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Augusta administrator: office runs daily government operations but cannot unilaterally fire elected department heads
Summary
Administrator Miss Allen told the Charter Review Committee she oversees day-to-day operations, prepares the budget and develops performance metrics, but disciplinary hiring/firing of department heads rests with the mayor and county commission.
Administrator Miss Allen told the Augusta-Richmond County Charter Review Committee on May 1, 2025, that the administrator’s office oversees the daily operations of consolidated government but does not have unilateral hire-or-fire authority over elected department heads.
Allen said the administrator “presides over the daily operation, and administration of our local government” and “reports to the mayor and the Augusta Richmond County Commission.” She described the office’s duties as executing lawful orders, advising the mayor and commission on financial conditions, preparing a proposed annual budget and providing documentation for commission agendas.
The exchange followed questions from committee members about the administrator’s control over department heads and budgets. Committee member Mr. Coleman asked whether the administrator controls department spending and hiring. Allen replied that she has oversight of department operations and works with department heads during budget preparation but that elected officials are treated differently in terms of direct control. She said, “the administrator currently does not have hire and fire power. They can always recommend things to the governing body and then the governing body can actually take action.”
The committee pressed on performance management. Allen said the administrator’s office will develop performance evaluations and metrics for department heads and is already meeting with departments to create those measures. She told the committee those evaluations are used as part of the department heads’ assessments but that formal disciplinary action requires action by the governing body: “when it comes to the respective disciplinary action, that action has to be done by the body.”
Committee members raised operational concerns tied to that division of authority. Several members said limited immediate disciplinary authority creates a lag when quick personnel action is needed; Mr. Wimberley called it “a weakness … in that the administrator’s hands are tied as into quick action.” Others urged giving the administrator stronger management authority to provide consistent leadership across administrations.
On next steps Allen described ongoing work to implement performance metrics and to bring recommended evaluation frameworks back to the governing body for review. She also said the administrator’s office is working on modernizing tools, improving transparency and using data-driven decision-making to make the office more responsive to citizens.
No formal policy changes or charter recommendations were adopted at the meeting; committee members discussed options and asked staff to return with draft performance frameworks and clarifications of the administrator’s authorities.
Ending: The committee reserved the right to call Allen back for follow-up questions on oversight, performance metrics and grant controls as it develops charter recommendations.
