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Campbell County staff present service and staffing metrics as budget pressures loom
Summary
Department directors reported steady service volumes but pointed to staffing limits and turnover: waste tonnage and permit activity are flat, work‑order completion averages under four days, and public safety averages 75% of responses within 15 minutes; PER showed notable employee separations with multiple exit reasons.
At a Campbell County Board of Supervisors work session department directors presented operational metrics county staff say will factor into budget priorities and potential staffing requests.
Public works data showed county waste tonnage averaging about 4,600 tons per quarter (roughly 1,500–1,600 tons per month) and building permits that peaked around 470 in 2025 then leveled off. Inspections run at about 2,000 building inspections per quarter while environmental inspections were lower; staff described current activity as a relatively flat line rather than a growth spike.
Public works reported quarterly work orders in the mid‑300s to mid‑400s with average completion time just under four days. Roberts and public works staff emphasized crews are generalists and the county lacks some specialized trades (for example master electricians and plumbers), which creates capacity constraints as facilities age.
Roberts summarized combined parks, recreation and library activity (called “Seqel” in the presentation): library door counts near 33,000, circulation roughly 60,000–70,000, and events/participants rising to 6,123 in a recent quarter. Staff said space constraints limit the ability to expand programming despite rising participation.
Public employee relations provided turnover data covering July 2024–October 2025: exit reasons reported were 33% personal/family, 16% retirement, 25% for growth/career change, and 16% compensation or schedule issues. Staff cautioned that social services employees were excluded from that dataset because social services uses a different hiring/tracking platform and a state pay scale, and that turnover there has historically been higher.
IT staff said change requests (significant system changes) and help‑desk tickets are both meaningful: the help desk averages about 300 tickets and the small IT team prioritizes fixes that affect mission‑critical systems. Public safety briefed calls for service at about 2,500 per quarter with roughly 75% of responses under 15 minutes, a baseline staff framed as appropriate for board discussion if members want improved response times.
Roberts said these operational indicators will help the board decide resource priorities during budget development and asked whether the board wants to target any of these metrics for improvement. "If we wanna increase programming, that would be the sort of thing we need to talk about in terms of resource allocation," he said.
Next steps: staff will provide department‑level detail and specific staffing requests as the budget process continues.
