Improving Government Efficiency/Reduce Wasteful Spending
- Personally led an investment policy of tax funds which has led to over $1.5 million extra revenue in this year alone. With this change, the city will be able to have millions of extra dollars to work on infrastructure, parks, and other top priorities and/or offset your property taxes with these newfound revenues.
- Personally led sustainability study on new City Hall; applied enhancements that will save over $100k annually in maintenance and operations.
- Personally led the adoption of the alternative procurement process of reverse bidding, realizing tens of thousands of dollars of savings, with potentially millions more saved in new parks prioritization strategy.
- Led the policy initiative for insourcing the Community Development department for over $100,000 in annualized savings, with further accountability and control for the residents.
- Council champion of acquiring a City Hall. Historically, the city had leased multiple buildings that cost the city over a million dollars annually without building equity. We consolidated buildings and purchased a building that will lead to millions of dollars of savings in the long term.
- Lead Council champion in reforming Charter to implement term limits on City Councilmembers, which recently passed after much debate.
Traffic Congestion Relief
- Personally implemented a partnership with Waze to allow for $2 rides anywhere in the metro area for Johns Creek and Alpharetta residents. Removed several hundred commuters from the road, which equates to thousands of miles off local roads for cleaner air and quicker commutes.
- Personally implemented walk, bike, and/or ride the bus programs at many elementary schools, reducing hundreds of cars off the road in AM peak hours.
- Prior to being elected, I pushed for the review of our $10+ million Intelligent Traffic System (ITS) with emphasis on light timing. There were no performance metrics to confirm the claim that light signalization was optimized to its fullest capabilities. After pushing for an audit, Jacobs Engineering confirmed that we did have a technologically advanced system, but there were opportunities for improvement. To establish a baseline, we took measurements of several operationally defined travel time metrics and then brought in a light timing expert from Jacobs to try to improve the signalization coordination performance. Following the establishment of baseline performance metrics, we found that we could improve travel time metrics through signalization optimization. We have done exactly that with some of the our corridors (i.e., 141, State Bridge, McGinnis Ferry, Kimball Bridge, and Old Alabama) and those results can be viewed here. We’ll be working to improve Jones Bridge, Abbotts Bridge, and other corridors to ensure we get the most out of our investment in the ITS. Supported the use of the adaptive timing system (i.e., Econolite’s Centracs Adaptive) while attempting pilots with even newer systems (Rapid Flow Technolies’ Surtrac; used in Georgia Tech’s North Avenue Smart Corridor) that use artificial intelligence to adapt in real-time (like Centracs, but much faster and with more variance).
- Lead Council advocate of removing concrete island on southbound 141 at the State Bridge intersection. Thousands of hours of congestion relieved for commuters on 141, our busiest corridor, on a weekly basis. This initiative is one of my favorite successes as it shows how such a small project (GDOT completed with their funds and in a month or so) can have such a magnitude of impact on 50,000 people a day.
- Pursued and prioritized TSPLOST projects in terms of congestion efficacy and fiscal efficiency. We currently have 8 of 10 TSPLOST projects in the works (i.e., either in concept, engineering, or construction).
- Council champion of data-driven Intersection Prioritization list with implementation of smart changes to intersections (e.g., some current projects based on my initiative - left hand turn lane into Barnwell Elementary, left hand turn lane into Foxworth from Old Alabama, fix to Fawn Lake/McGinnis Ferry, etc.) to improve both safety and mobility. This incremental approach will lead to less induced demand in which is required to have the less congestion delay without adding traffic and make the roads safer.
- Passed resident friendly Comprehensive Land Use Plan with Council in 2018.
- Strong record of putting residents’ interests first in zoning votes.
- Council advocate of cleaning up zoning and land disturbance ordinances.
- Supported reductions to permitting process and occupational taxes for businesses (which would’ve helped small and work-from-home businesses as they carry much of the commercial burden).
- Did not support any efforts to over-regulate and burden businesses.
- Strong champion of Johns Creek’s Chamber of Commerce and Johns Creek Advantage to help drive support for local businesses.
Recreation and Parks
- Purchased Quail Hollow parkland to combine with Cauley Creek land for largest active/passive park in metro Atlanta . Passed the Cauley Creek Park Master Plan and soon will be proceeding with Phase 1 of construction of this beautiful park.
- Completed final stages (concept, engineering, etc.) of Morton Road Pocket Park. Going to bid imminently and construction to begin soon (assuming Council approve construction award this quarter, but all have expressed to get this done ASAP).
- In permitting process for Linear Park.
- Implemented new turf fields at Newtown, Ocee, and Shakerag Parks.
- Built Farm Museum, new parking lot, and Smokehouse renovation at Autrey Mill Nature Preserve.
- Currently working on additional alternative means to fulfill gaps between current parks funding and total park desires (i.e., $30 million vs. approx. $58 million). We’ve already raised millions with novel investment methods and bond premium issuance. Once Phase 1 of Cauley Creek construction commences, look to pursue additional funding gaps through capital campaigns and sponsorships for Phase 2 and Linear Park.
- Council champion of police-worn body cameras, which help keep citizens and police safer, improve interactions, provides better evidence, quicker case resolution times, etc.
- During my tenure, we’ve added police officers to our force to serve our growing community.
- Implemented Retired Officer Program, which is one of my favorite initiatives as it allows us to utilize retired JCPD officers for particular needs. The program saves money, retains officers that are knowledgeable and experienced with the community, provides better flexibility with scheduling, etc.
- Supported Quick Response Vehicles and budgeted funds for new Fire Station #64 (fingers crossed for groundbreaking in January!) to reduce response times in northern and western part of the city.
Balancing budget and responsible taxation
- Supported strong balanced budgets for the city. Sought to reduce millage rate to give back substantial surpluses of city revenues over the past three years. Last week, Council unanimously supported my motion to reduce the millage rate to 3.552 and give back $2 million to hard-working taxpayers while appropriating some surplus to parks and stormwater initiatives.
Reserves/contingency funds for parks and roads
- During my 2015 run for City Council, one of my primary goals was to allocate Johns Creek’s enormous surplus that was over $50 million (best practice for JC would be retaining $12.5 million) to reduce taxes and utilize it for road and park improvements. Due to the political pressure of the citizens becoming more aware of this immense surplus without a plan to use it, the Council and Mayor passed a resolution to provide plans for the unallocated funds to be put towards capital infrastructure and parkland acquisition. I believe my campaign’s persistence to have this overtaxation addressed resulted in funding road improvements and parks in utilizing money we already paid for.