Meeting discussionsStart with a topic.

4. Formal Business and Presentations

A. COW2026-042 Smyrna Public Art Master Plan Presented by Designing Local Citywide Anna Talarico, Public Art Coordinator with Designing Local, presented the following presentation: Smyrna Public Art Timeline Task Force • 2021 – Smyrna Arts and Culture Task Force assembled • 2023 – Utility Box projects initiated Designing Local + Public Art Committee • 2024 – Public Art Policy adopted by City Council + Crosswalk Projects • 2025 – Public Art Projects continued + Public Art Plan launched Public Art Plan Overview Plan Overview • Section 1 – Introduction • Section 2 – Community Engagement • Section 3 – Public Art Typologies/Approaches • Section 4 – Public Art Project Recommendations • Section 5 – Administrative Recommendations • Appendix Section 1 Overview • What is a Public Art Plan? And what will it do for Smyrna? • Who is this plan for? • What is the history of public art in Smyrna? • Why is this the right time to create a Public Art Plan? Section 2 Community Engagement What We Heard 10 one-on-one conversations Crafts and Drafts Pop Up Engagement 234 Survey Respondents - Respondents want to see public art from ward to ward What is the identity of Smyrna? • Connection and Togetherness • A Lively and Vibrant Spirit • Embracing Diversity What are the foundational needs for Public Art in Smyrna? • A unified and clear direction for projects • Funding strategies • Art across Smyrna What should Public Art in Smyrna embrace? • Authentically Smyrna • Building the Public Art Muscle • Beyond Beautification Vision Statement for the Smyrna Public Art Master Plan Public art in Smyrna will reflect the community, amplify the best parts of Smyrna, and enrich quality of life for all.

Sections 3 & 4 Public Art Typologies and Project Recommendations Public Art Typologies Public Art Media • Sculpture, environmental, fiber, functional, murals, lights installations, mosaics, multimedia, performing arts, time-based media Public Art Placement Strategies • Iterative, and single presentation Public Art Approaches • Iterative, public performances, pop up & temporary, site-specific, community participatory art Recommendations Framework • Small Wins – Smaller investment, shorter timeline, under $25,000 • Medium Wins – More significant investment, medium timeline, $25,000 – $49,999.99 • Big Wins – Major investment, permanent intention, $50,000+ Cost Considerations Implementation Considerations Impact Section 5 Administrative Recommendations Funding Scenarios • Option 1: Public Art Requirement in Developer Contracts • Option 2: Include a Percent for Art requirement as part of SPLOST projects • Option 3: Allocate 0.01% of total annual Operating Budget to Public Art • Option 4: Continue allocating public art funding from the City’s General Fund Example Phasing Chart for Public Art Projects Example Phasing Chart for Public Art Projects FY 28 Annual 10% Maintenance Allocation Varies Annual 5% allocation for future large-scale project Varies Fire Hydrant Program $10,000-20,000 3 Utility Boxes $9,000 Retaining Wall Mural in priority location $10,000 Pilot Rotating Sculpture Program (artworks on view for 18-24 months) $10,000 - $12,000 ($2,000 honorarium per artist FY 27 Annual 10% Maintenance Allocation Varies Annual 5% allocation for future large-scale project Varies Fire Hydrant Program $10,000-20,000 3 Utility Boxes $9,000 Vinyl Mural Program Kick Off - 5 opportunities $15,000 Retaining Wall Mural in priority location $10,000 Concrete work for rotating sculpture sites around the City (assume 5 or 6 locations) $5,000 per foundation, $25,000-$30,0000 Pop Up Artwork or Artist Engagement Opportunities throughout the year $20,000 FY 27 Total $104,000+ Argyle Elementary School Bridge Mural $90,000 FY 28 Total $141,000+ Example Phasing Chart for Public Art Projects Appendix Summary of Public Art Policy Updates Matching Mural Grant program overview Councilmember Hines asked how the art projects are announced to the community so they are aware of the work that is taking place.

She also asked about pop up opportunities. Ms. Talarico explained that there has been a pop up art project at a recent festival where the public can actually participate in the making of the art. It is leveraging opportunities where people are already going to be and allowing the public to engage or participate. Ms. Talarico also stated that the plan does not have built in marketing strategies specifically around public art. Councilmember Oglesby spoke about the ARTery and the challenges of finding spaces to add sculptures. And because the ARTery is downtown specific, Ms. Talarico reiterated that the public was clear that they wanted to see art citywide. She did, however, say that the ARTery would definitely be a subject brought up at tomorrow’s Public Art Committee meeting. She also mentioned that city-owned property are spaces that are really good for large scale projects and sculptures. Carson Haynie, Special Projects Manager, explained that at the last Public Art Committee they approved two ARTery projects: two different sets of sidewalk murals and a retaining wall mural. The Public Art Work Plan in the Public Art Policy which states that at the beginning of each fiscal year, a list of projects is to be brought before Council which updates the Council on the progress made by the committee. Councilmember Welch asked about the budget for public art. Kristin Robinson, Deputy City Administrator / CFO, stated that public art is budgeted as part of the budget process. Discussion took place about the approval process for art projects. Some members of council thought recommendations from the Public Art Committee then had to come before Council for final approval. Scott Cochran, City Attorney, stated that it is best that the council not formally vote/approve art projects so it does not appear that the government is supporting or blocking art.

The committee functions within a general plan that is approved FY 29 Annual 10% Maintenance Allocation Varies Annual 5% allocation for future large-scale project Varies Fire Hydrant Program $10,000-20,000 3 Utility Boxes $9,000 Retaining Wall Mural in priority location $10,000 Major Sculpture or Artist-designed play structure $200,000 FY 29 Total $239,000+ by Council, and the committee makes decisions within that plan. Mayor Norton asked Ms. Haynie to send Mayor and Council any formal approvals made through the committee so Mayor and Council are all aware of the projects moving forward. Ms. Talarico stated that approval is tiered. Large scale and large cost projects will definitely come before Council. Mayor Pro Tem Gould expressed that the ARTery is important and has been a topic for quite some time, so he asked that if there is a project that is not moving forward or having difficulty moving forward, especially on city-owned property, he would like that to come before Council to see if there is anything Council can do to assist.

B. COW2026-044 Presentation by David Griffin and Alice Davis of OneDigital Retirement Services regarding 3(38) Fiduciary Services. Citywide David Griffin and Alice Davis of OneDigital presented the following: FIDUCIARY ROLES & RESPONSIBILITIES 3(21) Co-Fiduciary: Plan Advisers assume co-fiduciary responsibility They provide advice and recommendations regarding plan investment selecting, monitoring and replacing with prudence and objectivity to the investment committee. Plan Advisers do not have discretionary authority, and all final investment decisions are made by the committee. 3(38) Investment Manager: Plan Adviser acknowledges fiduciary status to manage plan assets Appointed investment manager selects, monitors and replaces investments on behalf of the retirement plan committee. Adviser has discretionary authority to buy and sell securities as appropriate. FIDUCIARY ROLES 3(21) 3(38) Investment selection flexibility Fulfills asset class requirement Ongoing monitoring and reporting Investment selection guidance Participant managed accounts available Selects plan investments Market commentary Automatic fund removal and replacement Accepts fiduciary responsibility from plan sponsors for investment alternatives

C. COW2026-046 Presentation by Chris Sizemore and Sonji Jacobs of Incisive on a Proposal for Strategic Communications Citywide Chris Sizemore of INCISIVE presented the following: Proposal for Strategic Communications Presented to the City of Smyrna Who We Are INCISIVE is a strategic communications, marketing, brand and public affairs agency built for moments that require clarity, trust and action. • Clear Thinking – We turn complex issues into clear, actionable communications. • Public-Sector Experience – We understand how civic leadership, media, residents and stakeholders intersect. • Trusted Counsel – We help leaders anticipate questions, manage risk and communicate with confidence. • Purposeful Execution – We simplify complex topics into clear, digestible content that educates, motivates and moves audiences to action. What We Do We Build Clarity, Trust + Connection Our work connects leadership priorities to the audiences who need to understand, trust and act on them. • Strategic Communications & Executive Counsel: Messaging, leadership communications, talking points, Q&As and narrative alignment. • Media Relations & Message Development: Press releases, media advisories, reporter outreach and message preparation. • Public Affairs + Stakeholder Engagement: Resident, civic, partner and community- facing communications. • Reputation, Crisis & Issues Management: Planning and response support for sensitive or high-visibility moments. • Integrated Marketing & Content: Editorial planning, social content, newsletters, campaign messaging and audience engagement. • Brand, Digital & Website Strategy: Brand narrative, visual storytelling, website content structure and digital channel strategy. Why Proactive Communications Matter For a growing city like Smyrna, communications should do more than respond. It should help leaders anticipate questions, build trust and keep residents informed about progress, priorities and decisions that shape the community. • Anticipate – Identify questions, issues and opportunities before they become urgent. • Align – Connect leadership priorities, resident expectations and citywide messaging. • Communicate – Deliver clear, consistent content across channels residents already use. Why INCISIVE We bring the perspective of people who have worked inside government, media, enterprise and agencies.

• Local + Regional Understanding: Deep experience across metro Atlanta, Georgia and civic-facing organizations. • High-Stakes Judgement: Experience supporting leaders during moments of scrutiny, change and opportunity. • Integrated Thinking: Strategy, content, media, brand and reputation working together. • Trusted Partnerships: Experience with government, nonprofit, civic and enterprise organizations. Our Approach From Complexity to Clarity 1. Listen – Understand goals, audiences, sensitivities and current communications needs. 2. Align – Create shared direction around priorities, messages and the review process. 3. Build – Develop content, messaging, tools and communications materials. 4. Activate – Support social, newsletter, media, publication and stakeholder communications. 5. Adapt – Review what is working, refine messaging and respond to emerging needs. Our Reach + Client Partnerships The INCISIVE team brings experience across civic, corporate, nonprofit, education, government, public affairs and community environments. That perspective helps us understand not only how messages are built, but how trust is earned in the places where decisions are made and relationships matter. Metro Atlanta + Georgia Footprint • Strategic communications for cities, municipalities and public-serving organizations • Coalition-building, public engagement and economic development campaigns • Reputation and stakeholder communications in complex public environments Why That Matters We understand how local ecosystems operate and how regional conversations connect to broader public narratives. Leadership Chris Sizemore, Founder & Partner • 20+ years delivering communications, marketing and brand strategy for government, corporate and nonprofit clients. • Co-founded and led Creative Mischief from 2008 to 2022, building and selling the award-winning Atlanta digital agency. • Led campaigns for clients including NCR, The Carter Center, United Way, Georgia Chamber, Douglas County and the University of West Georgia. • Recognized civic and business leader through Atlanta Business Chronicle, Georgia Titan 100, Leadership Cobb, Leadership Atlanta and Leadership Georgia. • Serves in civic leadership roles with Kennesaw State University Bagwell College of Education, Emory Center for Ethics, Georgia Chamber, Fulton Education Foundation and Titan 100. Sonji Jacobs, Managing Partner • 30 + years of experience in communications strategy, media relations, reputation management and public affairs. • Former Vice President of Corporate Communications and Public Affairs at Cox Enterprises, leading executive, employee, digital and external communications. • Former Director of Communications for the City of Atlanta and Edelman public affairs and crisis leader. • Former journalist with The Miami Herald and The Atlanta Journal-Constitution, bringing deep media and public-sector insight. • Serves in civic leadership roles with Zoo Atlanta and Hope Atlanta

D. COW2026-050 Final Review of the FY 2027 Budget

5. Review of Current M&C Agenda

A. COW2026-048 Review of the June 1, 2026 Mayor and Council Meeting Notice and Agenda Mayor Derek Norton reviewed the June 1, 2026 Mayor ad Council Meeting agenda. ATH2026-069: Paul Osburn, Interim Public Works Director, stated that acquiring the easements at 1216 Bank Street is necessary because the existing sanitary and storm drainage infrastructure on the property never had proper easements granted during the installation of the infrastructure. This will allow the City of Smyrna to be able to access and maintain its sanitary sewer infrastructure that crosses the property in multiple locations. PH2026-025: Budget Fee Schedule Update: Paul Osburn, Interim Public Works Director, stated that the fees for Water Administration need to be revised to establish fees for the new meters the City is implementing and to add/ revise existing fees for price changes and add items previously omitted from the schedule. In addition, new fees were established with an ordinance change related to yard waste requiring the sanitation fee schedule to need to be updated. These will be effective June 2, 2026 and will be updated in the adopted budget book for FY 2027. PH2026-021: AMI Metering: Paul Osburn, Interim Public Works Director, stated that this is a request based on the need for the leased space on the New Smyrna Cemetery cell tower for the installation of the required AMI base station infrastructure. This lease is necessary for the vertical asset installation to ensure the new AMI infrastructure (water meters) being replaced city wide will functionally operate and be supported by the new meter reading software to ensure accurate metering and billing data is generated.

6. Other Business / Staff Comment Councilmember Welch stated that he would like to see the fence made out of pallets on Concord Road removed. Councilmember Hines reminded all that next Sunday is Reverend Porter’s last Sunday Service at Smyrna First UMC. She also encouraged everyone to attend the next Cobb Municipal Association on June 9. Most, if not all police chiefs, will be in attendance. They will discuss FIFA, teen takeovers, and how all agencies are working together. Discussion took place about the city’s current public relations group that is under contract and if the position of Community Relations Director will be backfilled. Councilmember Oglesby announced Juneteenth on June 19, which will start at 6:00 PM. He sent out a rough draft to Mayor and Council of the evening’s events and schedule. This year there will be a VIP tent where there will be culinary and wine tastings. Mayor Norton stated that advanced voting for the runoff will be held at Smyrna First Baptist again. Paul Osburn, Interim Public Works Director, stated that next weekend C.W. Matthews will be paving at night from 6p – 6a. As part of the fees, they are working on a master plan for storm water utilities. Croy Engineering is helping with some of it. 7. Executive Session (As Needed)