Camden County staff outline plan and near‑term cost to take direct control of county parks

Jared Bedoy, public works director, told the Camden County Board of Commissioners that county staff have been assigned to assume maintenance of county‑owned parks and boat ramps and presented a master‑maintenance plan and a two‑year cost estimate. “We’ve been deemed the task of taking on, the maintenance of the Camden County parks,” Bedoy said.

The presentation listed 10 county‑owned parks (Browntown Wilderness, Charlie Easterling, Cornelia Jackson, Harriett Bluff Community, Howard Peoples, Maple Ford, Mary B. Smart, Sugar Mill Ruins, White Oak Nature Trail and Woodbine Lions Park) and four boat ramps (Harriett’s Bluff, Little Satilla, Temple Landing and White Oak). Bedoy described park assets and recent repairs, identified safety and Americans with Disabilities Act (ADA) needs, and recommended a new maintenance organization and equipment purchases to bring the system to a higher standard.

Why it matters: the county plans to begin day‑to‑day maintenance Jan. 1 and would hire a proposed seven‑person park maintenance team and buy equipment and vehicles to perform mowing, play‑structure upkeep, restroom repairs and other routine work that has been handled under a PSA agreement. Commissioners said failing to shore up maintenance risks continued degradation of park assets and potential public safety hazards.

Costs and staffing: Bedoy proposed a Park Maintenance Supervisor reporting to the public works director, two mowing crews, a part‑time maintenance worker and a building maintenance technician under facilities. For the Jan. 1–June 30 startup period he estimated operating costs of about $60,000, plus $570,000 in maintenance equipment purchases, $150,000 in vehicles, roughly $1,000 in insurance and about $200,000 in payroll and benefits — a six‑month total Bedoy gave as “just under a million dollars at $977,389.50.” He estimated the subsequent full‑year operating budget to average roughly $538,567.

Available funding and constraints: Bedoy said the unincorporated fund balance currently shows $444,155 available; $45,000 of that is earmarked for fencing at three basketball courts but could be reallocated if the board directs. Commissioners and staff discussed spreading implementation over more than two years if the board cannot identify immediate funding. Commissioners noted competing demands on the unincorporated fund (right‑of‑way mowing, EMS, fire) and that a prior proposal to raise unincorporated millage was designed in part to pay for new park maintenance responsibilities.

Facility and safety needs: Bedoy identified recurring repairs across parks — decayed playground mulch, eroded pavilion foundations, broken picnic tables, heaved concrete walkways and playground components that need cordoning for safety. He recommended adding gutters to pavilions to control runoff and reduce erosion, replacing degraded playscape fall surfaces, repairing ADA ramps and improving parking lot shoulders and potholes at high‑use parks such as Howard Peoples (the county’s largest park).

Boat ramps and access: staff reported docks and aluminum launch structures generally in good condition but said access roads require repairs; Harriett’s Bluff boat ramp also needs seawall work in the near term. Bedoy noted Temple Landing had been rebuilt in partnership with the state Department of Natural Resources.

Implementation timeline: staff proposed hiring and onboarding in November–December, targeted safety/ADA repairs in February–April, and full mowing capability by the April mowing season with drainage and material placement continuing through June; equipment servicing and winter projects would close out the mowing season in November.

Commission discussion and next steps: commissioners praised the field work but emphasized funding constraints. One commissioner summarized public feedback and asked staff to phase hiring and capital purchases over multiple years if necessary. Commissioners asked staff to return with specific prioritization options and funding scenarios and to coordinate asset transfers and equipment inventories with the PSA and municipal partners.

Ending: Staff did not request immediate approval of a capital package in the work session; they asked for direction on phasing and funding. The board signaled interest in pursuing the proposal but said formal decisions on hiring, purchases and reallocation of unincorporated funds would follow further budget work and requests from staff.