2025-2030-2040 Strategic Plan by CamdenCountyBOC

STRATEGIC PLANNING FOR CAMDEN COUNTY

Strategic Planning Model for Camden County

Value-based principles that describe the preferred future in 15 years

Strategic goals that focus outcome-based objectives and potential actions for 5 years

Focus for one year – a work program: policy agenda for the County Board Annual Action Plan, management agenda for staff; major projects

Principles that define the responsibility of County government and frame the primary services – core service businesses

Personal values that define performance standards and expectations for employees

VISION

Destination “You Have Arrived”

PLAN

Map “The Right Route”

EXECUTION

Itinerary

“The Right Direction”

MISSION

Vehicle “The Right Bus”

Fuel “The Right People”

CAMDEN COUNTY VISION 2040

Camden County Vision 2040

CAMDEN COUNTY 2040 is the PREMIER COASTAL COMMUNITY OF GEORGIA – BEAUTIFUL (A), SAFE (B) .

CAMDEN COUNTY 2040 has a STRONG REGIONAL ECONOMY AND DIVERSE JOB OPPORTUNITIES with four major pillars: an ACTIVE NAVAL SUBMARINE BASE (C) , a SUCCESSFUL REPLACEMENT REGIONAL AIRPORT (D), SPORTS TOURISM (E) AND LIGHT MANUFACTURING AND ENTREPRENEURIAL BUSINESSES (F) .

CAMDEN COUNTY 2040 has RELAXED LIVING with QUALITY RESIDENTIAL DEVELOPMENTS (G) , EFFECTIVE TRANSPORTATION SYSTEM(H) and ABUNDANT

LEISURE CHOICES FOR ALL (I) .

Understanding the Framework:

What is the Vision?

The Vision is the long-term, aspirational picture of what Camden County strives to become. It represents the county’s desired future guiding leadership, decision-making, and investment over 15+ years.

Camden’s vision focuses on becoming the Premier Coastal Community of Georgia defined by a beautiful environment, safe neighborhoods, a thriving economy, and a relaxed lifestyle.

This vision serves as the anchor for all goals and strategies in the plan.

Camden County Vision 2040

PRINCIPLE A

BEAUTIFUL

 Means

1. Well-maintained, upgraded and beautiful parks and open spaces

2. Attractive gateways and entrances to Camden County especially from I-95 and Highway 17

3. No litter or trash throughout our community

4. Effective stormwater management system protecting the community from flooding

5. Cleaned-up and revitalized Highway 17 corridor

6. Attractive, well-maintained and flowering medians on I95

7. Well-lighted highway corridors, commercial areas, sidewalks

 Means

PRINCIPLE B

SAFE

1. Effective mental health service responsive to community needs

2. Timely and well-equipped fire and emergency medical response to emergency calls for service

3. Low crime rate

4. If crimes occur, the criminals are arrested and prosecuted in a timely manner

5. Camden County prepared for, able to respond, and to restore service, and recover from a major disaster

6. State-of-the-art jail complex/facility serving the needs of our community

7. Using technology to create a safe community – Real Time Crime Center, License Plate Readers, Community Cameras, etc.

PRINCIPLE C

ACTIVE NAVAL SUBMARINE BASE

 Means

1. Naval personnel integrated into our community

2. Strong partnership between Base leadership and community leadership – Camden County and cities

3. Employment opportunities for transitioning base personnel

4. Impact payment to education/schools

5. Support military retirees who live in our community

6. Expanded/maintained the number of submarines at the Naval Submarine Base

7. Upcoming Columbia-class submarines

8. Adequate housing for Base employees

9. Recognition and support as a major economic driver –12,000+ employees with high salaries

PRINCIPLE D

SUCCESSFUL REPLACEMENT

GENERAL AVIATION AIRPORT

 Means

1. Businesses developing around the airport, including defense and non-defense businesses

2. Infrastructure to airport and future community growth

3. Adequate hangar for aircraft

4. Expanding corporate aircraft presence and including fuel sale

5. Financially self-sustaining airport operation

6. Development of a regional general and corporate aviation airport to support other local economic development efforts

7. Linked Naval Base and emergency response

PRINCIPLE E

SPORTS TOURISM

 Means

1. Reputation as the "Amateur Sports Center of Georgia and North Florida"

2. Local leagues using sports facilities

3. Expanded hotels, restaurants and experience-base businesses to support tourism

4. Adequate funding to maintain sports fields

5. Top quality Georgia Florida Sports Park developed for regional and national tournaments

6. Indoor sports facility for basketball, volleyball, gymnastics, cheerleading, etc.

7. Revamped Multi-Purpose Sports Field

8. Expanded outdoor sports tournament like bass fishing tournaments

9. Adequate facilities for tournaments

PRINCIPLE F LIGHT MANUFACTURING AND ENTREPRENEURIAL BUSINESSES

 Means

1. Successful business/commerce park with supporting infrastructure

2. Available workforce for Camden County businesses

3. Developed north county land expanding the commercial tax base

4. Successful JDA attracting new businesses and supporting current business expansion

5. Additional warehousing and distribution businesses serving the region

6. Land available in state-of-the-art business/technology park

PRINCIPLE G

QUALITY RESIDENTIAL DEVELOPMENTS

 Means

1. Quality infrastructure for water and sewer: well-designed and well maintained

2. Range of affordable housing options for our community workforce

3. Reliable delivery of utility services

4. Residential developments and community growth through coordination with Camden County and cities

5. County prepared for rebuilding after a natural disaster or major weather event

6. Future developments following Camden County plans and meeting the development standards and regulations

7. Opportunities for homeownership – high percentage of homeownership

8. Walkable neighborhoods

PRINCIPLE H

EFFECTIVE TRANSPORTATION SYSTEM

 Means

1. Expanded major highways – Highway 40 and Highway 17

2. Increased paving of dirt roads

3. Effective signalization that facilitate efficient traffic flow

4. Upgraded or replaced bridges

5. Well-lighted intersections and interchanges

6. Completed Kingsland Bypass

7. Support for micro-mobility like golf carts and biking

PRINCIPLE I

ABUNDANT LEISURE CHOICES FOR ALL

Means

1. Well-designed, well-maintained sports complexes for local, recreational, and tournament use

2. Variety recreational programs serving all generations provided by PSA

3. Access to waterways through County boat ramps (3) serving residents and guests

4. Trails and bicycle paths/lanes throughout our community

5. Expanded and successful community events and festivals with attendance by residents and guests

6. Variety youth activities and programs including e-sports activities

7. Restored/built mini-golf facility

8. Indoor facility for recreation programs and activities

CAMDEN COUNTY GOVERNMENT MISSION

Camden County Government Mission

PRINCIPLE 1

DEFINED COUNTY SERVICES

 Means

1. Services defined by State of Georgia as the responsibility of county government

2. Basic county services as defined by the County Commission

3. Services that expand the local economy and county tax base

4. Services that preserve the natural environment

5. Services that make the county a desirable place to live

6. Annually review County services and define services/service levels

PRINCIPLE 2

EXCEPTIONAL CUSTOMER SERVICE

 Means

1. Listening to and knowing the needs of residents and businesses

2. Providing a timely response to a service request

3. Acting in a respectful and courteous manner with County customers

4. Providing easy access to County information and services

5. Knowing who is the customer

6. Taking time to explain decisions or actions, especially when the answer is "no"

7. Solving the customer’s problem; or refer the customer to the person who can help them

PRINCIPLE 3

FINANCIALLY SUSTAINABLE GOVERNMENT

 Means

1. Delivering defined County services in the most efficient and cost-effective manner

2. Providing service value to the taxpayers of Camden County

3. Developing a fiscally responsible annual budget

4. Working with other governments on shared services

5. Having effective financial systems, reporting and controls

6. Developing and annually updating a long-range (5-year) financial plan and financial policies

PRINCIPLE 4

TRANSPARENT GOVERNMENT

 Means

1. County Commission working together as a team

2. Respectfully listening to ideas and suggestions from the community

3. Developing working and collaborative relationships with other governments: State of Georgia, Cities – Kingsland, St. Marys, and Woodbine; other governmental organizations/agencies

4. Developing effective public – private partnerships

5. Taking the time to celebrate Camden County successes with the community

CAMDEN COUNTY PLAN 2025 – 2030

Camden County Goals 2030

MAINTAIN A FINANCIALLY SOUND COUNTY AND PROVIDE EXCEPTIONAL SERVICE AND VALUE

STRENGTHEN AND GROW THE LOCAL ECONOMY

MANAGE GROWTH AND PLAN FOR RESILIENCY

FOSTER A GREAT PLACE TO LIVE

Understanding the Framework: What are the Goals?

Strategic Goals are broad, outcome-focused areas of priority that reflect what the county must achieve to realize its vision.

These goals address critical themes like financial sustainability, service excellence, infrastructure, economic development, and quality of life.

Each goal is supported by specific objectives and potential action items that guide progress and alignment across departments.

How Are Goals Prioritized and Subcategorized?

Within each goal, you’ll notice that projects are organized into specific categories. Two categories are: Policy Actions and Management Actions. Each item within these categories is prioritized based on its significance and urgency.

Two additional categories are: Major Projects and Management in Progress. These are significant initiatives and ongoing efforts, but are not prioritized though critical to overall implementation.

Understanding the Framework: Who Oversees What?

The Strategic Plan outlines several types of categories and actions, each assigned to specific levels of leadership or staff based on responsibility:

• Policy Actions are prioritized items that require direction, decision-making, or formal approval from the Camden County Board of Commissioners.

• Management Actions are also prioritized but fall under the responsibility of the County Administrator, Deputy County Administrator, or other designated staff for execution.

• Major Projects refer to large-scale efforts such as construction, infrastructure development, or substantial site work like grading or land preparation.

• Management in Progress includes active, ongoing responsibilities already assigned to staff as part of routine operations and service delivery throughout the year.

• On the Horizon identifies potential future initiatives or needs that have been acknowledged but are not yet prioritized or scheduled for implementation. These items remain on the radar for future consideration as capacity, resources, or timing align.

Goal 1

Maintain a Financially Sound County and Provide Exceptional Service and Value

Goal 1 Maintain a Financially Sound County and Provide Exceptional Service and Value

OBJECTIVES

1. Provide financially responsible budget with appropriate tax level that supports exceptional County services

2. Have strong fund balance (40%) without using to balance the annual budget

3. Hire, develop and retain a top-quality-County employees through competitive compensation and benefits

4. Leverage County resources through grants and other outside funding sources

5. Have a fiscally responsible tax rate

6. Set funds for bond services – Jail Complex

7. Have adequate funding and resources to support defined County services and projects

VALUE TO COMMUNITY

1. Service value for their taxes and fees

2. Reliable delivery of County services

3. Timely response for a service call: emergency and nonemergency

4. County prepared for the future growth and development

5. Top-quality, exceptional customer service from the County government

6. Responsible fiscal stewardship by County Commission and government

SHORT-TERM CHALLENGES AND OPPORTUNITIES

1. Roads at end or beyond life cycle

2. Mitigating the risk with insurance rates

3. Growing distrust in governmental institutions

4. Funding for Court Services with a significant backlog

5. Collaborating with the Sheriff’s Office to assist in supporting their operations

6. Tax Digest reliance on residential base (80+%)

7. Working with other governments to expand shared services

8. Rising costs of conducting County business: materials, contracts, healthcare, pensions, utilities, employee costs, insurance costs

9. Funding for emergency situations

10. Informing and educating the community about Camden County government – our policies, processes, programs and services, finances and operations

LONG-TERM CHALLENGES AND OPPORTUNITIES

1. Completing the Transportation Study and preparing for TSPLOST which will fund road improvements

2. Growing demands for County services

3. Completing SPLOST #8 projects and preparing SPLOST #9 projects for construction

4. Increasing funding for grants and their matching dollar needs

5. Funding for information technology upgrades, data storage and cyber security

6. Funding for continued implementation of Compensation Study across all County departments

7. Funding for bridge maintenance, repairs and upgrade

8. Increasing time required to respond to disinformation and misinformation about County government policies, plans, finances, operations and programs

9. Mitigating liability exposure and the rising number of lawsuits being filed

10. Need for additional County staffing to provide the defined service levels

1. Public Safety Complex/Jail Facility/Animal Control Facility: Direction, Funding Mechanism, and Actions Top

2. Service Collaboration with Sheriff’s Office: Opportunities, Direction and Actions (Purchasing, Human Resources, Communications, IT and Fleet Services) Top

3. State Court Services: Proposal and Discussion High

4. County Staff Retention Study: Funding, Completion, Direction and Actions High

5. Grants Matching Funds Increase: Direction and Funding High

6. Historic County Courthouse Building Roof Replacement: Direction and Funding (SPLOST #9)

7. SPLOST #9: Election and County Response to the Results MANAGEMENT ACTIONS 2025

1. County Employee Compensation Annual Adjustment: Direction and Funding Top

2. Comprehensive Transportation Study: Completion, Direction and Implementation Actions (Leading to T-SPLOST) Top

3. MSW Expansion: Permitting and Funding Top

4. State of Georgia Advocacy and Legislative Agenda: Direction and Actions High

Understanding the Framework:

• Policy Actions are prioritized items that require direction, decision-making, or formal approval from the Camden County Board of Commissioners.

• Management Actions are also prioritized but fall under the responsibility of the County Administrator, Deputy County Administrator, or other designated staff for execution.

MANAGEMENT IN PROGRESS 2025

1. Cyber Security Plan: Contract (BOCC Award)

2. Strategic Plan 2025 – 2030 – 2040:Update

3. Ambulance: Analysis and Funding (SPLOST #9)

4. Fleet Capital Investment Program: Presentation

5. PTO: Completion

6. Citizens’ Academy Program 2025: Completion

7. Camden County Employee Handbook: Update

8. Public Outreach Training: Awareness/All Hazards Preparation for Community

9. CPA Annual Audit 2025: Completion

10. Budget Award: Preparation: 2025

11. Lunch and Learn Program: Improvements

12. Photo Contest 2025

13. Social Media Policy: Update

14. GFOA Annual Consolidated Financial Reporting Award: Preparation: FY 25

15. GIS Data Inventory and County Map Gallery

16. 2025 Annual Report

17. Countywide Time Keeping System: Funding (BUDGET FY 26)

18. Part-Time Nurse Practitioner: Funding (BUDGET FY 26)

19. Silent Alarm and Emergency Procedures

20. CE and ACO Body Cameras: Direction and Funding (BUDGET FY 26)

22. NACA Training for Employees: Completion

23. Board of Elections and Registration Strategic Plan: Update

24. Incident Management Team Training

25. Annual DCA Financial Reports: Completion

26. Performance Measures: Development

27. Firehouse 11 Owned by the City of Woodbine: Direction

Purchase or New Facility

28. Fire Prevention Trailer Update: Funding (BUDGET FY 26)

29. Fleet Work Order Improvements: Completion

21. Fleet Replacement Schedule: Update MANAGEMENT IN PROGRESS 2025

30. Recreational Trails Program Grant for Browntown Boardwalk Trail – Facilities: Construction

31. Computer Refresh: Funding and Completion

32. Permissions Audit of All Files and User Accounts

33. Cyber Security Framework

34. Virtual Server: Direction and Funding

35. Add UPS to All Network Closets: Direction and Funding

36. Patient Portal – Patient Participation

37. Georgia LTAP Training

38. Inventory County Owned, or Leased, Vehicles and Property for Insurance

39. Open Claims: Review Completion

a. With Insurance Carriers

b. With County Attorney

40. New C&D Landfill Customers

41. Veterinarian Services

MANAGEMENT IN PROGRESS 2025

42. Play Yard

43. Outdoor Kennels/Runs

44. Concrete Slabs for Drainage

45. Annual Shredding Event 2025

46. Codes and Ordinances: Review and Update

47. Elections Relocation to Kingsland

48. SPLOST Election

49. Public Service Commissioner Countywide Election

50. Precinct Layout Maps for Equipment/Electrical Setup

51. Public Safety Radio System: Completion and Commissioning

52. Active Threat (Shooter) Planning, Training and Exercises

53. SUBASE Kings Bay Mutual Aid, Planning Training, and Exercises for Critical Incident Response

54. Hazard Mitigation Plan: Update

55. ISO Rating

56. Fire Policies and Standard Operating Procedures: Update

57. Task Books and Engineer Testing

58. Ambulance: Delivery

59. Tanker: Delivery

60. Lexipol

61. Cybersecurity Plan: Completion

62. Property and Casualty (P&C) Insurance Broker: RFP and Selection

63. Marketing Our Medical Stop-Loss Carrier

64. Employee Harassment and Diversity Training: Completion

65. Access Control System at the Resiliency Operations Center Installation: Completion

MANAGEMENT IN PROGRESS 2025

66. Survey of Telephone Network at the Resiliency Operations Center: Completion

67. Forced Migration from Physical Servers to the Cloud –M365 Microsoft Upgrade

68. Server Refresh Project at Government Services Complex and EOC: Completion

69. MainPoint Yearly Update

70. Benefits Fairs

71. MSW Cell 5 Construction

72. Environmental Monitoring (Groundwater, Stormwater, etc.)

Understanding the Framework:

• Management in Progress includes active, ongoing responsibilities already assigned to staff as part of routine operations and service delivery throughout the year.

• Major Projects refer to large-scale efforts such as construction, infrastructure development, or substantial site work like grading or land preparation.

MAJOR PROJECTS 2025

1. MainPoint Facility Improvements: Funding

a. ADA Compliance

b. Drainage

c. Parking Lot

d. Sick Patient Entrance

e. Office Expansion

2. IV Units Replacement: Funding

3. New Generators for Courthouse, Facilities Maintenance, and Landfills

4. Sheriff’s Substation New Gate, Motor, and Fencing: Completion

5. Annual Cross Pipe Culvert Inspection and Replacements

6. 9-1-1/EOC Communications: Engineering Design and Construction (SPLOST #8)

7. New Public Health Building: Construction Completion (SPLOST #8)

8. Public Works/Fleet/Fuel Facility Architectural Design, RFP for Construction and Construction

9. County Parks Refurbishment Projects

10. Jail A/C Replacement: Completion

11. Recreation Center/PSA Generator: Installation

12. Jail Fence Repair

13. County Buildings Sidewalk Assessment

14. Station 18 Front Pad Repair

ON THE HORIZON 2026 – 2030

1. Internal Auditor Position: Direction and Funding

2. Fire Staffing/Equipment for Growth: Report, Direction and Funding

3. Fire Overtime: Analysis, Report with Findings and Recommendations, Direction and County Actions

4. Fire Revenue Study: Legislative Priority, Completion and Direction

5. Court Room Space: Direction and Funding

6. Fire Training Facility: Report, Direction and Funding

7. Tax Breaks for Residents – No School Tax for Seniors: Options, Direction and Implementation

8. Annex Building Phase 1 – Election Space/Locations/ Staffing: Funding, Renovation Completion and Move-In: Completion

9. Additional Ambulance: Direction on Staffing, Direction and Funding

10. Proactive Communications Strategy and Action Plan: Best Practices, Report with Recommendations, Direction, Funding and County Actions

11. Government Efficiency Study – Reducing Wasteful Spending: Desired Outcomes, Approach, Direction and Funding

12. County Fleet: Review/Evaluation, Report with Findings and Options, Direction and Funding

13. Civic Engagement Action Plan: Desired Outcomes, Best Practices, Report with Options, Direction and Funding

14. Vehicle and Equipment Replacement: Schedule and Funding

15. Comprehensive County Facilities Master Plan: Development, Direction and Funding Mechanism

16. County-Owned Property: Direction on Use or Sale

Goal 2

Strengthen and Grow the

Goal 2 Grow the Local Economy

OBJECTIVES

1. Expand commercial tax base (25%) less reliance on residential tax base

2. Improve County infrastructure to support business investments and the local economy

3. Develop a large commerce park

4. Have businesses supporting the Naval Base to locate in Camden County (off base)

5. Develop local replacement general aviation airport

6. Develop programs to support innovators and entrepreneurs in the County

7. Expand sports tourism through Camden Sports and Entertainment District

VALUE TO COMMUNITY

1. More job opportunities and specifically quality jobs for our children

2. Opportunities to start and grow a business in Camden County

3. Expanded commercial tax base reducing the tax burden on property owners

4. Ability to work near home – more leisure and family time

5. Businesses investing in Camden County

SHORT-TERM CHALLENGES AND OPPORTUNITIES

1. JDA delivering results – new businesses and job opportunities

2. Funding and developing infrastructure to support business development in north Camden County

3. Funding sewer for north County to support economic development

4. Lack of public utilities to potential sites

5. Creating more job opportunities for County residents

6. Defining the County government role in economic development

7. Creating a positive environment for entrepreneurs and innovators

8. Funding future economic development activities

9. Lack of business diversifications

LONG-TERM CHALLENGES AND OPPORTUNITIES

1. Lack of an airport to support economic development

2. Tapping the growth in neighboring ports – Jacksonville and Brunswick

3. Continued negative social media about Camden Spaceport impacting business attraction

4. Closing the “deal” and delivering tangible results

5. Anti-growth and anti-economic development among some residents

6. Becoming a major retirement destination

7. Lack of workforce for businesses

8. Promoting the transportation network: ports, I-95 and airport

9. Expanding sports facilities for more tournaments

10. Having County residents seek job within Camden County

11. Presence Buc-ees north and south impacting gas revenues

1. Georgia-Florida Sports and Entertainment District: Desired Outcomes, Options, County Role, Direction and Funding Top

2. Replacement General Aviation Airport: Direction and County Actions Top

3. JDA: Goals and Performance Report

4. Large Commerce Park Development and Marketing: Next Steps MANAGEMENT ACTIONS 2025

1. Kings Bay Economic Impact Study: Completion High

2. Retail Study/Strategy: Update MANAGEMENT IN PROGRESS 2025

1. Spec Flex Space Warehouse Space: Partnership and Development

2. New Logistic and Distribution Park Exit 7: Agreement and Bond for Tax Abatement

3. JDA’s Next Commerce Park: Location and Funding

4. Kingsland TAD#1 with JDA: Relaunch

5. I-95 Gateway Logistics Park: Tenant Attraction

6. Targeted Investment Program: Application Review

7. Cumberland Inlet Project ON THE

HORIZON 2026 – 2030

1. Logistics Management and Supply Chain Business Development Strategy: Outcomes, Opportunities, Marketing and Business Attraction Action Plan

2. DoD/Contractor Strategy and Support Business Attraction: Direction and Actions

3. Retail Business Development Strategy: Report, Direction and County Actions

4. Entertainment Business Development Strategy: Report, Direction and County Actions

5. Business Retention/Growth Strategy: Report, Direction, and Action

6. Great Place to Retire Strategy: Outcomes, Report and Direction

7. Eco-tourism Development Strategy/Action Plan: Desired Outcomes, Best Practices, Report with Options and Direction

8. Sports Tourism Development Strategy: Report, Direction, and Actions

9. Old Mill Site Development: Options, Direction and County Role

Understanding the Framework:

• Policy Actions are prioritized items that require direction, decision-making, or formal approval from the Camden County Board of Commissioners.

• Management Actions are also prioritized but fall under the responsibility of the County Administrator, Deputy County Administrator, or other designated staff for execution.

• Management in Progress includes active, ongoing responsibilities already assigned to staff as part of routine operations and service delivery throughout the year.

Goal 3

Manage Growth and Plan for Resiliency

Goal 3 Manage Growth and Plan for Resiliency

OBJECTIVES

1. Maintain/upgrade condition of County roads

2. Develop an effective stormwater management and drainage system

3. Maintain and upgrade County infrastructure

4. Reduce number of dirt roads by paving more dirt roads

5. Have attainable housing opportunities for our community

VALUE TO COMMUNITY

1. Protection/enhancement of property values

2. More attractive and beautiful community

3. Quality housing choices and options

4. Less traffic congestion and predictable travel times

5. Better quality County road with a "smoother" drive

SHORT-TERM CHALLENGES AND OPPORTUNITIES

1. Inadequate funding for infrastructure maintenance and upgrade

2. Lack of water, sewer and rural broadband infrastructure in northern Camden County

3. Lack of utility infrastructure in the County

4. Road expansions and upgrades

5. Coordinating growth and development with cities

6. Replacing the airport

7. Completing SPLOST #8 projects and educating/informing the community

8. Rate of growth and the impact on County services and service delivery

LONG-TERM CHALLENGES AND OPPORTUNITIES

1. Increasing costs of construction and County service delivery

2. Major annexations by the cities in Camden County

3. Collaborating and planning with the cities and the Naval Base

4. Young residents’ preference to rent – less desire for homeownership

5. Increasing costs of housing and lack of attainable housing within the County

6. Increasing amounts of land being placed into conservation – by landowners, but also by GA Department of Natural Resources placing tracts into WMAs

7. Defining the County’s role in protecting natural resources and environmental assets

8. Shrinking amounts of land without wetlands/wetland mitigation

9. Determining who should pay for growth: current or new residents or growing our commercial tax base

10. Understanding changing and aging demographics and the impacts on County services

11. Addressing wetlands and stormwater issues

1. Community Broadband/Internet Service Infrastructure: Report, Direction and Funding

2. Water and Sewer Impact Fees Update: Study, Direction and Amendment Adoption

1. Stormwater Management Master Plan/Strategy: Funding for Development

2. Comprehensive Capital Improvement Program (5-Year) Refinement: Direction and Funding Mechanism

3. Crime Prevention Through Environmental Design Policy and Process: Direction and Implementation

Understanding the Framework:

• Policy Actions are prioritized items that require direction, decision-making, or formal approval from the Camden County Board of Commissioners.

• Management Actions are also prioritized but fall under the responsibility of the County Administrator, Deputy County Administrator, or other designated staff for execution.

• Major Projects refer to large-scale efforts such as construction, infrastructure development, or substantial site work like grading or land preparation.

• Management in Progress includes active, ongoing responsibilities already assigned to staff as part of routine operations and service delivery throughout the year.

MANAGEMENT IN PROGRESS

2025

1. GIS Data for Signs, Culverts, and Easements: Asset Inventory and Report

2. Community Rating System: Annual Public Information

3. Public Works Equipment Purchase/Lease Program:

a. Front End Loader: Funding

b. Motor Grader: Funding

4. GDOT Bridge Inspections: Repair Completion

5. Heirs Properties Action Plan

6. Joint Comprehensive Transportation Plan: Completion

7. Stormwater Management Plan: Completion

8. Community Wildfire Protection Plan: Completion

9. Water, Sewer, Gas, Electricity, and Telecommunications Infrastructure Maps: Completion

10. Electronic Billboards Ordinance: Update and Amendments

11. Methods for Managing and Assigning Our Addresses

12. Planning & Development Community Outreach Programs Enhancements

13. Concentrated Enforcement Effort: Highway 17

14. Concentrated Enforcement Effort: Harriett’s Bluff

15. Concentrated Enforcement Effort: Browntown

16. Concentrated Enforcement Effort: North-End

17. CRS Higher Rating: Action Plan

MAJOR PROJECTS 2025

1. Pavement Preservation LMIG

a. 2024

b. 2025

c. SPLOST

2. Dirt Road Maintenance (Annual)

3. Old Still Bridge Replacement (GDOT Funding)

4. Road Grading Program Improvements

ON THE HORIZON 2026 – 2030

1. County Bridges Assessment and Replacement Plan

2. Sea Level Rise Assessment and Action Plan: Report and Directions

3. Electric Vehicles Plan: Research, Best Practices, Report with Options, Direction and County Actions

4. Natural Resources Preservation Plan: Scope, Plan Development, Direction and County Actions

5. CRS Higher Rating: Action Plan

6. 9-1-1 Addressing Ordinance Update: Direction and Completion

7. Kingsland Bypass Development: Phase 2: Final Design and ROW Acquisition, State Funding Advocacy

8. Development Codes: Review and Refinement

9. Public Safety Analysis to Population Growth: Facilities and Staffing

10. Septic Tank Elimination Policy: Goals, Options, County Role, Direction and Funding Mechanism

11. Code Compliance: Evaluation, Report, Direction, Actions and Funding (Including Board and Ordinance Rewrite)

12. Paved/Unpaved Roads: Service Level, Direction and Funding

13. Public Utilities Extension to North County for Economic Development

Goal 4

Foster a Great Place to Live

Goal 4

Great Place to Live

OBJECTIVES

1. Maintain safe community

2. Improve access to the County waterways

3. Enhance recreational programs for all (through the PSA)

4. Have diverse activities for all family generations

5. Have retail and entertainment options for County Community – no need to leave Camden County

6. Have top-quality parks and park venues

7. Have a more attractive and beautiful community

VALUE TO COMMUNITY

1. More beautiful and thriving community

2. Increasing choices for your leisure time

3. Protection/enhancement of property values

4. Facilities, programs and activities for all family generations

5. More reason to live in Camden County

Goal 4 Image by Chandler White, Submitted to the 2022 Showcase Camden County Photo Contest

SHORT-TERM CHALLENGES AND OPPORTUNITIES

1. Lack of mental health services or options

2. Increasing problems with drug addiction/overdose

3. Community acceptance of junk, litter and code violations and resistance to code enforcement

4. Reducing litter and trash

5. Enhance the image of PSA – overcoming the past negative image

6. Unhealthy living conditions and structures, especially deteriorating mobile home parks

7. Financial accountability of the PSA

8. Lack of recreational and leisure activities for all family members – youth, adults and seniors

LONG-TERM CHALLENGES AND OPPORTUNITIES

1. Vacant and deteriorating structures and lots

2. Illegal dumping

3. Addressing code enforcement violators – “frequent offenders”

4. Affordable housing for workforce

5. Community resistance to change

6. Growing homeless population within the County

7. Absentee landlords who are irresponsible in their maintenance of their properties

8. Limited educational opportunities for County residents

Understanding the Framework:

• Policy Actions are prioritized items that require direction, decision-making, or formal approval from the Camden County Board of Commissioners.

• Management Actions are also prioritized but fall under the responsibility of the County Administrator, Deputy County Administrator, or other designated staff for execution.

• Major Projects refer to large-scale efforts such as construction, infrastructure development, or substantial site work like grading or land preparation.

• Management in Progress includes active, ongoing responsibilities already assigned to staff as part of routine operations and service delivery throughout the year.

POLICY ACTIONS 2025

PRIORITY

1. Mental Health Strategy and County Role Actions: Needs/Problem Assessment, Report, Direction, and Funding Top

2. Multi-Use Park Development: Direction, Funding and Implementation Top

3. Animal Control Ordinance: Review and Revision High

4. Code Enforcement Strategy: Problem Analysis, Best Practices, Report with Options, Direction, County Actions, and Funding High

5. Abandoned/Vacant Properties/Structures: Strategy, Direction and County Actions

6. Camden County Cleanup Program – “Keep Georgia Beautiful”: Direction and Funding

MANAGEMENT ACTIONS 2025

PRIORITY

1. PSA: Update IGA Top

2. Opioids Reduction Strategy: Dollar Direction High

3. Blue Bridge Boat Ramp: Property Acquisition and Next Steps High

4. Trash Trucks Enforcement: Direction

5. Gun Range Expansion: Direction and Funding (Shotgun)

MANAGEMENT IN PROGRESS 2025

1. Active Shooter Program Development: Schools and Houses of Worship

2. Internet Crimes Against Children: Expansion: Operation Funding

3. Two Rivers Gun Range Member Expansion (Goal: 350400)

4. Sheriff Vehicles Replacement Program: Direction and Funding (SPLOST #9)

5. Truck (4X4) for the Two Rivers Gun Range: Funding and Purchase

6. Senior Center Memory Care Facility

7. Senior Center Volunteer Program: Completion

8. Senior Center Transportation Funding

9. Senior Center Building Security

MAJOR PROJECT 2025

1. Shotgun Range: Construction

ON THE HORIZON 2026 – 2030

1. 4-stage Steel Challenge Range: Construction

2. Internet Service Upgrade/Expansion

3. Homeless Strategy: Problem Analysis, Best Practices, Report with Options, Direction and County Actions

4. Mini-Golf Course Revitalization: Direction and Funding

5. Memory Care Activity Services: County Role, Options, Direction and Funding

6. Vandalism in Park: Problem Analysis, Report, Direction and Funding

7. Multi-Use Trails to Parks: Plan, Direction, Project Priority and Funding

8. Animal Control Facility/Shelter: Desired Outcomes, Options, Direction and Funding Mechanism

9. Crime Reduction Action Plan: Outcomes, Best Practices, Report/Plan, Direction and Funding

10. Gun Range Noise Issues: Resolution and Funding

11. Senior Center Programming Expansion: Direction and Options

12. Mini-Golf Course Rebuild Alternative Location: Direction and Funding

13. Park Upgrades: Completion (SPLOST #9)

CAMDEN COUNTY ACTION AGENDA 2025

Is this a repeat of the previous section?

No. In the previous section the actions are divided by goal, showing how each item relates to its goal. In the following section, all action items are together, independent of their goal.

Understanding the Framework: Who Oversees What?

The Strategic Plan outlines several types of categories and actions, each assigned to specific levels of leadership or staff based on responsibility:

• Policy Actions are prioritized items that require direction, decision-making, or formal approval from the Camden County Board of Commissioners.

• Management Actions are also prioritized but fall under the responsibility of the County Administrator, Deputy County Administrator, or other designated staff for execution.

• Major Projects refer to large-scale efforts such as construction, infrastructure development, or substantial site work like grading or land preparation.

• Management in Progress includes active, ongoing responsibilities already assigned to staff as part of routine operations and service delivery throughout the year.

Camden County Board Agenda 2025

TOP PRIORITY

Public Safety Complex/Jail Facility/Animal Control Facility: Direction, Funding Mechanism, and Actions – Short-Term Action Plan, New Complex

Service Collaboration with Sheriff’s Office: Opportunities, Direction and Actions (Purchasing, Human Resources, Communications, IT, and Fleet Services)

Georgia-Florida Sports and Entertainment District: Desired Outcomes, Options, County Role, Direction, and Funding

Mental Health Strategy: Needs/Problem Assessment, Report, Direction, County Role, Actions, and Funding

Multi-Use Park Development: Direction, Funding, and Implementation

Replacement General Aviation Airport: Direction and County Actions

HIGH PRIORITY

State Court Services: Proposal and Discussion

Animal Control Ordinance: Review and Revision

Code Enforcement Strategy: Problem Analysis, Best Practices, Report with Options, Direction, County Actions, and Funding

County Staff Retention Study: Funding, Completion, Direction, and Actions

Grants Matching Funds Increase: Direction and Funding

Camden County Management Agenda 2025

TOP PRIORITY

Stormwater Management Master Plan/Strategy: Funding for Development

County Employee Compensation Annual Adjustment: Direction and Funding

Comprehensive Transportation Study: Completion, Direction and Implementation Actions (Leading to T-SPLOST)

MSW Expansion: Permitting and Funding

PSA: Update IGA

HIGH PRIORITY

State of Georgia Advocacy and Legislative Agenda: Direction and Actions

Comprehensive Capital Improvement Program (5-Year) Refinement: Direction and Funding Mechanism

Crime Prevention through Environment Design Policy and Process: Direction and Implementation

Opioids Reduction Strategy: Dollar Direction

Kings Bay Economic Impact Study: Completion and Direction

Blue Bridge Boat Ramp: Property Acquisition and Next Steps

Camden County Management in Progress 2025

Cyber Security Plan: Contract (BOCC Award)

Strategic Plan 2025 – 2030 – 2040:Update

Ambulance: Analysis and Funding (SPLOST #9)

Fleet Capital Investment Program: Presentation

PTO: Completion

Citizens’ Academy Program 2025: Completion

Camden County Employee Handbook: Update

Public Outreach Training: Awareness/All Hazards Preparation for Community

CPA Annual Audit 2025: Completion

Budget Award: Preparation: 2025

Lunch and Learn Program: Improvements

Photo Contest 2025

Social Media Policy: Update

GFOA Annual Consolidated Financial Reporting Award: Preparation: FY 25

GIS Data Inventory and County Map Gallery

2025 Annual Report

Countywide Time Keeping System: Funding (BUDGET FY 26)

Part-Time Nurse Practitioner: Funding (BUDGET FY 26)

Silent Alarm and Emergency Procedures

CE and ACO Body Cameras: Direction and Funding (BUDGET FY 26)

Fleet Replacement Schedule: Update

NACA Training for Employees: Completion

Board of Elections and Registration Strategic Plan: Update

Incident Management Team Training

Annual DCA Financial Reports: Completion

Performance Measures: Development

Firehouse 11 Owned by the City of Woodbine: Direction Purchase or New Facility

Fire Equipment Order Tankers (1) Completion

Fire Prevention Trailer Update: Funding (BUDGET FY 26)

Fleet Work Order Improvements: Completion

Recreational Trails Program Grant for Browntown Boardwalk Trail – Facilities: Construction

Computer Refresh: Funding and Completion

Permissions Audit of All Files and User Accounts

Cyber Security Framework

Virtual Server: Direction and Funding

Add UPS to All Network Closets: Direction and Funding

Patient Portal – Patient Participation

Georgia LTAP Training

Inventory County Owned, or Leased, Vehicles and Property for Insurance

Open Claims Review: with Insurance Carriers and with County Attorney

New C&D Landfill Customers

Veterinarian Services

Play Yard

Outdoor Kennels/Runs

Concrete Slabs for Drainage

Annual Shredding Event 2025

Codes and Ordinances: Review and Update

Elections Relocation to Kingsland

SPLOST Election

Public Service Commissioner Countywide Election

Precinct Layout Maps for Equipment/Electrical Setup

Public Safety Radio System: Completion and Commissioning

Active Threat (Shooter) Planning, Training and Exercises

SUBASE Kings Bay Mutual Aid, Planning Training, and Exercises for Critical Incident Response

Hazard Mitigation Plan: Update

ISO Rating

Fire Policies and Standard Operating Procedures: Update

Task Books and Engineer Testing

Ambulance: Delivery

Tanker: Delivery Lexipol

Cybersecurity Plan: Completion

Property and Casualty (P&C) Insurance Broker: RFP and Selection

Marketing Our Medical Stop-Loss Carrier

Employee Harassment and Diversity Training: Completion

Access Control System at the Resiliency Operations Center Installation: Completion

Survey of Telephone Network at the Resiliency Operations Center: Completion

Forced Migration from Physical Servers to the Cloud – M365 Microsoft Upgrade

Server Refresh Project at Government Services Complex and EOC: Completion

MainPoint Yearly Update

Benefits Fairs

MSW Cell 5 Construction

Environmental Monitoring (Groundwater, Stormwater, etc.)

Spec Flex Space Warehouse Space: Partnership and Development

New Logistic and Distribution Park Exit 7: Agreement and Bond for Tax Abatement

JDA’s Next Commerce Park: Location and Funding

Kingsland TAD#1 with JDA: Relaunch

I-95 Gateway Logistics Park: Tenant Attraction

Targeted Investment Program: Application Review

Cumberland Inlet Project

GIS Data for Signs, Culverts and Easements Asset Inventory and Report

Community Rating System: Annual Public Information

Public Works Equipment Purchase/Lease Program: Funding: Front End Loader and Motor Grader

GDOT Bridge Inspections: Repair Completion

Heirs Properties Action Plan

Joint Comprehensive Transportation Plan: Completion

Stormwater Management Plan: Completion

Community Wildfire Protection Plan: Completion

Water, Sewer, Gas, Electricity, and Telecommunications Infrastructure Map: Completion

Electronic Billboards Ordinance: Update and Amendments

Methods for Managing and Assigning Our Addresses

Community Outreach Programs Enhancements

Concentrated Enforcement Effort: Highway 17

Concentrated Enforcement Effort: Harriett’s Bluff

Concentrated Enforcement Effort: Browntown

Concentrated Enforcement Effort: North-End

CRS Higher Rating: Action Plan

Active Shooter Program Development: Schools and Houses of Worship

Internet Crimes Against Children: Operation Funding

Two Rivers Gun Range Member Expansion (Goal: 350-400)

Sheriff Vehicles Replacement Program: Direction and Funding (SPLOST #9)

Truck (4X4) for the Two Rivers Gun Range: Funding and Purchase

Senior Center Memory Care Facility

Senior Center Volunteer Program: Completion

Senior Center Transportation Funding

Senior Center Building Security

Camden County Major Projects 2025

MainPoint Facility Improvements: Funding –

ADA Compliance; Drainage; Parking Lot; Sick Patient Entrance; Office Expansion

IVU Units Replacement: Funding

New Generators for Courthouse, Facilities Maintenance, and Landfills

Sheriff’s Substation New Gate, Motor, and Fencing: Completion

Annual Cross Pipe Culvert Inspection and Replacements

9-1-1 EOC Communications: Engineering Design and Construction (SPLOST #8)

New Public Health Building: Construction Completion (SPLOST #8)

Public Works/Fleet/Fuel Facility Architectural Design, RFP for Construction and Construction

County Parks Refurbishment Projects

Jail A/C Replacement: Completion

Recreation Center/PSA Generator: Completion

Jail Fence Repair

County Buildings Sidewalk Assessment

Station 18 Front Pad Repair

Pavement Preservation LMIG – 2024; 2025; SPLOST

Dirt Road Maintenance (Annual)

Old Still Bridge Replacement (GDOT Funding)

Road Grading Program Improvements

Shotgun Range: Construction