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Athens-Clarke County commissioners review pared-down FY26–28 strategic plan, stress budget flexibility
Summary
Commissioners reviewed a slimmed-down FY26–28 organizational strategic plan and discussed how priorities will interact with an upcoming tight budget season, stressing the plan is a flexible signaling document rather than a fixed budget.
Commissioners at the Athens-Clarke County work session on April 8 reviewed a revised FY26–28 organizational strategic plan that staff said pares back initiatives and is intended to signal priorities rather than lock in new spending.
The plan preserves six high-level goals but reduces the number of strategies and initiatives from the previous plan. “We came down from 6 goals, 27 strategies, and 98 initiatives to … 15 strategies and about 53 initiatives,” a staff member told commissioners, noting some departments may submit addenda shortly.
Staff and commissioners repeatedly emphasized that the plan is a midrange, three-year guide to priorities and not a fixed budget. Human Resources Director Vicky (staff) said new initiative and position requests are tied to the prior FY23–25 plan and may be modified when the mayor presents a budget. “There’s certainly some flexibility … depending on what way the mayor decides to go with his budget,” a staff presenter said.
Several commissioners urged further narrowing given the expected deficit. Commissioner (last name not specified) suggested focusing on “two or three things that we really are priority for our county” if resources are tight. Commissioners also noted a new permanent county manager could refocus priorities once appointed.
Commissioners asked for clarifications on specific initiatives, including a proposal to research an in-house clinician program compared with the county’s existing contract with Advantage Behavioral Health. A commissioner raised internships and work-based learning ties with the University of Georgia and Athens Technical College, asking staff to pursue greater outreach to local training programs.
Commissioners did not take any formal vote on adopting the plan during the work session. Staff said they would continue to refine the document, provide addenda with departmental items, and align final priorities with the budget process.
The commission moved on to the next agenda item after the discussion.
Ending: Staff will provide the commission with any departmental addenda and continue to align the strategic priorities with the mayor’s budget recommendations; commissioners signaled they expect to revisit priorities during the budget cycle.
