[{"_1":2,"_86":-5,"_87":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,74],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":56,"_73":56},"mediaId",6236781,"mediaKeyId","3354718-35a84b9bbb1c91a544698015acb570df","parentId",3354718,"title","Atlanta public works seeks $17.8 million net increase for FY 2026, plans new trucks, Big Belly bins and tech upgrades","audioSeconds",1019,"startMs",97000,"endMs",1116000,"viewUrl","/Search/View?dp=1&key=3354718-35a84b9bbb1c91a544698015acb570df&start=97&end=1116","thumbnailUrl","https://assets.pipeline.soar.com/3354718-35a84b9bbb1c91a544698015acb570df/thumbnail_97000.jpg","articleUrl","/articles/6236781/Atlanta/Fulton-County/Georgia/Atlanta-public-works-seeks-178-million-net-increase-for-FY-2026-plans-new-trucks-Big-Belly-bins-and-tech-upgrades","mediaUrl","https://secure.pipeline.soar.com/6236781-8515c9657317b2e58ec9253e1548180d/orig.mp4?Expires=1771136174&Signature=dre1vRieUMI274NFrB74i3OwwLeDsvk127d8i1uI59CFOsERyG-YoV8hvr-ZZfwgNms39Fi3WNaZij7ISWtmPfyAyXqDwGT2gO3pxL7rurY87nWY-f3D2aKVDNWK0zHAPpp1~K~BMnWXlqV-LtPvFusk2IXCZiPBmJ1O9~xH2UGPzGsAsFCJxRPiYCXXFZhqLqN-lScDkRRwGkTsFxCQQ7nxzKikEdH~EwxMgul--UmO191hKbhoLQOegAcB7ZqJCSJY2s05s3UKzxKcShNjln66tO9O70dmMLVk319i8SlESVib7ffLYKrjatF2u8KFga0N1sVg1RIeZUYJIlDKhQ__&Key-Pair-Id=KUT5TJCACFTXG","author","","date","2025-05-15T16:05:19Z","article","Interim commissioner Kintore Garment for the Department of Public Works told the Atlanta City Council Finance Committee on Oct. 11 that DPW's FY 2026 general fund budget request rises primarily because of pension and compensation increases and will fund new fleet purchases, ongoing telematics and command‑center operations, and continued anti‑dumping efforts.

\"The mission of our department is to enhance quality of life by providing environmentally safe protections for the welfare of all citizens,\" Garment said, describing DPW initiatives including optimized routes, AI-assisted detection of illegal dumping and a centralized fleet command center.

DPW presented the committee with program and budget details that show an overall department budget increase of about $17,799,000 for FY 2026. The department said the general‑fund portion is roughly $24,000,000 and that a key driver of the increase is pension rate changes (from 6% to 8%) and phased compensation study increases. DPW told the committee it plans to add 22 new units (including 18 garbage trucks and knuckle‑boom vehicles) to modernize aging equipment and expects procurement and delivery lead times of roughly six months or longer.

Why it matters: DPW operates core services—solid waste collection, special services (street sweeping, right‑of‑way mowing, removal of dumped material) and fleet operations that support APD and Atlanta Fire and Rescue. Equipment purchases and technology investments affect daily service reliability and long‑term maintenance costs for thousands of city stops and public receptacles.

Key details and performance data

- Positions and staffing: DPW reported 761 allocated full‑time equivalent (FTE) positions with 625 filled at the time of the presentation; the department said 46 positions were listed as \"approved and essential but not funded.\" DPW described an ongoing effort to reassign or abolish unfunded vacancies through the personnel‑paper process. Garment said vacancies had been reduced through recent hiring campaigns but acknowledged a continuing vacancy rate in some frontline areas.

- Budget drivers: DPW said the $17.8 million net increase is primarily compensation and pension costs. For solid waste, the department cited a $3.9 million variance driven largely by phase‑2 compensation and pension changes; the pension change alone was cited as roughly $2.4 million. Fleet services showed a $9.7 million increase, including higher repair and commercial repair contract costs, fuel site upgrades and a grant match for a clean heavy‑duty vehicles program.

- Equipment and capital plans: The department described a vehicle replacement plan (phase 2) and a fleet rideshare program to centralize pool vehicle management. DPW said it would procure 22 units (including 18 garbage trucks and knuckle booms) and install 103 Big Belly solar trash receptacles along the MLK Corridor that compact waste and send fill notifications.

- Technology and command center: DPW emphasized expanded use of telematics and logistics software (previously referred to as Rubicon, now Rapware), a centralized fleet command center at Claire Drive and AI tools mounted on trucks to detect illegal dumping and litter. The department attributed improved route optimization and cost avoidance—$1.5 million—partly to reduced reliance on supplemental labor.

- Service metrics: DPW presented quarterly operational figures: more than 1,000,000 curbside stops for garbage, recycling and yard trimmings with a 99.5% collection success rate for the quarter; more than 5,000 new cart requests completed; more than 9,000 backdoor collection stops at a 99% success rate; over 70,000 public receptacle stops; about 29,000 fleet labor hours supporting APD, Atlanta Fire and Rescue and Department of Watershed vehicles; 55 community clean events with roughly 700 volunteers covering 48 miles and removing about 23 tons of litter; nearly 1,200 illegal‑dumping sites addressed; and street sweepers covering over 10,000 miles.

Council reaction and operational concerns

Vice Chair Alex Wan pressed DPW on service reliability, noting constituent reports of missed pickups and delayed right‑of‑way mowing. Wan asked how the department could justify budgeted cuts to outside contract services while still improving on‑time performance. Garment and deputies pointed to the command center, route telematics and plans to add vehicles and crews as the tools to improve responsiveness; DC Robertson/Robinson (deputy commissioners) said more vehicles launching from locations such as Maddox Park would increase operational capacity.

Councilmember Overstreet praised DPW's community work and asked about the 47‑position request referenced in the budget book; DPW staff and the senior finance director said the FY 2026 request showed no net new funded positions, that many vacancies were legacy authorized but unfunded roles, and that a personnel paper would address abolishing unfunded positions where appropriate.

Councilmembers also questioned overtime levels. DPW said overtime remains necessary for weather events, major special events and unplanned incidents (water main breaks, mass events) and that controls were in place requiring preapproval for overtime, with sign‑offs tracked in DocuSign.

What the department is asking the council to approve

- Acceptance of the FY 2026 budget package that includes increased personnel costs largely attributable to pension and compensation adjustments.
- Funding for a fleet vehicle replacement program with immediate procurement of multiple collection trucks and special‑services equipment.
- Installation of phase‑2 Big Belly receptacles along the MLK Corridor and continued roll‑out of telematics and AI tools for illegal‑dumping enforcement and route optimization.

Discussion vs. decision

Discussion: Committee members discussed service reliability, vacancy accounting, overtime drivers and the balance between contracting and in‑house labor.
Direction: DPW said it would provide more granular headcount and funded/unfunded position breakdowns and work with council offices on site visits for proposed receptacle placements.
Formal action: No vote or formal committee motion was recorded during the presentation.

Implementation risks and timeline

DPW acknowledged implementation risks tied to procurement lead times (vehicle delivery estimated at six months or more), grant match requirements for some fleet purchases and the need to finalize a contract for Big Belly maintenance and placement. The department described mitigations—command‑center analytics, vehicle standardization plans to reduce repair complexity and partnerships with technical colleges for mechanic recruitment.

Ending

DPW closed by reiterating its operational performance metrics and asking the committee for support of the FY 2026 package to sustain recent gains in service delivery, fleet reliability and anti‑dumping enforcement. The department said staffing and personnel‑paper adjustments would be forwarded to the council as part of the budget and personnel‑paper processes.","mediaType","Video","parentTitle","#Atlanta City Council FY 2026 Budget Briefing Morning Session May 15, 2025 #atlpol","oneSentenceSummary","Interim commissioner Kintore Garment for the Department of Public Works told the finance committee that DPW's FY 2026 budget request increases mainly because of pension and pay adjustments and will fund 22 new fleet units, technology upgrades in a new command center, and 103 solar Big Belly receptacles along the MLK Corridor.","taxTitle","Atlanta, Fulton County, Georgia","taxId",2959,"location","headline","shortSummary",{"_33":75,"_35":36,"_37":38,"_39":76,"_41":77,"_43":78,"_45":79,"_47":80,"_49":81,"_51":82,"_53":83,"_55":56,"_57":58,"_59":84,"_61":62,"_63":64,"_65":85,"_67":68,"_69":70,"_71":68,"_72":56,"_73":56},6236776,"Atlanta HR reports completion of Phase 1 pay adjustments, readies Phase 2 and wellness expansion for FY 2026",915,5480000,6395000,"/Search/View?dp=1&key=3354718-35a84b9bbb1c91a544698015acb570df&start=5480&end=6395","https://assets.pipeline.soar.com/3354718-35a84b9bbb1c91a544698015acb570df/thumbnail_5480000.jpg","/articles/6236776/Atlanta/Fulton-County/Georgia/Atlanta-HR-reports-completion-of-Phase-1-pay-adjustments-readies-Phase-2-and-wellness-expansion-for-FY-2026","https://secure.pipeline.soar.com/6236776-9cd7fbd79d08b2daa1b31a6c9cfd6b27/orig.mp4?Expires=1771136174&Signature=nNIzDi-WEME5n9KOdWxS4OcH~Fc7OuQboZWOBKKhw75tlpm6wz4fHM2hboE-8VGqzMCkb-oQvNSNS9Jd7kWyN8uPY~yjbtb7uLce0TDYs-Gn82JQlW2cvqNY2IUanJZIU-sDk9J0mX0THsb93WY-lGf217NAxIZGGgHIynsqBngSJeqXEc8s6CixXFP2Tux-nsU8ys-zkRrO1qaUKtiW483Jm2kpIvPZkyvyvA-NxgDHmSuTK00yU708t8uVrraoHXqHFixw~XI7pjo~VQrNhiIwG9uFKOlTDCFDwNl1Wrc6U0a9LEXfaEbaaF72oAWQNHTZElO~GViLRjXBn67PTg__&Key-Pair-Id=KUT5TJCACFTXG","Interim Commissioner Calvin Blackburn for the Department of Human Resources told the finance committee on Oct. 11 that HR completed implementation of Phase 1 salary adjustments from the class‑and‑compensation study and has launched several workforce and wellness initiatives, while planning Phase 2 of pay adjustments for Jan. 1, 2026.

\"In order to get this across the line, remember this began in 2022 with an RFP,\" Blackburn said, describing the outreach, testing and data‑entry work his team performed to implement compensation changes for thousands of employees. He said HR sent roughly 8,000 personalized compensation letters and held dozens of orientation and focus sessions to explain changes to employees and stakeholders.

Why it matters: The compensation adjustments and pension changes affect take‑home pay, recruitment and retention across city departments. HR told the committee the transition to a defined‑benefit pension plan replaced the 2011 hybrid plan for approximately 4,600 employees and that Phase 2 of pay changes is scheduled for January 2026.

Key accomplishments and near‑term work

- Phase 1 implementation and quality control: Blackburn described a large operational effort to enter and validate compensation changes for every affected employee. He told the committee that errors occurred but that HR's \"best understanding\" is the implementation affected 5% or fewer employees; the team worked to correct over‑ and under‑payments as they were discovered.

- Benefits and open enrollment: HR reported that 2,600 employees submitted open‑enrollment elections and nearly 1,000 attended DHR showcases during the open‑enrollment period.

- Pension change: HR has transitioned eligible employees to a defined‑benefit pension plan; Blackburn said roughly 4,600 employees moved from the 2011 hybrid DB/DC structure.

- Employee wellness and behavioral health: Dr. Carla Moore and HR's wellness team provided expanded services to public safety personnel, including precinct and station visits, group therapy topics and an inaugural wellness fair at the public‑safety training center. Blackburn highlighted roughly 400 wellness visits and increased psychoeducation reaching more than 2,800 public‑safety personnel in several venues.

- Investigations backlog and timeliness: HR said it cleared older investigative cases from 2022–2023 and set a FY 2026 goal to reduce investigation completion time to about 100 days.

Budget and headcount

- FY 2026 request: HR proposed a general‑fund budget of $10,376,684 for FY 2026. The department said about 91% of its general‑fund budget is personnel costs and that the FY 2026 increase reflects conversions of extra‑help roles to full‑time authorized positions and the operational impacts of implementing the compensation program.

- Authorized positions: Earlier slides named 69 authorized positions, but HR clarified during Q&A that the correct FY 2026 authorized headcount is 77, with 49 filled and 28 vacant; the department plans to abolish five vacant positions through the personnel‑paper process and said most remaining vacancies are unfunded or will be retained only if mission critical.

Council reaction and follow‑ups

Councilmembers praised HR's heavy lift on class‑and‑comp implementation and asked for clearer, up‑to‑date vacancies and funded/unfunded breakdowns before final personnel papers. Several councilmembers asked for more real‑time budget tracking and monthly reporting options so council can respond more quickly to midyear fiscal changes.

Discussion vs. decision

Discussion: Committee members discussed the implementation complexity of the class‑and‑comp study, error rates and the role of HR in communicating with employees.
Direction: HR committed to provide personnel paper clarifications and promised to continue improving payroll and investigation timeliness.
Formal action: None recorded during the presentation.

Ending

HR concluded by asking the committee to endorse the FY 2026 request and to support continued funding for pension and compensation implementation, employee wellness programs and efforts to reduce investigative timeliness.","Interim HR Commissioner Calvin Blackburn told the finance committee that phase 1 of the class‑and‑compensation implementation is complete, the city converted thousands of employees to a defined‑benefit pension plan, and HR plans phase 2 of pay changes in January 2026 alongside expanded wellness and investigation timeliness goals.","actionData","errors"]

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Atlanta public works seeks $17.8 million net increase for FY 2026, plans new trucks, Big Belly bins and tech upgrades

Atlanta HR reports completion of Phase 1 pay adjustments, readies Phase 2 and wellness expansion for FY 2026