stay informed and voice their opinions, support, or concerns. City Council meetings and work sessions are also live-streamed and can be viewed online from anywhere. Please visit JohnsCreekGA.gov for meeting dates, times and agendas.
Administration 2016 was a busy year for the City’s administrative team. City Manager Warren Hutmacher filled several key positions including hiring Toni Jo Howard as the new Finance Director. Hutmacher and the administration team continued to focus on economic development as a priority with the adoption of the Strategic Economic Development plan and the start of its execution. The plan serves as a road map for the City’s economic development efforts with goals of sustaining and increasing the City’s tax base, increasing new private and corporate investments, increasing opportunities for public/private partnerships, job creation in appropriate business sectors and maximizing sustainable economic growth and vitality. Under Hutmacher’s leadership senior administrative staff continued to implement programs to provide more transparency to the community and institute internal measurement. Beginning in June 2015, the City created a completely new set of performance standards for establishing measures and targets. The goals, in this holistic approach, are designed to articulate the current level of service for each department; establish a base level of efficiency and effectiveness from which the city can maintain, improve, or refocus its efforts; and allow the Council to consider which services should be provided and by which means. The City’s Administrative team includes Eric Taylor, Sr. Assistant City Manager; Justin Kirouac, Assistant City Manager; and Kimberly Greer, Assistant City Manager.
CREATIVITY Planning Commission
Boards and Commissions Board of Zoning Appeals
Construction Board of Appeals
Provides Hears appeals of the Decides on cases recommendations Zoning Ordinance requesting variances or relating to Land Use and other Land code interpretation, or Petitions utilizing the Development regulations to appeal a staff decision vision and objectives and interpretations relating to regulatory as outlined in the of the Community ordinances Comprehensive Plan and Development accompanying regulatory Department. City ordinances, such as Zoning and Land Use regulations. Meets first Tuesday of each month, 7 p.m.
Meets third Tuesday of each month, 7 p.m.
Meets as needed.
Arts and Culture Board
Public Arts Board
Advisory board in Provides matters of policy/ recommendations and administration regarding develop standards for art and culture, submits Public Art and any related recommendations criteria for sites and on related matters, public art pieces proposed programs or artwork.
Meets fourth Tuesday of each month, 6 p.m.
Meets as needed.
2016 was a busy year for the Communication team. The Communications Department produced 166 media releases covering various City topics including new parkland acquisitions, city events and meetings, new programs, and more.
33% community development
The Communications Department is responsible for overseeing the city’s public outreach activities, including media relations. Their primary goal is to provide accurate and timely information to a wide array of city stakeholders. They work directly with elected officials, Office of the City Manager, and all departments to enhance public awareness of city-sponsored initiatives, communicate city policy and increase civic participation.
The Communications Department is responsible for monitoring and managing the city’s many information outlets including the city’s website, newsletters, social media pages, videos, photography, and promotional materials. At the end of 2016, the city had 20,070 Facebook followers, garnered 947,643 page views, sent 118 newsletters to almost 15,000 subscribers, and created 84 separate online videos.
You Tube Videos
20,070 Facebook Followers
Public Works Public Works is dedicated to moving people, in vehicles, on bikes and by foot, in Johns Creek efficiently, safely and cost-effectively. The Public Works team is responsible for planning, constructing, maintaining, and maximizing the City’s transportation system, including 252 miles of roads, 20 bridges, and about 81 miles of trails and sidewalks along major roads. Public Works also oversees privately owned solid waste haulers operating in the City, helps handle drainage issues and supervises the Recreation & Parks Division. The Public Works Department completed 11 projects in 2016, including widening Jones Bridge between State and Abbotts Bridge roads, constructing a roundabout at Sargent Road and Crossington Drive, various road striping projects, sidewalk installations, retiming of traffic signals, and completed the second year of the Neighborhood Repaving plan.
1,169 bags of litter picked up 34.1 miles of road resurfaced 10,566 plants planted on mediaNs
3,395 tons of asphalt patched
568 potholes repaired 84,250 Sq. Ft of sidewalks installed
Public Works is also working with state and federal authorities on 8 projects in the City, including operational improvements along Abbotts Bridge, Intelligent Transportation Systems(ITS) Phase 3A and ITS Phase 4, subdivision paving, improvements at Johns Creek Parkway at Technology Circle and constructing a Florida “T” design at Sargent and McGinnis Ferry roads. In November 2016, Fulton County voters approved Transportation Special Local Option Sales Tax (TSPLOST). Each Fulton County municipality developed its own list of transportation projects to be funded by TSPLOST including Johns Creek, whose will receive approximately $82 million over the next five years. The projects range from road widening to sidewalk additions. The list is available on the City website: www.JohnsCreekGA.gov/TSPLOST.
4 Traffic Signals Updated
Recreation & Parks 61 4 Johns Creek Recreation and Parks enriches the quality of life for the Johns Creek community by providing recreational, educational and wellness programs within facilities, parks and natural open spaces.
The department enhances the well being of its residents and visitors through comprehensive recreation and park programs, facilities, and services. Recreation & Parks maintains over 300 acres of parkland and nature reserve. Programming includes activities and sports for youth and people of all ages, ability and backgrounds. In the past year the city acquired five new parks: Cauley Creek, Bell-Boles, Technology Park Linear Park, State Bridge Park, and Morton Road Park. After going through extensive public input concept designs for these five new parks were developed. Implementation of these park designs will begin in 2017.
13,050 Farmers Market Shoppers (est)
s l a nt
e R d
l e i F
14,325 Special Event Attendees
Larg e Play grou nd Reno vati on at O cee Park
Visitors Center Chimney Restoration at Autrey Mill Nature Preserve 13
Community Development Community Development strives to ensure land development and zoning regulations are administered consistently with the policies and goals established by the City Council and the adopted Comprehensive Plan. Community Development provides comprehensive land-use and environmental planning, zoning and permitting services, development review, and enforcement of building, zoning, development and environmental codes, in support of the City’s vision, mission, and goals. In 2016, the Community Development Department implemented new city-wide noise ordinance requirements. The department also assisted the Public Art Board with their first recommendation to City Council for approval of the City’s first seven public art sculpture installations sponsored by the non-profit organization, Johns Creek Beautification/ Art Spot. Community Development also implemented several administrative changes to provide great customer service, including but not limited to requiring a pre-app meeting for all rezoning applications; assuming developer’s responsibilities to mail and post rezoning notices and hold the public participation meeting; reducing rezoning applications review time by 25%; implementing a minor Land Disturbance Permit (LDP) process with reduced fee; and opening the permit counter one half hour earlier. In late 2016, the department began overseeing the Comprehensive Plan update process. The plan, adopted in 2008, includes the City’s vision for the future and strategies for achievement, encompasses transportation planning, policy objectives, future development, issues and opportunities, long-range activities and more.
New Residential Permits Issued
Code Enforcement Cases
Final Plats Approved
Storm Drain MARKERS PLACED
Land Development Permits Issued
New Commercial Permits Issued
1,296 Illegal Signs Removed
Fire In 2016, the Johns Creek Fire Department continued its focus on fire education and prevention, quality emergency medical care, technical rescue and hazardous materials emergency response – making the community safer each day. The JCFD maintains a high level of readiness through its professional development and training of its personnel. This past year, JCFD procured and placed in service, three “Lucas Devices,” a new technology for conducting continuous chest compressions during cardiac arrest incidents. These devices allow paramedics and EMTs the ability to provide continuous and more effective CPR compressions and additional lifesaving procedures such as airway management and pharmaceutical treatments more efficiently. JCFD implemented cardiac monitor Wi-Fi systems that transmit electrocardiograms from the emergency scene directly to the hospital prior to arrival. This allows increased medical guidance and treatment directions by physicians to paramedics on the scene.
26,892 Total Training Hours
Fire Incident Responses
The Fire Department replaced the 1-3/4” fire hose nozzles to a better functioning and more dependable style.
False Alarm Responses
ie r a
Women/Teen Safety Class Participants
Co Police mplaints Calls
In 2016, the City of Johns Creek was named the #1 Safest City in Georgia (ValuePenguin.com), thanks in large part to Johns Creek Police Department delivering a high level of quality service to more than 80,000 residents and nearly 2,000 businesses in Georgiaâ&#x20AC;&#x2122;s 10th largest Criminal Investigations city.
1,080 (cases assigned)
The department continues to provide community policing services and programs, including the popular Women & Teen Self Defense classes, PACT neighborhood watch and SHIELD business watch, and radKIDS, which teaches children self defense techniques. This past year,the Johns Creek Police Department launched its open data online portal, PoliceView, giving the citizens of Johns Creek the ability to search for the answers to questions about their police department. The portal provides an online database of police department statistics, community reports, and their progress towards key goals.
Traffic Accidents Reported
209 Vehicle break-ins
The portal includes data sets for incidents, computer aided dispatch (CAD) calls for service, citations, and accidents. Community reports, as well as data supporting the False Alarm Reduction Program and Traffic Enforcement Program, are also available.
of training 5,468 Hours (sworn non-Sworn) &
The Johns Creek Municipal Court was established to handle city code violations, environmental and traffic, within the City. The Johns Creek Municipal Court â&#x20AC;&#x2DC;s mission is to professionally serve the citizens and community of Johns Creek by dispensing justice in an open judicial forum with ethical integrity, fairness and efficiency to enhance public confidence and trust. In 2016, Johns Creek Municipal Court implemented a paper-on-demand process and procedures with all judicial officials to help expedite and simplify the court process. The new process allows each judicial official access to the courtâ&#x20AC;&#x2122;s record management system live in court. It offers judicial staff the ability to process cases electronically in real-time. Prior to court, all citations and case reports are scanned to the system eliminating the need to handle paper files in the courtroom. All scanned images are now viewed on screen preserving the life of the citation and reports as well as safeguarding confidential information. Files are never misplaced which saves valuable time and resources. Clerks, Judges and Solicitors process case outcomes in real-time producing electronic court orders. Only documents that require signatures are printed. Using less paper and only having to print those documents on-demand will significantly reduce the courtâ&#x20AC;&#x2122;s paper usage. The paper-on-demand process enhances workflow efficiency and improves accuracy through technical innovation in a real-time setting while providing an exceptional level of service to its internal and external customers.
8,387 Citations Filed
1,550 Adjudicated Cases
Finance The City understands the importance of fiscal responsibility. Managing taxpayers’ money well is one of the central duties of the government. Each year during the budget development process, spending priorities are set by the City Council and the Administration. Over the course of the fiscal year the Finance Department oversees revenues and paying the bills using strict accounting principles. The department ensures that every dollar is accounted for and used for the purpose for which it was intended. The Johns Creek City Council approved the city’s Fiscal Year (FY) 2017 budget with a General Fund that anticipates $55,257,146 in revenues, which represents an overall 0.57% increase from the adopted FY 2016 Budget. The 2017 Budget reflects a millage rate of 4.360 per $1,000 of assessed property value. The City Council had kept the millage rate at 4.614 for the first nine years. In August 2016, the City Council lowered the millage rate for the first time since the incorporation of the City. You can view the 2016 and 2017 budgets visiting http://www.johnscreekga.gov/Residents/Finance/ Budgets.
Total occupational licenses issued by city as of Oct.1 (FY 16’)
Total projected General Fund revenue FY17
$1,694,732 Revenue received from occupational tax
City of Johns Creek 12000 Findley Road, Suite 400 Johns Creek, Ga 30097 firstname.lastname@example.org
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City of Johns Creek, GA
12000 Findley Road