[{"_1":2,"_98":-5,"_99":-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",[32,74,86],{"_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",6231058,"mediaKeyId","3439824-04087cf8f93b7b1194a6c6fc9335657e","parentId",3439824,"title","ATL 311 expands hours, rolls out Microsoft Dynamics portal and reports high service levels","audioSeconds",331,"startMs",3575000,"endMs",3906000,"viewUrl","/Search/View?dp=1&key=3439824-04087cf8f93b7b1194a6c6fc9335657e&start=3575&end=3906","thumbnailUrl","https://assets.pipeline.soar.com/3439824-04087cf8f93b7b1194a6c6fc9335657e/thumbnail_3575000.jpg","articleUrl","/articles/6231058/Atlanta/Fulton-County/Georgia/ATL-311-expands-hours-rolls-out-Microsoft-Dynamics-portal-and-reports-high-service-levels","mediaUrl","https://secure.pipeline.soar.com/6231058-9ab6cf8992dec625c7c8537bc23f47cd/orig.mp4?Expires=1771159913&Signature=MphHFs62PyGRYbEWVmjS5j752aHTWke5jZNudFNtcRUf57yk2gXPZ97I4ndqte5ltkz4yK0XZbNXUeqfX6Q1f-gHthtYic1bEMf6V-RnZAI6rgS3o~Jqg-jBXIjDg6NfY~gkP1TOlXVWnhzkWby9n3RRCiGzAJd-jlthB-HJDc9Gol-MzAePZwPTpBqJd9Qv3IUuPIPxG14-aboanMqxtidONyEDSeagqifpPm68L-gMhh5inXcymlIqCBsnyiX9W6b5MEFmKzxLq8FEnuqHxYwTBW~PzTG~KFUkI02F1D2VcX25I0O4Q0xQ5PQItABlufGHnfyhN7cG-RyYGsEnFg__&Key-Pair-Id=KUT5TJCACFTXG","author","","date","2025-05-22T04:50:03.93Z","article","Atlanta — Maisha Good, commissioner of the Department of Customer Service, told Atlanta City Council ATL 311 expanded operations in FY25 and will continue technology and workforce reforms in FY26 to improve constituent service.

Good said the department extended operational hours to midnight Monday through Friday and replaced its CRM with Microsoft Dynamics, adding a portal, mobile app, live chat, a chatbot and kiosks in City Hall and Finance for self‑service. Deputy Commissioner Vernon Edmonds reported the call center presented over 250,000 calls year to date (through April) and handled inbound call volume at an 85% service level. Supportive services calls were handled at a 99% service level, a figure Edmonds attributed to referrals from the Housing Help Center, the Department of Grants and Community Development, and 911 triage.

The department said it will continue Phase 2 of technology integration to strengthen connections with Acela, Inquesta and CityWorks, improve live‑agent transfers and add workforce planning tools. The FY26 personnel table listed 160 total positions across funds (115 filled, 45 vacant as of February); staff said total headcount had increased to 127 by the meeting date. The department plans to abolish 20 positions identified as unnecessary after a workload assessment and noted a projected FY25 year‑end surplus of about $200,000.

Council members asked about weekend and late‑night coverage for seniors and other constituents who cannot use online tools. Good and Edmonds said self‑service channels are available 24/7, described activation procedures for urgent events coordinated with the mayor’s office, and offered to share a citizen‑facing guide and dashboard showing division trends.

Why it matters: ATL 311’s technology and staffing decisions affect how quickly residents get responses to service requests and how city departments coordinate operational responses. The department’s investments in CRM modernization and workforce tools are intended to reduce premature case closures and improve the “closed‑loop” tracking many council members requested.

Follow‑up: Customer Service staff will send a division trending dashboard and a public guide to ATL 311 self‑service options, and will continue to monitor premature case closures and departmental coordination.","mediaType","Video","parentTitle","#Atlanta City Council FY2026 Budget Briefings Afternoon Session May 21, 2025 #atlpol","oneSentenceSummary","Customer Service Commissioner Maisha Good and staff described FY26 budget details, technology upgrades including Microsoft Dynamics, a new chatbot and kiosks, expanded hours to midnight on weekdays, and high service levels for call handling and supportive services.","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},6231063,"Grants office reports improved controls and warns HUD cuts could halt programs serving thousands",441,2567000,3008000,"/Search/View?dp=1&key=3439824-04087cf8f93b7b1194a6c6fc9335657e&start=2567&end=3008","https://assets.pipeline.soar.com/3439824-04087cf8f93b7b1194a6c6fc9335657e/thumbnail_2567000.jpg","/articles/6231063/Atlanta/Fulton-County/Georgia/Grants-office-reports-improved-controls-and-warns-HUD-cuts-could-halt-programs-serving-thousands","https://secure.pipeline.soar.com/6231063-37218012bd378d4d8c9e40c6f2e5bc3a/orig.mp4?Expires=1771159913&Signature=CbujIEV4WIQMfDwW4Ex1qTbxG~sFCAdT03EREQmyRIvA2tM2CehI8acriL8M-xuvlvEUiLOaINmGrr0mdQb~oSNAFYL~9ysKXgG3LCuHAViOaXbBiFXtPdgPGPtWmbpml0SBoRTZRRBWdCKzHTGeIe6h9cTG6B9DOBfS4u64M0CGjXDa85M4BB3tkTFweRdswtsZAAW4MiCRvReByHUhpIAx2VImAld68Je~8ECgBD9H~G6vBrRgz2P~15Fb1c6nYKcfA9fYZ5tecBTBTBZrnfZnF~34mkm1ZViRm9YrMe-QaLgc7ecG0pCrE683YqwHxeJEQzxG6uRz1yX1F8dxXA__&Key-Pair-Id=KUT5TJCACFTXG","Atlanta — Deborah Lannon, commissioner of the Department of Grants and Community Development (DGCD), told Atlanta City Council the department has reduced reimbursement turnaround times, strengthened monitoring and has no HUD monitoring findings in the past program year, but warned that proposed federal budget actions put critical entitlement funds at risk.

Lannon said DGCD processed more than 900 subrecipient reimbursements last year with an average turnaround of 22 days, a sharp improvement from prior years when reimbursements sometimes took many months. She credited updated compliance and monitoring practices and a merged program/fiscal team that assigns one analyst per contract for contracting and reimbursement duties.

DGCD oversees four HUD entitlement funds — Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), Emergency Solutions Grants (ESG) and Housing Opportunities for Persons with AIDS (HOPWA). Lannon said the department funds projects that last year served nearly 18,000 residents (CDBG/ESG/HOME) and that HOPWA serves a 29‑county area. She noted the department recently won a Healthy Homes grant for remediation work in the Westside Promise Zone and a Lead Capacity grant for outreach and readiness.

On the FY26 outlook, Lannon said draft federal budget proposals circulating in Washington would zero out CDBG and HOME and combine HOPWA and CDBG into ESG. She described that uncertainty as “a source of daily trepidation,” noting that frozen federal funds prevented DGCD from drawing on monies already allocated and expended.

Deputy Commissioner Nicole Barnes described monitoring reforms: desk monitoring within 90–120 days, biannual full monitoring of high‑risk contracts, and internal audits to prepare for HUD or single‑audit reviews. The department has separated training by grant type to improve application readiness and minimize returned funds.

Budget and staffing: DGCD has 81 authorized FTEs; 37 are general‑funded and 44 grant‑funded. Lannon said 12 of the general‑fund positions are currently vacant and that the department is focusing on filling six “mission‑critical” roles. DGCD’s proposed general fund request for FY26 increased to about $3.1 million, attributed primarily to pay adjustments from the compensation study and increases in contracted consulting tied to grant compliance, though Lannon said the department is moving to bring some consultant functions in‑house.

Why it matters: CDBG, HOME, ESG and HOPWA funds support affordable housing, homelessness services and health‑related housing interventions. Cuts or delayed draws on those funds would interrupt projects and subrecipient cash flow and could force the city to scale back services to low‑ and very‑low‑income residents.

Next steps and follow‑up: Lannon and staff said lobbyists and city advocates are working in Washington; DGCD will continue to administer existing funds and prioritize hiring mission‑critical positions. Council members asked about the department’s contingency planning and the administrative portion of grant funding that pays staff salaries.","Commissioner Deborah Lannon told council the Department of Grants and Community Development improved reimbursements and monitoring, reported no HUD findings last year, and cautioned that proposed federal changes to CDBG/HOME/HOPWA would jeopardize services to low‑income residents.",{"_33":87,"_35":36,"_37":38,"_39":88,"_41":89,"_43":90,"_45":91,"_47":92,"_49":93,"_51":94,"_53":95,"_55":56,"_57":58,"_59":96,"_61":62,"_63":64,"_65":97,"_67":68,"_69":70,"_71":68,"_72":56,"_73":56},6231067,"Atlanta aviation chief seeks $522 million operating budget, outlines reorganization and parking rate gains",1703,472000,2175000,"/Search/View?dp=1&key=3439824-04087cf8f93b7b1194a6c6fc9335657e&start=472&end=2175","https://assets.pipeline.soar.com/3439824-04087cf8f93b7b1194a6c6fc9335657e/thumbnail_472000.jpg","/articles/6231067/Atlanta/Fulton-County/Georgia/Atlanta-aviation-chief-seeks-522-million-operating-budget-outlines-reorganization-and-parking-rate-gains","https://secure.pipeline.soar.com/6231067-de5a27b0e35975ea7f2546862905f6cb/orig.mp4?Expires=1771159913&Signature=ImCjFCbH4tr4AbwHqm6ZEZEdvTAxNZp6PhrqntKLVGLMMB9Qfd7h3hketUo7EiPt-FHlhh6wqWvlqNQ2IoCGCC06X2eUdPlgsqhsqNrrYnMjCu6qzyEvJShI-FmGOdL1001gwCZE9uqg-oErvXrPN8yKuV-lm72rXSU5QUbxVzoGy8akyjFaB9BSL7jNRdkn~Oalj6IUaWLoBcMOUbbrlShw5Kk3rPqdIFPzloDBW0yg9PbZIlSa--e8i-h~xN4dIB19v7ewVAIEBaG1jiIY9lTC3iynmyICElamwrU~YG~jc3tRy2P4MPWp~K2wC8C-cemf-igQVjbBHxl5Orf2zA__&Key-Pair-Id=KUT5TJCACFTXG","Atlanta — Ricky Smith, general manager of the Department of Aviation at Hartsfield‑Jackson Atlanta International Airport, asked Atlanta City Council to approve a proposed FY26 operating budget that includes $522 million in expenses and a revenue plan that Smith said totals about $852 million.

Smith said the budget supports a 971‑FTE complement and the airport’s ninth year of the ATLNext capital program. He called the airport’s “financial position … strong” and said the request focuses on operational efficiency, customer experience, sustainability and innovation.

The budget presentation tied rising aeronautical costs to capital borrowing. Deputy General Manager for Finance Brian Benefield told council that terminal rents — driven higher by increased debt service from ATLNext borrowing — are the largest aeronautical revenue increases. Benefield said total revenues shown in the presentation are higher than the printed budget book because the department is presenting the most current projections and intends to amend the rates and charges accordingly.

Smith described a three‑phase reorganization that will create eight divisions, including two new units: a Division of Revenue Development and Management and a Division of Administration and People Strategy. He said the reorganization emphasizes “business line discipline,” aligns revenue functions (airline activities, concessions, rental car and advertising) under one division, and will recruit several deputy general managers over the coming months.

The presentation included operating metrics and projections: 56.3 million enplanements forecast for FY26 (about a 2.5% increase over FY25 projection), a net reserve target around $155.2 million, and projected debt service (general airport revenue bonds) of about $174.5 million. Smith and Benefield said parking was a major non‑aeronautical revenue driver after a May 1 rate increase that had preliminary transaction volumes trending as expected; early data showed fewer than the projected drop in transactions.

Council members asked about vacancy concentrations (operations primarily), recruiting for newly created deputy roles, and areas that “keep [Smith] up at night” — Smith said concerns center on responsibilities the airport must manage but does not fully control, such as privately operated terminal maintenance and other third‑party service outcomes. Benefield said personnel costs for FY26 rose about $26.9 million, driven by conversions of extra‑help to full time, benefits increases and pay adjustments; contract services and parking operations also added materially to expenses.

Why it matters: Hartsfield‑Jackson’s operating budget and rates directly affect airline costs, parking and concession pricing, and the airport’s ability to support ongoing capital projects. Council guidance on rates and any changes to the operating plan will affect debt service coverage and the pace of capital delivery under ATLNext.

Sources and next steps: Smith and Benefield said they will return with the rates and charges package and asked for council approval of the FY26 request. Council discussion identified recruitment and oversight of third‑party operators (Atlanta Airport Terminal Corporation, TBI and others) as follow‑up areas for staff.","Department of Aviation General Manager Ricky Smith told Atlanta City Council his FY26 operating budget request totals $522 million, highlighted a multi‑phase reorganization, and said recent parking rate increases and higher terminal rents are the main revenue drivers supporting debt service and capital work under ATLNext.","actionData","errors"]

Article not found

ATL 311 expands hours, rolls out Microsoft Dynamics portal and reports high service levels

Grants office reports improved controls and warns HUD cuts could halt programs serving thousands

Atlanta aviation chief seeks $522 million operating budget, outlines reorganization and parking rate gains