Bulloch County Commissioners see growing demands at budget retreat

Over two days, on Monday, March 17th and Tuesday, March 18, 2025, Bulloch County Commissioners immersed themselves in the intricacies of county operations during the annual budget retreat, held at the Bishop Building at Paulson Stadium.

The retreat provided a platform for department heads to present their current challenges, successes, and future needs, with a recurring theme emerging: the strain of increasing demand for services, the critical need for expanded facilities, and the need for additional county staff.

Throughout the retreat, commissioners heard detailed descriptions by department heads, seeking to explain the complexities of each department's operations. The presentations highlighted the need for strategic planning and resource allocation to address the county's growing demands.

The two-day retreat provided valuable insights for both new and returning commissioners, setting the stage for the upcoming budget deliberations. The presentations underscore the importance of addressing the challenges posed by the county's growth to maintain efficient and effective public services.

The budget presentations

Cindy Steinmann, Interim Manager of Bulloch County, and Kristie King, CFO of Bulloch County, opened the two-day budget retreat for the Bulloch County Commission on Monday. This budget presentation outlines the county’s financial planning process, emphasizing transparency and strategic initiatives. 

• Process and Timeline:
  • The budget process follows established procedures, focusing on strategic objectives and departmental needs.
  • Key dates include departmental budget requests, proposed budget release (May 1st), and final approval (June 17th).
  • The process includes departmental presentations of needs and opportunities.
• Key Considerations:
  • Compensation: Reviewing and potentially updating the compensation plan and retirement funding.
  • Population Growth: Addressing the need to maintain service levels with increasing population.
  • Fiscal Responsibility: Balancing taxpayer burden with service delivery quality.
  • Capital Improvements: Prioritizing facility and equipment maintenance and upgrades, including addressing aging infrastructure.
  • Contingency Planning: Maintaining reserves for unexpected expenses, such as disaster relief.
  • Future Planning: Departments will outline future staffing, operational, and capital needs.
• Past and Present Financial Status:
  • Significant pay increases for employees were implemented in previous years.
  • Risk management costs have increased.
  • A focus on transparency and studies regarding demands and facilities.
• Departmental Presentations:
  • Departments will present their needs, operational issues, and future requests.
  • The presentations will provide a broad overview, not detailed financial figures.
  • The presentations will show where the departments have been, and where they are going.

Human Resources

This presentation was made by Cindy Steinmann, Interim Bulloch County Manager, since the HR position is not filled at this time. She focused on a workforce development study and its implications for the county's future staffing and budget. 

• Workforce Study Findings:
  • The study aimed to assess current staffing efficiency and future needs, considering population growth.
  • A significant portion of the workforce has extensive experience, but this raises concerns about impending retirements (35% of employees intend to retire in the next 3-5 years).
  • Succession planning is crucial, and the management development program is highlighted as a valuable tool.
  • Employee surveys revealed a need for enhanced training, particularly in leadership development and management.
  • Concerns about pay adequacy were raised, with a need for an updated comprehensive pay study.
• Population Growth Impact:
  • Population growth will directly and indirectly affect various departments, requiring adjustments in staffing levels.
  • Direct impact departments include public safety (EMS, 911, Animal Services).
  • Indirect impact departments include HR and Finance, which will need to expand to support the growing workforce.
• Staffing Recommendations:
  • The study recommended a 13% increase in full-time employees over the next five years, with specific positions identified.
  • These recommendations are guidelines, not mandatory requirements.
• HR Department Status:
  • The HR department is currently understaffed, with a ratio of HR staff to county employees significantly lower than recommended.
  • HR is working to improve employee retention and training.
  • Employee turnover has been reduced.
• Pay Study:
  • A new comprehensive pay study is needed to address current market conditions and ensure competitive compensation.

Tax Assessor

Leslie Akins, Bulloch County Tax Commissioner, Robert Fisher, Deputy Chief Assessor for Bulloch County, and Paul Connor, GIS Coordinator, Bulloch County presented on behalf of their departments.

Tax Commissioner's Office:

• The office generally operates under budget.
• They are requesting a new position to handle contract and tax sales, relieving the current Tax Commissioner of this ongoing responsibility of handling delinquent payments.
• They are also requesting a "hand-me-down" vehicle for site visits, as using the Tax Commissioner's personal vehicle has led to questioning, despite staff carrying identification.
• A previously approved capital project to redesign the front counter to accommodate more workstations for increased efficiency is still pending.

Assessor's Office (Robert Fisher):

• Most of their budget increase is due to cost increases from vendors and services.
• Personnel costs account for approximately 39% of their budget.
• Four new staff members were hired and certified.
• Increased travel for training is required due to the state providing fewer local training opportunities.
• They are requesting a replacement for their 2011 vehicle, which is now in need of frequent maintenance.
• The majority of their budget is allocated to state-mandated costs such as postage, training, mail assessment fees, rehabilitation cost data services.

GIS Department (Paul Connor):

• The GIS department handles property editing and special projects, including applications for hurricane relief and mitigation surveys.
• They processed approximately 550 property splits and 847 new addresses in the past year, with 618 of those addresses coming from 21 new subdivisions.
• They will request a budget increase in the coming year for more frequent aerial imagery. They want to change from a three year cycle to a two year cycle for aerial images.

Robert Fisher explained the assessment process. The county is in the early stages of preparing next year's budget, starting with property tax assessments. This process involves:

• Field assessments: Accounting for new construction.
• Market analysis: Reviewing recent property sales (1300-1400) to determine market trends.
• Valuation adjustments: Applying these trends to 35,000 parcels and 5,000 personal property returns.

However, several legislative challenges are creating uncertainty:

• Pending legislation (House Bill 581) could significantly alter valuation and exemption calculations.
• Changes to the "floating post exemption" are causing difficulties.
• An increased personal property exemption ($500 to $20,000) is impacting revenue, but the full effect is unknown.
• There are approximately 9,500 homestead properties, and the number is increasing, complicating the calculations.

As a result:

• The county cannot yet finalize exemption amounts.
• They will provide updated data to city and county officials as it becomes available.
• Most homeowners with homestead exemptions are expected to see minimal changes in their taxable assessed value, but legislative changes add volatility.
• Home owners must apply for exemptions by April 1st.

In essence, the county is navigating legislative changes that are making it difficult to finalize budget numbers, but they are working to keep everyone informed.

Public Safety

Randy Tillman, Public Safety Director, gave Commissioners an overview of the public safety departments of Bulloch County. Here's a summary:

• Tough Decisions Ahead: Tillman emphasizes that the county faces difficult budget decisions, particularly regarding public safety.
• Expert Presentations: Public safety department heads (Animal Services, Probation, Emergency Management, Corrections Institution, 911, and EMS, and County Fire) will present their budget needs. These individuals are considered experts, and Tillman encouraged commissioners to ask them questions.
• Emphasis on Understanding: Commissioners are urged to gain firsthand experience by visiting these departments to understand their operations and challenges.
• New EMA Budget: A separate budget for the Emergency Management Agency (EMA) has been created due to increased county growth and the appointment of a dedicated director. Tillman clarifies that this separation mainly involves transferring funds from the administrative budget, with a potential $7,000 increase.
• Comparative Analysis: Tillman stresses the importance of comparing Bulloch County's services and budgets with those of comparable counties to gain perspective and ensure value.
• Appreciation for Employees: Tillman expresses pride in the county's employees and their dedication.

Bulloch County Correctional Institute

Robert Toole, BCCI Warden, focused his budget presentation on the operations and needs of the Bulloch County Correctional Institute (BCCI), highlighting its role in providing inmate labor and secure housing, and outlining its financial requests. 

Mission and Vision:

• The BCCI aims to provide secure housing for inmates and utilize inmate labor to benefit Bulloch County departments.
• The vision is to release more responsible, educated, and disciplined individuals back into society.

Key Operational Points:

• BCI provides inmate labor to various county departments, resulting in significant cost savings.
• They manage approximately 160 inmates at the BCCI.
• Toole emphasizes maintaining a high level of communication with the GDC and ensuring the right inmates are assigned to the right tasks.
• They are working to improve job skills assessment and matching inmates' skills with county department needs.
• They have a contract with the Georgia Department of Corrections (GDC) to house state inmates.
• They provide 3 meals a day to all inmates including BCCI and Bulloch County Jail for $5.31 per day per inmate.

Cost Savings Through Inmate Labor:

• Significant savings have been achieved through inmate labor, including:
  • $20,000 on the Grady Street project.
  • $127,000 for the Sheriff's Office evidence building.
  • $8,000 for the District Attorney's Office.
  • $4,000 for the Magistrate Court.
  • Over 1,000,000 for public works.
  • $22,000 at the airport.
  • $78,000 at the animal shelter.
  • $74,000 at the children's park.
  • $8,000 in recreation.
  • $80,000 in building maintenance.
  • $155,000 in other areas.
• The BCI receives $24.22 per day from the GDC for housing state inmates, generating approximately $1.4 million in revenue for the county.

Challenges and Barriers:

• Statewide trends towards alternative sanctions have reduced the number of inmates in traditional facilities.
• Competition for correctional officers (COs) is increasing, with surrounding counties offering higher pay.
• The facility's aging infrastructure requires significant repairs.
• Training and supervision of inmate labor requires significant staff time.
• Staffing shortages.

Budget Requests:

• A $16,000 budget increase for sanitation and maintenance.
• A new business manager/administrative support position.
• Replacement of two transport vans.
• An upgrade to the camera security system.
• Installation of HVAC in seven staff offices.
• Roof repairs for leaky offices.
• Construction of a climate-controlled storage building for records.

Bulloch County Fire 

Chief Ben Tapley gave a budget presentation for the county fire department, detailing its history, current state, and future plans.

Key Points:

• Historical Context:
  • The department transitioned from a volunteer-based system to a combination of volunteer and full-time firefighters.
  • Significant growth in the number of fire stations, moving from 8 to 14, aimed at improving coverage.
  • The department's history is discussed, going back to the 1980's, and the transition to a paid fire department.
• Current Status:
  • The department is working towards becoming a full-service agency, handling a wider range of emergency calls.
  • They are addressing the challenges of volunteer availability and response times.
  • Emphasis on improving response times, firefighter safety, and equipment upgrades.
  • The department ran 3,786 incident calls in the previous year.
  • The current budget is around 4.5 million dollars.
  • Current population of the county is close to 86,000 people.
• Budget and Funding:
  • The department is requesting an increase in millage rates to support its growth and service expansion.
  • The need to replace outdated equipment and purchase new gear is highlighted.
  • Discussion of ISO ratings and the impact of volunteer availability on those ratings.
  • The department is asking for a change from 2.7 mills to 3 mills in the five mile fire district.
  • There is roughly a 700,000 dollar difference between the 2.7 mill and 3 mill tax rates.
  • There are approximately 7,000 homes in the five mile fire district.
• Future Plans:
  • Plans to staff more stations with full-time firefighters.
  • Renovations of existing stations and construction of new facilities.
  • Continued focus on training, equipment upgrades, and improved response capabilities.
  • The department wants to staff all stations with 4 personnel per shift.
  • The department has advertised for 37 new positions, and has already received the following applications:
    • 19 Firefighter applications.
    • 15 Fire apparatus operator applications.
    • 11 Lieutenant applications.
    • 14 Captain applications.
    • 3 Training captain applications.
• Equipment:
  • Discussion of the cost and necessity of SCBA's, turnout gear, radios, thermal imaging cameras, and extrication tools.
  • Detailed explanation of the safety and operational benefits of upgraded equipment.
  • SCBA's cost roughly $10,800 each.
  • Turnout gear costs roughly $1,600 per set.
  • Radios cost roughly $9,600 each.
  • Extrication tools cost roughly $50,000 per set.
• Staffing:
  • The department is actively recruiting new firefighters and officers.
  • Emphasis on the need for qualified and experienced personnel.
  • The transition from volunteer to paid staff is a major focus.
  • The department is working to increase the number of certified firefighters.

Sheriff

Bill Black, Chief Deputy, and Sheriff Noel Brown’s presentation covered a wide range of operational needs and mandates for the Sheriff's Office. Here's a summary of the key points:

• Mandates and Operational Needs:
  • The Sheriff's Office faces numerous state-mandated requirements, including record keeping, inmate care, and service of legal documents.
  • They handle a wide range of duties, from patrol and investigations to jail operations and transportation.
  • There's a focus on pre-trial inmate management, which is a significant portion of their responsibility.
  • They emphasize the importance of 24/7 medical care for inmates to mitigate liability and ensure safety.
  • They are asking for additional personnel to properly staff the jail, road patrol, and school resource officer positions.
  • They discussed the classification of inmates, and the difficulty of properly classifying them due to space constraints.
  • They discussed the difference between prisons and jails.
  • They discussed the transportation of inmates.
  • They discussed the difficulties of staffing the jail, and the need for more staff.
  • They discussed the increase of calls for service. They discussed the need for more road patrol.
  • They discussed the school resource officer program.
  • They discussed the need for more supervisors.
  • They discussed the budget needs of the department, including vehicle maintenance, and training.
• Jail Operations:
  • The jail faces challenges with overcrowding and the need for proper classification of inmates.
  • They are seeking additional staff to improve supervision and ensure safety.
  • Medical care is a critical component of jail operations, and they have seen a reduction in liability lawsuits due to improved medical services.
  • They are working on long-range plans for jail expansion and a potential judicial complex.
• Law Enforcement:
  • The Sheriff's Office provides services to both the county and municipalities, including dispatch and service of legal documents.
  • They handle a variety of investigations, from property crimes to homicides.
  • They are seeking additional patrol officers to address increased call volumes and improve response times.
  • They discussed the school resource officer program, and the need for more funding to expand to city schools.
• Budgetary Requests:
  • The presentation highlights the need for increased funding to support staffing, vehicle maintenance, and training.
  • They are requesting additional personnel to address staffing shortages and improve service delivery.
  • They are planning for future facility expansions to address overcrowding and meet growing needs.
• Key Issues:
  • Liability and risk management are significant concerns.
  • Staffing shortages are impacting their ability to provide adequate service.
  • The need to balance operational needs with budgetary constraints is a constant challenge.
  • The department is dealing with increasing call volumes, and the need to provide adequate service to the community.
• School Resource Officers:
  • The school board has requested that the county provide partial funding for school resource officers to cover the city schools.  The BOE has agreed to cover the other half.

In essence, the presentation outlines the Sheriff's Office's efforts to manage increasing demands and maintain public safety within budgetary limitations.

Bulloch County 911

Kelly Barnard, Director of Bulloch 911, provided an overview of the 911 dispatch operations, focusing on their current challenges, future needs, and budgetary considerations. Here's a summary:

Current Operations & Challenges:

• Call Volume & Staffing:
  • The 911 center handles a significant volume of calls, with a service area of three counties, Bulloch, Evans and Candler.
  • They aim to answer calls within 60 seconds, but high call volumes, especially during incidents like car accidents, create challenges.
  • Current staffing includes 13 dispatchers, 3 Certified Training Officers (CTOs), 4 supervisors, part-time dispatchers, and a mapping specialist.
• Funding:
  • Funding comes from landline surcharges, contracts with entities like Evans and Candler, and general fund allocations.
  • Increasing costs necessitate general fund support for major purchases.
• Technology & Infrastructure:
  • The current system is aging and relies on outdated technology, including copper lines, which cause transmission issues.
  • Mapping is a continuous process, requiring updates due to changes in addresses and structures.
  • Equipment room is at max capacity.
• Recruitment & Retention:
  • Difficulty in recruiting and retaining qualified dispatchers due to lower pay compared to neighboring jurisdictions.
  • They want to avoid being a training ground for other departments.
• Training & Quality Assurance:
  • Dispatchers undergo training in Forsyth, Georgia, incurring costs for hotels and food.
  • Continuing education and quality assurance programs are in place, but a dedicated manager may be needed.
• Records Requests:
  • The department receives a high volume of records requests, that are handled by a limited number of people.

Future Needs & Plans:

• Next Generation 911 (NG911):
  • Transition to NG911 (Izzy Net) is crucial to enable features like text, video, and photo transmission.
  • The state is lagging in NG911 implementation, and funding is a concern.
• Staffing Expansion:
  • Projected need for 18-20 dispatchers, 4 CTOs, and additional supervisory and training staff within 5-10 years.
• Equipment Upgrades & Replacements:
  • Replacement of aging equipment, including radio consoles, dispatch chairs, mapping laptops, and generators.
  • Upgrade to the Computer Aided Dispatch (CAD) system.
  • Radio system console replacement.
• Facility Expansion:
  • Potential move to the Emergency Operations Center (EOC) to accommodate increased staffing and equipment.
  • Expansion of the equipment room.
• Funding & Budgeting:
  • Developing a five-year plan to address equipment replacement and upgrades.
  • Implementing a fair-share cost model for radio system maintenance.

Key Takeaways:

• The 911 center faces challenges related to aging infrastructure, increasing call volumes, and staffing shortages.
• Transition to NG911 is a priority but requires significant funding and state-level support.
• Proactive planning and budgeting are essential to ensure the center's ability to meet future demands.

Adult Probation

Christie Black, Director, Bulloch County Probation. presented on behalf of her department. Here's a summary:

• Mission: To reduce recidivism through rehabilitation and support, while protecting victims' rights.
• History: The department was established in 2000, taking over from state-run probation. Caseloads have significantly increased since then.
• Current Operations:
  • Handles misdemeanor and juvenile probation cases from multiple courts.
  • Collects court-ordered fines, bonds, restitution, and fees.
  • Monitors probationers' compliance with court-ordered conditions.
  • Generated significant revenue for the county and state.
• Challenges:
  • Overcrowded and non-ADA-compliant office space.
  • Need for additional staff to manage increasing caseloads.
  • Difficulty in finding relevant training for probation officers.
  • Need for updated technology and new rehabilitation programs.
• Future Needs:
  • New office space potentially in the Judicial Complex.
  • Additional probation officers, a court coordinator, and a training officer.
  • Updated technology and software.
  • Development of new in-house and community-based rehabilitation programs.
• Financials: The department detailed the large sum of money it collects, and returns to the county, state, and victims.

Bulloch County EMS

Brian Hendrix, Director of Bulloch County EMS. gave an overview of his department.

Services and Mission:

• The organization is responsible for outside community needs and aims to serve citizens daily.
• They handled 10,087 calls, with 7,000 transports to hospitals, and over 6,000 to EGRMC.
• They serve around eight different hospitals, with 23% of calls being 10-15 miles away.

Personnel and Response Times:

• Tax increases have helped add personnel, reducing personnel shortages from 23% to a projected 5%.
• Average response times have increased from 9:14 to 8:17 minutes due to new stations.

Operations:

• They operate 24-hour trucks in multiple locations and run seven trucks daily.
• Facility expansions are complete at several stations.
• Call types vary greatly, including trauma, COVID-related issues, flu, mental health problems, and public assistance.

Challenges:

• Mental health funding is declining, creating a crisis.
• They assist non-elderly disabled individuals.
• Directors help with calls when trucks are unavailable.

Financials:

• Billing collections increased from $1.82 billion in fiscal year 23 to $2.4 billion in fiscal year 24.
• Medicaid provides upper payment reimbursements.
• A Medicare survey showed revenue shortfalls for transport ranging from 24% to 69%.

Training and Development:

• A full-time training officer was added.
• They provide training for their staff and other organizations.
• Supervisors attend leadership and development classes.

Strategic Initiatives:

• Enhance service delivery with personnel for the Stilson station.
• Renovate the Stilson station.
• Consider a station on the east side of Statesboro.
• Continue to develop training and maximize community engagement.
• Track data to improve patient care and work closely with hospitals.

Future Considerations:

• Address challenges in hiring personnel and obtaining ambulances.
• Determine where to put new stations and how to keep up with growth.
• Secure proper funding.

Financial Challenges:

• Dependence on Medicare and Medicaid reimbursements, which may not cover costs.
• High costs of medical equipment.

Equipment Upgrades:

• Acquired two LUCAS devices for high-quality CPR.
• Purchased a cardiac monitor and system for diagnosing and treating heart conditions.
• New stretchers costing $35,000 each.

Appreciation:

• A testimonial was shared from someone who was helped by the service.

Fleet:

• They have 11 ambulances and are slowly replacing older vehicles.

Animal Services

Barbara Diaz, Director of Bulloch County Animal Services. outlined the progress and future needs of the county's Animal Services. 

• Mission & Vision:

  • Emphasis on excellent animal welfare and responsible pet ownership.
  • A vision for a humane and compassionate future for all animals through community engagement.
• Progress & Growth:
  • Significant growth from a small operation in 1998 to a comprehensive service.
  • Increased operating hours from five to seven days a week in response to public demand.
  • Expansion of animal control services, handling a large volume of calls, including life cases and wildlife incidents.
  • Focus on staff training and education.
  • Improvements made based on audits from organizations like Best Friends Animal Society.
  • Increased live release rate, aiming for a no-kill status.
• Current Operations:
  • Adoption and isolation facilities, including adoption rooms and outdoor spaces.
  • Animal control services handle a wide range of situations.
  • Partnerships with rescue organizations.
  • Improvements to the shelter, including changes to the lobby to make it feel more welcoming.
• Budget Requests & Future Goals:
  • Request for a dedicated barn or facility to house farm animals separately from dogs.
  • Desire to become a no kill shelter.
  • Plans for enhanced services, including microchipping, increased volunteer registration, mobile adoptions, and improved online presence.
  • Plans to start a 10 week foster program.
  • Addressing facility maintenance issues.

Coroner

Chuck Francis, Coroner of Bulloch County, outlines the resource needs of the Coroner's office is facing significant operational challenges. Key issues highlighted include:

• Staffing and Workload:
  • The office is understaffed, with one Coroner and four Deputy Coroners, two of whom are relatively new.
  • The workload is heavy, involving investigations following case assignments.
• Resource Deficiencies:
  • Lack of dedicated office space for Coroners and visiting personnel.
  • Inadequate storage for records and evidence.
  • Insufficient vehicle resources, with staff relying on personal vehicles for official duties.
  • Lack of a dedicated training area.
• Operational Concerns:
  • The presentation emphasizes the need for accuracy, respect, and transparency in public service.
  • The presentation mentioned the need to improve the current training system.
• Financial Implications:
  • The coroner implicitly requests increased funding to address these deficiencies, particularly regarding staffing, office space, storage, vehicle maintenance, and training.

Recreation

Dee Cosby, Tony Morgan, Alex Estrada, and Joy Deal with the Bulloch County Recreation and Parks Department presented, highlighting their needs and future plans. Key points include:

• Master Plan/Road Map:
  • The department is requesting funding for a new master plan (preferred term: "road map") to guide long-term development, as the last one was from 2010.
  • The plan will focus on strategic alignment, informed decision-making, phased implementation, risk mitigation, and community conversations.
• Facility Needs:
  • The department is requesting community centers in Statesboro, Portal, Brooklet, and Stilson.
  • They are also requesting additional pickleball courts due to high demand and the sport's inclusion in the 2028 Olympics.
  • They need land and facilities for baseball, softball, and soccer in Portal, Register, and South Bulloch (Brooklet) due to increasing participation.
  • They are seeking an indoor recreation center at Mill Creek Regional Park for additional programs, administrative offices, and revenue generation.
• Mill Creek Regional Park/Agri-Center:
  • The Agri-Center is experiencing significant growth, attracting participants from 27 states and Canada.
  • They need improvements, including arena connections, dust control, additional stall barns, and additional RV parking.
  • They are focusing on building relationships with the farming community.
• Staffing Challenges:
  • The department is facing difficulties in hiring and retaining staff, particularly for maintenance positions.
  • They are experiencing low application rates and issues with background checks.
  • They are having trouble competing with surrounding counties in pay.
• Splash in the Boro:
  • The water park requires preventative maintenance, including slide resurfacing and dome floor replacement.
  • They are addressing controller issues and preparing for future renovations.
• Childcare Programs:
  • The after-school and summer camp programs are experiencing significant growth, serving over 900 children in after school programs, and over 320 families in the summer camp.
  • They are facing challenges in securing school facilities for summer programs.
  • They need additional space to accommodate the growing demand for childcare and other recreational programs.
  • The childcare programs are almost self funded, generating over 1.3 million in revenue.
• Economic Impact:
  • The recreation department emphasizes the economic impact of its facilities and programs, attracting tournaments and events that bring revenue to the county.
  • They highlight the importance of recreation in promoting community health and well-being.
• They host 24 weekends of baseball, softball, and tennis tournaments at Mill Creek.
• The Agri-Center hosts 38 weekends of events.

Facilities

Darrell “Hop” Hopkins highlighted the challenges and needs of facilities maintenance. 

• Staffing Shortages:
  • The department is significantly understaffed, with multiple open positions, including building service techs and maintenance mechanics.
  • Recruitment efforts are struggling, with low application rates.
  • The lack of staff is leading to deferred maintenance and reactive rather than proactive problem-solving.
• Increased Workload:
  • The county maintains a large number of buildings and HVAC systems, leading to a heavy workload.
  • Increased population and visitor traffic are putting additional strain on facilities.
  • The department handles maintenance for a variety of county buildings, including commission, judicial, probation, magistrate court, and the business center.
• Building Assessments and Needs:
  • A recent assessment has identified numerous maintenance and replacement needs across county buildings, including issues with HVAC, plumbing, electrical, and structural integrity.
  • The assessment has provided a roadmap for future maintenance and improvements.
• Proactive vs. Reactive Maintenance:
  • The department aims to shift from reactive to proactive maintenance to improve efficiency and reduce costs.
  • Being fully staffed is crucial for achieving this goal.
• Future Growth and Needs:
  • The county's population is projected to grow significantly, requiring increased maintenance capacity and potentially new HVAC systems.
  • Relocation of the shop is required due to the new Ems location being built.
  • Replacement of fleet vehicles and HVAC units is needed.

Development Services

James Pope, Planning and Development Director of Buloch County, covered several key areas in his presentation:

• Growth and Development:
  • He discusses population projections, noting that while initial estimates were high, growth is still occurring, albeit at a potentially slower pace.
  • He highlights active subdivisions and building permit statistics, indicating a steady level of residential development.
  • He talks about the need to streamline the development process through zoning ordinance updates and a unified development ordinance.
• Planning Initiatives:
  • He details several ongoing planning projects, including:
    • A comprehensive transportation plan update.
    • A solid waste management plan update, addressing community concerns and moving beyond simple tonnage projections.
    • A groundwater sustainability program, which is a new initiative.
    • A Master plan update.
• Impact Fees:
  • He addresses the potential implementation of impact fees to offset the costs of development.
  • He emphasizes the need for a thorough impact fee study to determine appropriate fee levels.
  • He also mentioned that the study will show the maximum amount that can be charged, but the county does not have to charge that maximum amount.
• Department Operations:
  • He provides statistics on building permits, occupational tax certificates, and other departmental activities.
  • He discusses efforts to improve online permitting processes.
  • He outlines the department's staffing and organizational structure, and the desire to maintain in person interactions with the public.
  • He mentions the need for a senior planner.
• Budget:
  • The primary budget request is for the impact fee study.
  • He notes that other initiatives are being handled within the existing budget.
• GIS:
  • He highlights the importance of GIS and the need to expand its use within the department.

Engineering

Brad Deal focused on the Bulloch County Engineering Department's responsibilities, challenges, and future plans

• Responsibilities:
  • Road maintenance and improvement projects (resurfacing, drainage, safety, bridges).
  • Reviewing development plans, driveway permits, and handling utility coordination.
  • Managing a large volume of capital improvement projects (CIP).
• Challenges:
  • Increasingly severe weather exposing aging infrastructure problems.
  • Rapid population growth and increased traffic demands.
  • Managing a vast network of roads, including a significant number of dirt roads.
  • Balancing project priorities with limited resources and citizen expectations.
  • Acquiring right of way for road projects.
• Proposed Solutions and Future Plans:
  • Hiring an Assistant County Engineer to manage projects and address citizen concerns.
  • Implementing pavement preservation techniques to extend road lifespans and manage costs.
  • Prioritizing safety improvements at intersections and high-traffic areas.
  • Utilizing a right-of-way acquisition service to streamline project timelines.
  • Addressing the backlog of road projects, and prioritizing them.
  • Working with other departments, and other governments to complete projects.
• Key Issues:
  • The department is understaffed compared to similar counties.
  • The need to balance resurfacing with preventative maintenance.
  • The need to address aging infrastructure.
  • The need to address safety concerns.

Bulloch County Public Works

Dink Butler and Robert Seamons covered several key areas within the county's public works and related departments:

• Budget: The department is operating within its budget, with potential minor overtime expenses. Funds from solid waste management help cover any imbalances.
• Storm Recovery: The county has faced significant challenges due to recent storm events, which have exceeded the capacity of existing drainage systems. FEMA recovery documentation is in progress, with reimbursements expected. Several storms impacted the budget, with varying levels of FEMA assistance received.
• Airport: The airport is experiencing growth, with a waiting list for aircraft storage. Staffing changes are proposed to create a stronger line of succession and improve scheduling. Capital improvement projects include obstruction removal and equipment upgrades.
• Transportation: The transportation division is the largest within public works, responsible for road maintenance, repairs, and mowing. Reclassification of positions is proposed to improve flexibility and address wage compression issues. The use of inmate labor is a significant benefit to the division.
• Solid Waste: The solid waste division faces the never-ending task of waste collection and disposal. Re-routes are in progress, and staffing adjustments are needed to align classifications and improve efficiency. Additional equipment is required to maintain service levels.
• Fleet Maintenance: The current fleet maintenance shop is outdated and inadequate. A new shop is needed, with a proposed location on airport property. This would also facilitate better service for emergency vehicles and improve record keeping.

The presentation also addressed the importance of drainage maintenance for road conditions, and discussions regarding potential use of property near the airport, balancing recreational needs with operational requirements. Overall, the presentation highlighted ongoing efforts to improve efficiency, address challenges related to growth and storm events, and ensure the county's infrastructure and services meet the needs of its residents.

Magistrate Court

Judge Karen Jones and Judge Lynn Sapp provided an overview of the magistrate court's operations and recent improvements.

• Magistrate Court Functions:
  • Handles civil cases (e.g., dispossessories/evictions, personal property foreclosures, garnishments, civil claims up to $15,000).
  • Handles criminal matters (e.g., probable cause hearings, bad checks, good behavior bonds).
  • Enforces county ordinances (e.g., animal control, sanitation, building/zoning violations).
  • Issues and serves warrants.
  • Manages financial matters (e.g., payment arrangements, deposits, disbursements).
• Workload:
  • The court processes a high volume of cases, including thousands of dispossessories, civil claims, garnishments, and warrants annually.
  • The court operates 24/7 for law enforcement needs and has regular court schedules for various case types.
• Recent Renovations:
  • The court has undergone renovations to improve office space, including removing old jail cells and expanding clerk and constable areas.
  • These improvements have significantly enhanced working conditions and efficiency.
• Staffing and Requests:
  • The court has a team of clerks and constables.
  • They are requesting an additional constable to help with the heavy workload of serving papers.
• Financials:
  • The court handles significant sums of money in fines and payments, which are disbursed to plaintiffs and the county.

Clerk of Court

Heather McNeal, Bulloch County Clerk, provided an overview of the workload and initiatives of a county office, focusing on efficiency and technology. 

• Caseload and Activity:
  • The office handles a significant volume of cases, with numbers fluctuating seasonally.
  • Court activity remains high, with jury selections and other proceedings keeping staff busy.
  • The office processed a substantial number of calls and handled a large amount of real estate related documents.
• Technological Advancements:
  • The office is implementing a remittance integration software to automate payment processing.
  • They are working on digitizing historical real estate records and improving website accessibility.
  • They have implemented a system to monitor daily court activities.
• Efficiency Initiatives:
  • The office is exploring consolidating jury selections to save time and resources.
  • They are analyzing paper usage and costs to find potential savings.
  • They are working to improve the flow of incoming calls and documents.
• Challenges and Requests:
  • The office is facing space constraints and is exploring options for better utilization of existing space.
  • The clerk requests level funding to maintain current service levels.
  • The clerk mentioned the need for possible future considerations for a new judicial facility, due to the space constraints.

States Court and Solicitor

Judge Joseph Cushner and Solicitor Catherine Sumner summarized the concerns and needs of the State Court and Solicitor's Office, highlighting increased caseloads and space constraints.

State Court:

• Increased Caseload: The State Court has experienced a significant increase in cases, including criminal, civil, and traffic. This growth is straining resources.
• Staff Attorney Position: The court has an approved staff attorney position but has been unable to fill it due to a lack of qualified applicants and potentially insufficient compensation.
• Space Limitations: The court is facing a critical space shortage, hindering its ability to accommodate staff and address the growing caseload. There is no available office space for the staff attorney.
• Future Needs: The court anticipates needing an additional judge in the future if the current trends continue.
• Request: The primary request is for the board to prioritize planning for facility realignment to address the space issues.
• Creative Solutions: The court is utilizing senior superior court judges to assist with cases, helping to maintain efficiency and keep cases moving.

Solicitor's Office:

• Increased Caseload: The Solicitor's Office, responsible for prosecuting criminal cases, is also experiencing a surge in caseloads.
• Staffing Needs: While not requesting additional budget funds this year due to space limitations, the office is in dire need of an investigator and an additional victim witness advocate.
• Space Constraints: The lack of space prevents the office from effectively utilizing additional staff.
• Future Plans: The office has long-term plans to create a centralized traffic bureau, but space limitations are a significant obstacle.
• Efficiency: The office is focused on processing cases efficiently while ensuring quality service to victims and defendants.
• Creative Solutions: The office is making do with its current resources, and will wait until space issues are resolved before asking for additional staffing.