Setting the Record Straight VoteTheFacts.com

There is an unusually high level of misinformation going around this election season. This page provides the facts about the City and Mayor John Bradberry’s record of clear, proven results that keep Johns Creek moving forward. Scroll down this page or use the links below to jump to a specific topic.

Prioritizing Safety

Since 2022, we have increased funding for Public Safety by 36%, with roughly half of the city budget dedicated to keeping our community safe. We are building a new Fire Station and Police Substation in the Newtown area and continue to invest in personnel, training, equipment, and vehicle replacement through our well-funded accrual program.

Our police and fire departments are fully staffed, a rare achievement as many areas nationwide struggle with recruitment and retention. These efforts have improved turnover rates in 2024 and 2025, keeping them below national averages.

Thanks to these investments, Johns Creek continues to be recognized as one of the safest cities in the country, with excellent response times for both police and fire services.

We are committed to maintaining a strong, well-supported public safety team that keeps our neighborhoods protected and our community thriving.

Public Safety Funding

Every year, city departments submit wish lists that include both immediate needs and long-term “nice to haves.” City management, working with the Department Heads, then uses a tier system to prioritize which items are funded in the current budget that is presented to Council.

This is normal budgeting. Good stewardship means funding what is critical now, while planning responsibly for the future — not automatically approving every request.

Despite claims to the contrary, Johns Creek’s budget fully funds all critical police and fire needs:

  • Nearly $40 million of the city’s $84 million budget is dedicated to public safety.

  • Bonuses, pay raises, and retention incentives for Police and Fire are funded.

  • Training, PPE, CPR devices, and equipment/facility repairs are funded.

  • Vehicles are replaced on a responsible schedule, through a dedicated accrual fund.

So why weren’t some items funded? Because they were lower-priority or unnecessary:

  • A backup fire engine was requested, but we only replace frontline vehicles, not reserves.

  • A transport rescue vehicle was requested, but ambulance transport is already covered by our AMR contract.

  • Extra police positions were requested, however five new positions were added in 2025 and four cadets are funded in this budget.

Bottom line:
The “unfunded list” being circulated is misleading. Johns Creek’s budget process is fair, responsible, and ensures that every essential public safety need is met, while avoiding waste and protecting taxpayers.

More Details: What Was Funded and Why

Funded in the FY26 Budget – Despite claims that they were not

  • New Hire Signing Bonuses: $55,000 (Police increased; Fire adjusted based on hires)

  • Retention Bonuses: $100,000 based on expected completion of milestone service

  • Public Safety Pay Adj.: All Public Safety staff receive a 2.7% COLA  and 3.3%  merit increase

  • Police Training & Education: $ 225,000 (increased above 2025 YTD levels)

  • Police Equipment & Facility Maintenance: Fully funded ($8,800 + $11,000)

  • Airway Suction Units: $3,200 added to accrual for replacements

  • Cardiac Monitors / CPR Devices: $91,000 funded (brand TBD)

  • Personal Protective Equipment (PPE): $102,600 for PPE + $12,500 PPE dryer cabinet + $17,500 extractor

  • Fire Station Needs: $95,000 for Repairs and Maintenance (including lockers, furniture, refrigerators) + $13,000 for mattresses

  • Mini Pro 4 Drones: $3,200 budgeted for replacements

  • Paramedic Pay Incentives: $72,500 (no reduction from FY25)

  • GA Fire Pension: $27,000

  • Fire Education & Training: $ 99,998 (increased above 2025 YTD levels)

  • Fire Department Overtime: $499,830 (slight increase)

  • Recruiting & Advertising: Covered by HR budget

  • Fire Vehicle Replacement: One F-150 funded through accruals ($84,500)

  Tier 2 & 3 Requests (Not Funded This Year)

  • 4 New Police Officers: $392,000 (cadets funded instead; 5 new positions added last year)

  • 4 Police Vehicles: $332,000 (request specific to the above officer request, a total of 11 new patrol cars are funded in this budget)

  • Incident Command Vehicle: $225,000 (Tier 3)

  • Drone First Responder System: $150,000 (Tier 3)

  • EV Fire Extinguishment Equipment: $12,000 (Tier 2)

Requests Not Eligible Under Policy

  • Backup Fire Engines: Already replaced in 2018; city policy does not replace reserve vehicles

  • Transport Rescue Vehicle: Surplused; transport provided by AMR contract with strict metrics

  • F-250 4x4: Scheduled for 2027 replacement; City Hall pool truck transferred in the meantime

  • Specialized Assignment Pay: Already addressed in citywide pay study and job assessment

Police Staffing

Our commitment to safety is clear: Johns Creek now has more officers per capita than ever before, protecting our families, neighborhoods, and businesses.
Nationally, police departments have faced significant recruitment and retention challenges since 2020. When I took office in 2022, Johns Creek was experiencing a similar deficit of officers. We implemented targeted measures—and the results speak for themselves.

•    Sign-on bonuses for new officers (Summer 2022)
•    Classification and compensation study (2023), leading to competitive pay increases
•    Retention bonuses for milestone years of service (late 2023)

These initiatives helped reduce police turnover from around 20% in 2022–2023 to just 5% in 2024, well below the national average. They also enabled us to successfully recruit new officers, filling all five new positions in the 2025 budget.

Today, our Public Safety departments are fully staffed, well-supported, and prepared. Thanks to these efforts, Johns Creek continues to be the safest city in the country, with strong retention, successful recruitment, and excellent emergency response.

So-Called Unfunded Budget Requests

The 2026 budget request discusses the reasons for the ask for 4 additional officers. It discusses that trends in criminal activity for specific categories occurred at a higher rate this year over last. While I never want to see any category of crime rise, the fact is that the over all crime rate for 2024 vs. 2023 is down by -2.35%. This includes a sharp drop in burglary, aggravated assault.

Source: Police-Annual-Report-2024.pdf

In the budget request the chief states that  “Although Johns Creek's officers per 1,000 residents ratio is low compared to both regional and national averages, our calls for service and criminal activity also fall below the regional and national averages.”  The request to add four additional officers is stated as a long-term need, not an immediate one, which is consistent with the request being named a Tier 2 request for this year.

The JCPD maintains up-to-date statistics for all that they do, and I invite all citizens to look at the pages for themselves.

Data Catalogs

On these pages, you can see the trends for both Incidents and Calls for Service.  You can use the date feature to see any span of time since 2010 for multiple categories.

Pulling directly from this data, the average monthly calls for service to-date are shown here:

So, while 2024 was up in calls for service over 2023, the 2025 trends are actually down to the lowest in years.

Here is the graph for this data from the site.

Calls for service include proactive services such as business checks, residential checks, and neighborhood patrols. 

We can also see the transparent data for Incidents, which are crimes and arrests, both property and persons.

These are shown yearly and compiled here:

While there is no way to know what the data will show for the full year of 2025, it is clear that the trend is headed in the direction of—2024, which is less than the recent past years.

I invite you to go to the page and use the tool to filter by any category that you would like to see.  While there will always be fluctuations, and some things do trend up at times, it is clear from the official data that crime is not on the upswing that my opponent wants to scare you into believing. 

This year, US New and World Report recognized Johns Creek as the safest place to live in the U.S.  From the article “Johns Creek is the safest place to live in the U.S., ranking No. 1 in the safest Places to Live crime subcategory.”   The rankings are based on facts and data of 859 cities analyzed.

25 Safest Places to Live in the U.S. in 2025-2026 | U.S. News

Ambulance Service

Johns Creek contracts with AMR (American Medical Response) to provide emergency transport services for our residents. This partnership was clearly explained by the City Manager, Kimberly Greer,  during the September 8th Council meeting when Councilmember Skinner proposed adding an amendment to the budget to fund a new transport vehicle. In that meeting, Ms. Greer stated “the transport capable vehicle was surplused as previously directed by the body (the Council ) when the decision was made that the City of Johns Creek would be partnering for regional ambulance service. We don’t need to replace a vehicle when you have already provided an alternative means to ensure that emergency medical patients that call for service in Johns Creek are appropriately transported to our hospitals.” See video clip below:

Johns Creek pays AMR $2 million annually to guarantee faster response times for our residents - a far more efficient and cost-effective approach than maintaining a city-run ambulance fleet.

It is also important to note that the Johns Creek Fire Department is not licensed to provide ambulance transport services. During the May 28, 2024 work session, in response to questioning by Ms. Skinner,  Fire Chief Coons confirmed that current law prevents the department from providing this service. See video clip below:

City Staffing

Over the past four years, city staff turnover has ranged between 11% and 18%, with a much lower 7% turnover so far in 2025. Thanks to the initiatives we launched in 2022 and 2023, both our fire and police departments are now fully staffed for the first time in years, with exceptionally low turnover rates.

While we cannot discuss individual personnel matters, what we can say is clear: the City Council holds management to high standards, and we expect all employees to be accountable to the community they serve. Building a strong team sometimes requires making difficult decisions to ensure that only the best and most committed talent is in place.

Since taking office in 2022, my focus has been on creating a high-performing organization. Today, I believe we are exactly where we need to be—staffed with the right people to deliver the very best for Johns Creek.

Special Note: My opponent’s claim that seven Department heads have left the city in the last four years is incorrect. There have been three Directors leave the city during this time: Economic Development, HR, and Finance.

A Well-Planned Tunnel

In 2021, the City of Johns Creek adopted the Town Center Vision and Plan, developed by a task force of residents and industry experts. This award-winning plan highlights safe pedestrian and bicycle connectivity as a key priority—and it calls specifically for this tunnel:

“The existing Johns Creek Greenway connects the plan area to the south along Medlock Bridge Road. Proposed tunnels would connect the existing multi-use path directly to the Town Center core.”

This tunnel is not a “tunnel to nowhere.” It is a vital connection to the Johns Creek Greenway, which already links to both local shops and national retailers. It ensures that residents of Hearthside, Ashwood Meadows, and Johns Creek Walk have safe, walkable access to the Town Center.

By tying the Town Center directly to the Greenway and nearby neighborhoods, the tunnel strengthens connectivity, boosts local businesses, and improves safety.

This is smart planning in action—building the future we envisioned together.

Johns Creek Named #1 City in the US

It’s official – Johns Creek is the #1 city in America!

These accolades reflect the strength, safety, and quality of life we’ve built together — and they’re backed by data, not opinions. Despite what some may claim, these rankings are not based on votes by real estate agents.  

According to US News & World Report,

“Cities in the rankings are evaluated using data from Applied Geographic Solutions (AGS) and U.S. News’ own internal resources. AGS develops its core database and specialized indexes from both private and government sources, including the U.S. Census Bureau, Department of Commerce, the Federal Reserve and the Bureau for Economic Analysis, as well as state and local sources.”    

Read more about the methodology here.

Nesbit Ferry Road Improvements

There has been some confusion about the upcoming discussion on a proposed trail along Nesbit Ferry Road (Brumbelow to Mt. Pisgah). I want to thank everyone who has reached out — I am listening, and I value the input.  

That said, some of the information being circulated is not accurate. Here are the facts.

  • The city of Roswell owns the road, and that has made any project along this corridor particularly complicated.  Johns Creek is actively working with the city of Roswell, and we will continue to do so.  

  • The Colony Club Drive intersection project is well underway (despite public claims made to the contrary). Engineering for this project was approved in 2023, and right-of-way is expected to finish and move to the next phase early next year. 

  • The $7.5 million allocated from TSPLOST II to the project is still 100% allocated for improvements along Nesbit Ferry Road.  No TSPLOST funds have been diverted to the Town Center or anywhere else.  

  • The TSPLOST II list of projects is not prioritized.  The numbers shown are to distinguish and identify projects, not to rank them. The city is in various phases of most of the projects.  Nesbit Ferry projects are just as important as any other project on the list.  

  • This is not a rushed project; this project, like all city projects, is scheduled based on many criteria, including resident input. 

There is an action item on the agenda for the City Council meeting on October 6th. The Council will be considering an engineering contract for the Trail at Nesbit Ferry Road. I encourage public comments. The information for this agenda item is available at here.

Sales Tax Truth

Your sales tax rate has not increased — it’s still 7.75%, not 9% as my opponent implies.  

The projected 9% increase in LOST revenue is a positive for Johns Creek. LOST funds come from everyone who spends money in Fulton County, not just Johns Creek residents. More LOST revenue means less tax burden on Johns Creek homeowners.

Performing Arts Center Bond Referendum

On November 4, you will decide whether the City should issue $40 million in bonds to fund a Performing Arts Center (PAC). The choice is yours.

The City Council placed this question on the ballot so that residents—not politicians—make the final decision. I supported putting this question to the voters and I have pledged to fully respect the outcome.  

  • If voters approve the bond: we will move forward with the PAC.

  • If voters reject it: the project is finished, and I will not support bringing it back.

This decision belongs to you, and I will honor it, whatever the outcome.

To learn more, visit the City’s FAQ page and join the next community meeting:
Thursday, Oct. 16, 6 p.m.

City Hall, 11360 Lakefield Drive
https://johnscreekga.gov/performing-arts-center-bond-referendum/

If the referendum passes, $5 million is earmarked in the 2026 budget for construction documents. If it fails, those funds will be reallocated to other priorities.

This referendum is separate from the Mayor’s race. You should weigh the costs and benefits and make your own decision.
Opponents claim your tax bill will increase by 14% or more, but that’s misleading. If the Performing Arts Center bond passes, it is anticipated that an additional 0.38 mils would be added to the Johns Creek portion of your property taxes. Your total tax bill includes Fulton County and Fulton County Schools, which make up the majority of your taxes — those amounts will not change.

Rollback Millage Rate

Your property tax bill is calculated using your property’s assessed value and the millage rate set by the city.  

When property values rise, your taxes automatically go up if the millage rate stays the same. This is a backdoor tax increase because you pay more even if the rate stays the same.

The rollback millage rate is a reduction in the millage rate that keeps your property taxes roughly the same, even when property values increase. It ensures that rising property values don’t automatically mean higher taxes for residents.  

Mayor John Bradberry supports using the rollback rate and builds the city budget based on it, keeping taxes fair and predictable for homeowners. The rollback rate ensures the city lives within its means and requires justification for any additional spending.

This chart shows the City Millage rate since 2006.

See the Appen Media story for more about the Johns Creek millage rate here.

Kelly Stewart’s Hypocrisy

From 2012 to 2015, every single budget adopted by the City Council reduced the “total requested” funding for both Police and Fire.

Kelly Stewart voted for all four budgets — without protest, amendment, or objection.

There is nothing wrong with responsible budgeting. Prioritizing and trimming requests is a normal, necessary part of fiscal management.

But today, Kelly Stewart twists those same responsible decisions into false claims of “failing to support public safety”, generating false outrage for political posturing.

This is not leadership – it is hypocrisy.

Accrual Funds

Our accruals are stronger than ever. Former Mayor Mike Bodker suggests that our accrual funds are underfunded or “decimated.” That claim is simply false.

Since I took office, we have added almost $9 million to our accrual funds — ensuring Johns Creek’s future needs are fully funded and our finances remain strong for years to come.

See the table below for the numbers that tell the real story and check out our annual financial audit for more details.

Campaign Filing Information

It’s true that a complaint was filed against me - by a Stewart supporter on the same day Stewart filed to run. All of the reporting deficiencies were technical, nothing material. The state attorney said 70pct of the reports filed have these same type of errors.  

There was a second complaint filed early by the Stewart campaign that was quickly dismissed but cost the city taxpayers $3500. Is this “lawfare”?  It is certainly the weaponization of our important ethics rules for political purposes. 

Here is the link to all of my Personal Financial Disclosure reports and Campaign Contribution Disclosure reports. Everything is publicly available. Nothing is hidden. See for yourself 

By the way, anyone can file an ethics complaint, and all complaints have to be reviewed. It is easy to do. The link to the State Ethics Commission Complaint Form is here in case anyone is curious.

More On the PAC

Parks

Millage Rate

More Stewart Hypocrisy

Tunnel

Public Safety