Dawson County Public Works asks commissioners for project manager, crews and new road-management tools in 2026 budget

At a Dawson County Board of Commissioners budget hearing, Public Works Director Robert Drury requested a new assistant public works director for capital projects, an on‑site construction monitor, a three‑person hand crew and funding for a pavement condition index and other capital needs to help manage a growing slate of construction and maintenance work.

Drury said the county "are overwhelmed with capital projects, transportation, gymnasiums, park parks and rats, trails" and that the department lacks an in‑house staff member to manage projects "from concept to, to completion." He described the requested role as a capital‑projects manager rather than a licensed county engineer: "In most communities, this person is the county engineer, but I don't believe we need an engineer. Certainly don't need a PE, and we don't need to pay the price of the PE." Commissioner and staff discussion during the hearing raised the possibility of advertising a professional engineer (PE) as preferred if the position is funded.

Why it matters: commissioners will decide whether to shift project management in‑house or continue relying on consultants. Drury and other presenters said local control of timing, oversight and long‑term succession planning factored into the request.

The staffing package and office needs Public Works asked for a new assistant director (capital projects) with a target first‑year compensation discussed around $100,000 as a recruitment target. Drury said an office conversion for that position is tentatively estimated at about $50,000. County staff said the position would work across multiple departments and help wean the county off consultant project managers currently used for large programs (referred to in the hearing as "t splot" projects). Drury also proposed a three‑person hand crew — a lead and two maintenance workers — to focus on tasks such as inlet repairs, sign maintenance and roadside tree work; he noted these positions would not require commercial driver's licenses and could broaden hiring options.

Construction oversight and asset management Drury requested reinstating a construction monitor (a position currently in the register but frozen/unfunded) to provide day‑to‑day oversight of private and county construction in rights of way and on county projects. He said the county receives "20, 30 of those a year" for permits to work in rights of way and that lack of oversight can produce problems detected only years later.

On roads, Public Works proposed funding a pavement condition index (PCI) and an asset‑management program to prioritize paving work. Drury estimated the PCI work could be done for about $50,000, and described modern methods — camera/rider data and AI — as faster and more reliable than the manual, binder‑based approach used about a decade ago. The department also sought $15,000 for two street‑sweeping cycles focused on curb and gutter areas along Highway 400 and medians.

Capital projects and tentative LMIG list Drury listed several specific roads proposed for funding and improvement next year (Harris Fosby Road, Afton Road, Emmet Terrace, Dawson Forest Road and others) and described plans for an LMIG (local maintenance/LMIG/LMEG) submission with a 30% local match for some culvert and paving work. He said some paving and gravel road work could be done in‑house while mill‑and‑overlay work would likely be contracted.

School safety and equipment storage Public Works proposed adding flashing beacons at school zones on Kilo Church Road and Dawson Forest Road West, describing the beacons as discretionary ("they're may[s]") but useful to bring drivers' attention to school limits. Drury also repeated a prior request for covered outdoor equipment storage and said design and stamped engineering would be required.

Solid waste enterprise needs Drury briefed commissioners on several solid‑waste items: replacement of a failed used‑oil recycling container (program temporarily ceased), purchase of a cardboard compactor to reduce trips that currently go to Pickens County, relocation/rehab of the methane vent system (consultant design work complete and monthly monitoring in place), and rehabilitation or replacement of the transfer station. He said recycling revenue totaled about $27,000 last year and that cardboard compaction could "cut [pickup trips] in half" for that stream; he also said the solid‑waste enterprise has a balance but "not much" and could not cover most of the capital items without additional funding.

What was not decided: the board did not vote on any of the requests during the session. Drury said many items are contingent on consultant recommendations, DOT approvals and availability of SPLOST/LMIG funding.

Drury and staff concluded by inviting questions and noting some items remain "tentative" pending engineering, DOT approvals and further cost quotes. The department said it will provide more detailed cost breakdowns, procurement options and timelines if commissioners direct staff to proceed.