Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Public Utilities topic
No spam. Unsubscribe anytime.
Public utilities plan flags multi-hundred-million-dollar needs; commissioners press septic strategy
Summary
The 2025 Public Utilities service delivery and capital plan outlines roughly $319 million in wastewater projects and a proposed near-term rate increase of about 3% (revised down from an earlier 10% estimate); commissioners pressed staff on septic-system responsibilities and requested proactive options, including possible use of SPLOST or CDBG funds and committee follow-up.
Staff presented the 2025 update to the Public Utilities service delivery plan and its infrastructure and capital improvement element, describing a multi-decade program with hundreds of millions in projects. A fiscal assessment that initially indicated a possible 10% rate increase was adjusted in the plan to a proposed near-term rate increase of about 3% after scope and timing changes.
"One of the important documents that accompanies the actual plan ... is the fiscal assessment," staff said, describing a large capital program (staff referenced roughly $319 million of wastewater projects and noted much of that is for existing-line capacity and age-related fixes). Commissioners pressed on funding approaches and whether SPLOST dollars could accelerate work; staff replied SPLOST or general-fund dollars could be used to accelerate enterprise projects in appropriate cases.
A central subject was septic systems. Commissioners observed that roughly 25% of properties rely on septic and asked who regulates and inspects those systems. Staff explained that septic permitting and inspection are largely a state public-health function; the county can act reactively in cases of failing systems (probable-cause code enforcement or stormwater referral) and can consider grant programs (CDBG) or SPLOST-directed projects to assist property owners or target watersheds such as the Sandy Creek basin.
Commissioner Thornton and others urged a proactive approach: convene a committee or task the Legislative Review Commission to examine options for safe septic management, potential assistance programs, and arenas where the county could act without state preemption. Staff committed to follow-up and sharing earlier work and to bringing potential committee assignments and engagement plans for further discussion.
Next steps: staff will follow up with clarifying language on the 90% sewer-service phrasing, provide maps showing capacity/priority areas over time, and support commissioner requests for a committee or targeted work on septic policy and potential funding options.
