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APRIL 2010

www.accg.org

G OV E R N M E N T

Jerry R. Griffin’s Legacy of Leadership

ALSO INSIDE: • 2010 Annual Meeting Preview • 5th Annual Georgia County Excellence Awards

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Leaving a legacy: Laying a foundation for continued success Wells Fargo proudly salutes Jerry Griffin

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GEORGIACOUNTY

www.accg.org

G OV E R N M E N T VOLUME 61 NO. 9 • APRIL 2010

JERRY R. GRIFFIN Executive Director, Publisher ROSS KING Deputy Director JAMES F. GRUBIAK General Counsel

Upfront

CLINT MUELLER Legislative Director Revenue and Finance MICHELE NeSMITH Research and Policy Development Director KELLY PRIDGEN Assistant General Counsel

6

President’s Message

9

County Matters

Features

TODD EDWARDS General County Government Natural Resources and Environment

12

MATTHEW HICKS Economic Development and Transportation

By Deborah Dewberry, Editor

DEBRA NESBIT Health and Human Services Public Safety and the Courts

17

BETH BRADLEY Land Initiative Director

Griffin Set Benchmarks for Advocacy, Member Services

By Kay R. Morgareidge

CAROL BAKER Meeting Planner KATHLEEN BOWEN Special Projects Coordinator

Executive Director Jerry R. Griffin: A Legacy of Leadership

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23

5th Annual Georgia County Excellence Awards

26

2010 ACCG Annual Meeting Preview

29

Georgia Counties’ Health Care Revolution

BETH BROWN Director of Communications JEFF CHRISTIE Staff Liaison, UGA Cooperative Extension DEBORAH DEWBERRY Magazine Editor

By Albert C. Jones, CLU, ARM

ADAM EDGE Financial Services Specialist

Departments

EFRAIN RODRIGUEZ Chief Information Officer

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DAVE WILLS Government Relations Manager Risk Management and Insurance DAVID A. PAULK Director

Progressive Leader Balance and Prevention: Keys to Healthy Communities

By Elizabeth Bradley, ACCG Land Initiative Director

DAVID UHLMAN Manager

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Index of Advertisers

BEN PITTARELLI Manager of Marketing and Field Services PENNY HENDERSON Administrative Assistant Accounting and Finance J.C. McBEE Chief Financial Officer DARRYLE CRAWFORD Senior Accountant

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DEONTÉ BURDEN Staff Accountant Administrative Assistance CARMENZA WHITLEY Executive Assistant KIMBERLY OWENS Administrative Assistant RHONDA LIGONS Front Office Assistant NATALIE FITZGERALD Legal Assistant

Georgia County Government is published for the Association County Commissioners of Georgia 50 Hurt Plaza, Suite 1000, Atlanta, Georgia 30303 Phone: 404-522-5022 • Toll Free: 800-858-2224 Fax: 404-525-2477 • Web: www.accg.org

In this issue, Georgia County Government will provide extended coverage for some articles in the CountyLine e-newsletter. Watch for this icon at the end of the article to indicate more information is available and check out the April CountyLine to learn more.

On the Cover: Jerry R. Griffin. Photo, E. Thompson, 2007.

Published by Naylor, LLC 12600 Deerfield Parkway, Suite 350, Alpharetta, GA 30004 Phone: 770-810-6957 • Toll Free: 800-796-8638 Fax: 770-810-6995 • Web: www.naylor.com Naylor Publisher: Mark V. Migliore Naylor Editor: Elsbeth Russell Advertising Director: Nicole Hudson Advertising Sales: Krys D’Antonio, Pete Dicks, Chris Henderson, Nicholas Manis, Rick Sauers, Vicki Sherman Advertising Art: Elaine Connell

©2010 Naylor, LLC. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the written consent of the publisher. Georgia County Government is published monthly with a combined issue in May-June and November-December. Price per issue $1.50; Georgia County Government Yearbook is $50. Direct magazine subscription rate effective July 2006 is $45 per year for subscribers who are non-ACCG members.

PUBLISHED MARCH 2010/ACG-M0410/9898

APRIL 2010 www.accg.org

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Association County Commissioners of Georgia

President’sMessage

President JAN TANKERSLEY Bulloch County First Vice President LAMAR PARIS Union County

Second Vice President MELVIN DAVIS Oconee County

Third Vice President CLINTON PERRY Taylor County

Immediate Past President TOM McMICHAEL Houston County

A Successful Transition for the Future

Executive Director JERRY R. GRIFFIN Board of Managers 1st District MIKE COWAN, Whitfield County 2nd District MIKE BERG, Dawson County 3rd District KATHIE GANNON, DeKalb County 4th District EDDIE FREEMAN, Spalding County 5th District KEVIN LITTLE, Walton County 6th District C. BROOKS BAILEY, Pulaski County 7th District JOHN R. GRAHAM, Warren County 8th District TERRELL HUDSON, Dooly County 9th District D. M. MULLIS, Laurens County 10th District CHARLES LINGLE, Dougherty County 11th District JOYCE EVANS, Lowndes County 12th District JOHN McIVER, Liberty County Consolidated Government Representative HEIDI DAVISON, Athens-Clarke County

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By Jan Tankersley President

At-Large DAVID GAULT, Jones County SAM HART, Bibb County CARLOS NELSON, Ware County SAM OLENS, Cobb County HELEN STONE, Chatham County Active Past Presidents CLARENCE BROWN, Bartow County JAMES HAM, Monroe County (also a NACo Board Member) BENJAMIN HAYWARD, Mitchell County O. D. NETTER, Ben Hill County Ex-Officio NACo Board Member: RICHARD ENGLISH, Troup County Section Presidents Attorneys’ Section: KAREN THOMAS, Gwinnett County Managers’/Administrators’ Section: DARRELL HAMPTON, Jackson County Clerks’ Section: KATHY ARP, Floyd County Service Program Chairs ACCG Insurance Program Representatives (IRMA) CHARLES NEWTON, McDuffie County Group Self Insurance Workers’ Compensation Fund (GSIWCF) WALTER L. SANDERS, Greene County Pension Representative H. JAY WALKER, Houston County

Officers serving through April 2010

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GEORGIA COUNTY GOVERNMENT

Gaining membership approval and initiating the implementation of the ACCG Strategic Plan was also a milestone accomplished this year.

t’s always with some remorse that one leaves an office that their constituents or peers have entrusted to them. As I prepare to pass ACCG’s leadership “gavel” to Union County Sole Commissioner Lamar Paris at the end of this month, our association also prepares to make another landmark transition. We will bid a fond farewell to Executive Director Jerry Griffin, who retires after this year’s Annual Meeting following 23 years of highly distinguished service.

Speaking for the ACCG Executive Committee and my colleagues on the Board of Managers, we appreciate the smooth transition of leadership from Jerry to incoming Executive Director Ross King.

For almost the entire tenure of Jerry’s leadership, Ross has been in step with many facets of the association’s progress — from the foundations laid in the legislature on behalf of county government, to the establishment of the consensus-building policy process members enjoy, to the creation of new sponsorship and foundation program support, to the development of innovative financial services programs for counties and much more.

As we all express deep appreciation and well wishes for the future to Jerry as a one-of-a-kind leader, we also offer Ross our support and our energy, as he leads ACCG into the future.

As I leave the ACCG presidency, reflecting back on a remarkable year, I am indebted to our association’s professional staff. ACCG’s experienced policy team is highly effective

and knowledgeable. They consistently maneuver in the Legislature on counties’ behalf for the priorities set forth in the County Platform. They achieve compromises that some would find impossible, promote intergovernmental understanding and offer a new dialogue on a host of issues that could impact county governance in Georgia. Having these folks on our side has often meant all the difference in providing a voice for local government at the Capitol.

Gaining membership approval and initiating the implementation of the ACCG Strategic Plan was also a milestone accomplished this year. As a result of this plan, ACCG has expanded its communications efforts, and we look forward to more progress in this vein.

Member communications and media outreach during the legislative session have increased, and the ACCG Capitol Connection, complete with electronic Legislative Updates, is a great interactive resource.

Counties tapped into a coordinated campaign to help spread the word of the loss of the Homeowners Tax Relief Grant and saw the effectiveness of working together on public outreach programs. I’m sure we will see even more in the area of communications in the coming months and years.

The ACCG Insurance Programs continue to provide outstanding services for counties, offering cost saving benefits from a pooled approach. The Inmate Medical Insurance Program, started just over a year and a half ago, has processed over $13 million dollars in inmate medical bills through the Blue Cross-Blue Shield system saving the counties over $7 million dollars. Furthermore, the ACCG-Group Self-Insurance Workers’ Compensation Fund (GSIWCF) returned a dividend in the form of a premium credit in the amount of $3 million to members who have been in the program since 1999.

Finally, I’d like to express thanks to the ACCG Board of Managers and, especially, to members of the Executive Committee that have served alongside me for the past year, including Union County Sole Commissioner Lamar Paris, Oconee County Chairman Melvin Davis, Taylor County Commissioner Clinton Perry and Houston County Commissioner Tom McMichael. These exceptional leaders have been my friends and colleagues for years, and I look forward to many more years of association with all of you.

■

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CountyMatters Government has Challenges, But Can Progress on Sound Foundations

By Jerry Griffin Executive Director

A

s I write my last editorial for Georgia County Government after over 23 years, it seems appropriate to look to the future from the perspective of someone who has been digging around in the public policy vineyard for nearly a half century.

Throughout, I have been an observer and sometimes a bit part player in the midst of many governmental workings that have contributed to making our state and nation what it is today. As I conclude my career, permit me to share a few comments about some challenges I see, moving forward.

Despite what my grandchildren think, I was not at the writing of our nation’s Constitution. But, I have read and studied the debates that went on during the formation of our national government. Certainly, the history of our nation’s founding was beset with poor communication; travel impossibilities required that citizens elect people they respected and in whose leadership qualities they had confidence. These leaders were uniquely entrusted, and sent by the people who elected them to a gathering where decisions would be made on matters affecting everyone.

The representative republic they created was remarkable. It recognized that

every citizen cannot possibly know enough to individually vote on every little issue that comes up. What was needed was a representative who talked with many people in his district, including the various community and business leaders and synthesized diverse information into a picture of what his district wanted and needed.

Then all of the representatives came together to find the balance between the interests of their various communities and then, further still, delineate another balance — between the wants of their constituents and their needs.

Whether one is a member of Congress or a member of the State Legislature, the concept and principles of our original representative republic are sound. People choosing to serve as representatives know they will face hard choices and that they will not please everyone. The election process is the point where citizens make a decision on how someone is representing their interests in the legislative bodies.

Many times, true visionary leaders go unappreciated while in office; conversely, sometimes truly good leaders lose elections. But examples abound of decisions that cost a representative an election, while benefitting his community, state or nation for years to come.

Representatives also must recognize that there is a cost for services they choose to provide, and that cost is paid through taxes that government must collect. While the federal government prints money, it also has the ability to spend much more than it takes in. The state and local governments must balance their budget each year.

This annual balancing of needs, wants, and revenue to pay for the public’s needs and wants has become the juncture at which many representatives have become hesitant to act. Over the

years, citizens have developed the idea that government has enough money and that it’s just going to that “waste, fraud and abuse” line item. This mantra, time and again, has resulted in candidates running for office and getting elected on the mere promise they’ll clean up the “waste, fraud and abuse,” slash the size of government, and cut taxes. That’s a sure sound bite for an election, but a poor platform for governing at any level.

Certainly, we need innovations in efficiency. There will always be expenditures that some consider waste, and fraud has been discovered. But focusing on those things engenders a loss of focus on what government must do for the community as a whole.

At the local level, the provision of water and sewer, police, fire, emergency medical, parks and recreation, jails, courts, roads and bridges, protecting the rights of individual property owners through land use controls, codes and their enforcement and education are just a few of the services necessary to protect the health, safety and welfare of our citizens. Many services carried out by counties are their responsibility as the service delivery arm of state government. These encompass the state government “extensions” of Superior and Probate Courts, the District Attorney, the Tax Commissioner, the Clerk of Court and the County Health Department.

Beginning in the late ’60s we have seen an abdication of the very important role of the elected representative to balance the wants and needs with the available revenue, and substituted in its place the referendum for the transition to a more direct democracy.

Many states created referenda by which everything from eliminating COUNTY MATTERS continued on page 10 APRIL 2010 www.accg.org

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COUNTY MATTERS continued from page 9

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GOVERNMENT

taxes to allowing marijuana use could be put to voters. Colorado voters passed one proposition that basically put government and the services it provided out of business until it was repealed. In Florida, two conflicting referenda passed simultaneously, one mandating smaller classroom sizes in schools and the other imposing a severe limit on taxes. Obviously, referenda provide a “cafeteria” form of government in which voters can pick what they like and leave what they don’t.

Referenda are very dangerous to the orderly functioning of society because they provide for no balance with regard to total community needs and the ability to finance them.

Georgia’s leaders have recognized the difficulty of managing the state without the ability to determine priorities and funding and have not fallen for the lure of the initiative process, but pressure will continue. We are seeing a greater willingness to share taxing responsibilities with citizens through various referenda proposals, based on the experience of local government SPLOST referenda and E-SPLOST for schools. These mechanisms permit government to lay out a spending and taxing package for voters to approve but it really only works for popular projects and not the mundane functions that must be provided.

Later this month, Georgia begins another round of elections for top elected positions, including all legislators. My confidence is that the folks elected next November will provide the leadership that will keep Georgia a leader in the Southeast in terms of economic growth and quality of life.

I am often asked what I will do after retirement. I really don’t have firm plans, but I will continue to be a student of government and offer suggestions from time 9:40:29 AM to time as a plain citizen. An old friend recently gave me his card and it indicated he was available to dispense wisdom. It’s uncertain whether I have wisdom to proffer, but I have surely had a great career that has given me a close up view of the public policy history of this great state.

As I leave, I hope you will all give the same support I have enjoyed to my successor and dear friend, Ross King. He is truly a visionary leader prepared to guide ACCG into an as-yet uncharted future. God bless you all.

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1/15/10 10:37:14 AM

Feature

Executive Director Jerry R. Griffin: A Legacy of Leadership

By Deborah Dewberry, Editor

After 23 years at the helm of ACCG, Griffin leaves a legacy of leadership that garnered national recognition and innovated every facet of local government, elevating its effectiveness and professionalism across the board. “He built bridges,” says former University of Georgia Cooperative Extension Director Tal Duval. “Every local elected official in the state is indebted to him.”

I

n the 1946 film, ‘It’s a Wonderful Life,’ iconic American actor James Stewart etched an indelible portrait of local citizen George Bailey, who despairs as the small-town bank he runs approaches bankruptcy. As

Bailey contemplates suicide, an awkward angel presents himself and conjures up for Bailey a dreamtime “vision” of what his life has, in fact, meant to his community. The glimpse of circumstances that would have gone unchanged by his contributions rekindles Bailey’s determination to live. Without him, countless individuals whose lives he touched would have lacked something very fundamental to their progress.

As a University of Georgia student, Jerry had the chance to intern with legendary Georgia Senator Richard B. Russell. Associate Hal Holtz, former training director for the Carl Vinson Institute, believes this stint in Washington, among a contingent of powerful U.S. senators from the south, impressed Jerry with the awesome power and responsibility of government.

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GEORGIA COUNTY GOVERNMENT

Albeit less theatrically, the life of Jerry R. Griffin has been analogous in terms of the transformative effect he’s had, over many years, on the stature, effectiveness and progress of county government. His knowledge and intuitive vision set into motion vehicles of powerful progress, breathing new life into the role allotted county elected officials; and significantly raising the bar when it came to what commissioners could accomplish.

Few who worked with Jerry over the years, for any length of time, can imagine local governance in this state today, minus his contributions.

“There is no question that Jerry Griffin’s legacy has been that of an ambassador for counties in this state,” offers Tal Duval, former director of Cooperative Extension for the University of Georgia’s College of Agriculture and Environmental Sciences and a two-term Athens-Clarke County commissioner. Associated with Griffin since the

two were 4-H Club counselors at east Georgia’s Rock Eagle 4-H Camp, Duval notes that from the start of his civics career, people recognized Jerry as a leader of unusual potential — a hallmark of his personality, Duval says, “he proceeded to carry forward, to the great benefit of many.

“His compassion for local government was such, from the beginning, that he managed to represent counties, and local government, in a way they had never been represented before,” Duval said. “And he did this through many new avenues.”

Duval allows that, perhaps more than anything, Griffin was “a bridge-builder,” and a “promoter of harmony” — not just between counties and the Legislature, but also between ACCG and the Georgia Municipal Association and “between counties and every group with any concern involving local government.”

Laura Jolly, dean of the University’s College of Family and Consumer Sciences, observes, “When I came to Georgia in 2007, Jerry was one of the first people to connect with me. He has been a remarkable advocate, supporter and facilitator for programs within the College. He’s a ‘big picture’ person with a large perspective. But he draws people together, broadening everyone’s interests.”

Griffin continually delineated that accountability in public service is more immediate within local government, than at any other level, Duval concludes. “Every local official in Georgia is indebted to him for what he has done.”

Tom Rodgers, associate director of the University of Georgia’s Center for Housing and Demographic Research of UGA’s College of Family and Consumer Sciences, also remembers Jerry’s early bent for leadership, and his inclination to encourage civic awareness among youth. Today, this lifelong pursuit has culminated in the Jerry R. Griffin Endowment for candidates pursuing a Master of Public Administration within the University’s School of Public and International Affairs, his own alma mater, with which he has remained closely associated.

Of Jerry’s contributions to the College of Family and Consumer Sciences, as a member of its Board of Directors and as a committee advisor, Rodgers also concedes that Griffin is no “idle participant.” “Jerry is a very active participant on the Board,

Jerry Griffin was credited not only with “building bridges” between counties and many state agencies, his reach also extended to advising the U.S. Environmental Protection Agency as a member of its Local Government Advisory Committee. Here, Jerry with a group including the Bush Administration U.S. EPA Administrator Stephen L. Johnson.

as he is on most every board he serves.

He is, and has been, very helpful to our college.”

Griffin’s education included a stint early on working as a student assistant in the government training programs of the Carl Vinson Institute of Government at UGA, a co-sponsor and supporter of the MPA program. Here, in the mid1960s, he was mentored by then Training Director Hal Holtz. “Jerry had interned for Senator Richard B. Russell in Washington, D.C. for a year, an experience that I believe shaped his early dedication to government,” Holtz recalls. “Working with Russell, and other powerful and influential leaders in the U.S. Senate, had a catalytic effect on Jerry, Holtz opines, bolstered by the influence of the Senator’s peers, including Lyndon B. Johnson. Observing these exceptional leaders in Washington taught him how Congress worked, and impressed him with the awesome responsibilities of power on behalf of the public.”

From these early mentoring experiences and exposure to the Vinson Institute and the concept of government training, Holtz says Jerry parlayed himself into the “real world” local government office of Carlton McMullen, city manager for Oak Ridge, Tenn., “one of the most effective city managers in the nation.”

Holtz recalls, “Jerry gained a wealth of knowledge concerning the workings of day-to-day local government.”

Later, during 13 years with the Georgia Municipal Association, where he rose to become assistant director and director of Intergovernmental Relations, he grew adept at identifying policy needs on local government’s behalf, and delineating these needs before the Legislature. His talent for promoting sound public policy in the interest of all levels of government — and the property-taxpaying citizen — has promoted more effective government, at all levels.

Concurrently, Griffin was credited with creating solid relationships between counties and a host of agencies within state government and with a succession of Georgia governors.

Prior to assuming the position of ACCG’s executive director in 1986, Jerry was appointed executive director of the Georgia Environmental Facilities Authority (GEFA) by Governor Joe Frank Harris, a new agency designated to manage the State Revolving Loan program for water and sewer improvements.

Here, he gleaned as much knowledge as possible on environmental infrastructure challenges. This experience would launch a new frontier of service later that saw him truly lead local governments trying to meet environmental challenges of many kinds, particularly regulatory compliance issues. At GEFA, Griffin’s model for the facilities loan program JERRY GRIFFIN continued on page 14 APRIL 2010 www.accg.org

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JERRY GRIFFIN continued from page 13 continues today. He also gained brief experience as a special assistant to the Commissioner of the Department of Community Affairs (DCA), and ACCG’s relationship with DCA, which has grown over the years, is a pivotal touchstone for commissioners today.

Holtz adds that Jerry’s “outstanding interpersonal skills and propensity for hard work” drove him “because he enjoyed it.” He inspired people to do their best.” Holtz concludes that today, Griffin is known for having assembled a skilled professional staff within ACCG “as capable as any in the nation. His own exceptional professionalism seems to have drawn to him his own kind. And he never stops learning.”

With the appreciation Griffin acquired for local government training at the CVIOG, and with lifelong learning a pursuit he prized personally, it was natural that Griffin would promote new avenues for training for county officials.

When Jerry arrived at ACCG, one of the first things he did was invite CVIOG Training Director Holtz to a board meeting. The rest is history. The multi-

disciplinary ACCG certification and leadership training programs co-developed and co-administered by ACCG and the Vinson Institute have to date, certified and trained over 2,500 county government officials. The programs have been recognized for excellence by the National Association of Counties (NACo), and are counted as among the best of their kind in the nation.

Griffin’s intuitive interest in emergency management and environmental issues was concurrent with pressing needs counties faced as Georgia’s growth in the heart of the Sunbelt began to set a pace nationally, in the early 1990s. A key legacy of Griffin’s has been continuing to help counties gain understanding of complex environmental issues, especially to leverage their own self-sufficiency and sustainability. Beyond connecting county officials with GEFA to secure funding for environmental facilities, he linked them with experts within the Georgia Environmental Protection Division and the Sustainability Division (formerly P2AD); and has continued to strengthen relationships with DCA’s immense resources for

strategic planning, grant funding, and growth management.

As a member of the Local Government Advisory Committee to the Administrator of the U.S. Environmental Protection Agency, Griffin has advocated for local government environmental progress nationally. He received U.S. EPA Region IV’s Distinguished Service Award in 2004; earlier, he garnered the Golden Hammer Award from Region IV in recognition of the Georgia Water Management Campaign, a partnership ACCG spearheaded with EPA Region IV, GMA, and the Georgia EPD. The program yielded immense technical assistance and special tools for mapping Georgia’s watersheds while promoting best management practices.

“Jerry has been a national leader among state association executives in terms of environmental knowledge,” notes Clarence Brown, Bartow County commissioner, ACCG past president and the only other Georgian appointed to the EPA advisory committee. “When Jerry went into his first meeting with the group, his knowledge about local government environmental issues blew

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everybody away.” Brown continues, “The same applied to his involvement with the National Council of County Association Executives (NCCAE), of which he is a past president. Everybody knew him, everybody wanted to talk to him, and everybody wanted to pick his brain.”

ACCG benefitted from his deftness as a remarkably capable “multi-tasker” before the Legislature as an advocate for counties, and concurrently as ACCG’s chief executive, busily developing a host of cost-saving member services, arguably at the core of his innovations for counties. His B.A. in Risk Management and Insurance, earned from UGA in 1967, and a natural talent for the insurance field, led to programs that will stand the association in good stead, especially financially, for many years. (See related story, “Griffin Set Benchmarks for Advocacy, Member Services.”)

It would be easy to continue for many more pages. Jerry Griffin has garnered many accolades, culminating as a result of his contributions to better

governance. For nine consecutive years, he was recognized as one of Georgia Trend magazine’s 100 Most Influential Georgians. Last October he was honored by the UGA Chapter of the Blue Key National Honor Society for civic contributions to the University of the Georgia and the state, joining Georgia stalwarts including Supreme Court Justice Clarence Thomas, U.S. Sen. Johnny Isaakson, former State Supreme Court Justices Robert Benham and Norman Fletcher, Chick-Fil-A founder Truett Kathy, former UGA Athletic Director Vince Dooley, and former Governor Zell Miller, among others. He is also a recipient of the Howard Atherton Award for Outstanding Service to Local Government in Georgia.

Griffin’s plans are to hand his present commitments to incoming Executive Director Ross King at the conclusion of the association’s 2010 Annual Meeting in Savannah. Following some rest and travel, however, he concedes he “might find some place to put my public policy experience to use — teaching maybe.”

Griffin remains a member of numerous boards, commissions, and committees, including the Advisory Council of the University of Georgia College of Agriculture and Environment, the Carl Vinson Institute of Government Advisory Committee, and the Georgia State University College of Public Administration Advisory Committee, and will continue a limited role on the National Council of County Association Executives. He is a former trustee of the Livable Communities Coalition and served as a member of the Georgia Supreme Court Blue Ribbon Indigent Defense Study Commission, the Indigent Defense Council, the Metro Chamber Quality Growth Task Force and a number of other commissions and committees over his 40 year career working with county and city governments.

For the immediate future, Griffin is trying to keep his and wife Janie’s calendars open for fun time with their children Andrew and Amy, and his two grandsons. His home is still in Clayton County.

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Griffin Set Benchmarks for Advocacy, Member Services

By Kay R. Morgareidge

T

he need for ACCG to expand its scope and breadth of activities on counties’ behalf was clear to association leaders in the late 1980s.

Then, on the heels of some of the nation’s swiftest growth coming to Georgia, counties’ responsibilities had expanded exponentially.

Citizens demanded more public services as states and federal governments passed down mandates affecting almost every aspect of local

administration. County revenue sources had not grown to match these demands.

Whoever would become ACCG Executive Director, an immediate challenge would be to help counties improve operational efficiency, while battling for adequate revenue. Pressure was building for more county commissioner and staff training, and for management tools like those utilized to great advantage by private enterprise, which counties lacked. Especially needed were ways to secure financing for capital projects and provide cost-effective insurance protection.

Considering ACCG’s range of duties, the association had been operating on a surprisingly small budget and staff. Besides former Director Hill Healan, ACCG employed an in-house attorney, James F. Grubiak; a lobbyist, John Silk; a meeting coordinator, Carol Baker; a bookkeeper; and a secretary. Georgia County Government magazine’s editor and advertising director maintained other offices.

Griffin Leads Candidates When the Board of Managers launched its search for a new executive director, candidates were plentiful but the slate quickly narrowed to the few who knew their way around local government and the Legislature. ACCG’s Board of Managers concluded that administrative experience was also a key qualification.

With those points in mind, the board invited Jerry R. Griffin to interview. Commissioners were already acquainted with Griffin as executive director of GEFA. Here was the administrative background ACCG leaders sought.

Prior to the state post, Griffin had been Georgia Municipal Association’s point man

within the Georgia General Assembly.

Having traveled the state for years, he’d successfully cemented relations with local officials. Granted, they were municipal officials, but many of their concerns were identical to those of county commissioners.

Griffin was well versed in local finance and very perceptive of political drifts that could help or hamper counties’ legislative hopes.

In short, he knew Georgia.

Commenting privately after Griffin became the board’s choice, several attested that it was Jerry Griffin’s ideas for improving ACCG member services and expanding its effectiveness that sold them on his suitability. His vision of ACCG’s potential won their confidence. His enthusiasm for a new, more energetic approach to advancing counties’ interests sealed their decision.

Meanwhile, policy priorities commissioners had been concerned with for decades were about to become more numerous and broader in scope. As Griffin took the reins, several noteworthy events heralded major shifts in the organization’s focus. One need Griffin identified would entail broadening the association’s concern with issues beyond road building to include many issues counties faced as the state grew. Another impetus was to enlist the participation of all Georgia counties, not just the few that dominated the association’s leadership early on.

Griffin had hardly picked out his office chair before board members unfurled another top priority: more training for elected officials and staff members. They might be successful business operators, professionals or farmers, but county officials

Jerry Griffin fought alongside counties nationally through the National Association of Counties to pass legislation to stop unfunded mandates. Here, he attends President Bill Clinton’s signing of the 1995 Unfunded Mandates Act, alongside the sponsor of the legislation, Sen. Dirk Kempthorne (R-Idaho).

had often learned the hard way that county administration was a different ball game.

What better way to improve county government than to give its decision-makers more skills in public finance and the legal intricacies of local government? The question the board put to Griffin was, “How soon can you give us a full-scale training program?”

In short order, the one-day Newly Elected Commissioners Conference was expanded to three days of intensive learning. ACCG created a “faculty” of experienced county officials and staffers from the University of Georgia’s Carl Vinson Institute, initiating an ongoing relationship that ever since has underpinned county government leadership development. The training program also encompassed key individuals within state agencies counties would be called upon to deal most often. That was step one.

Griffin then put his staff to work setting up a certification program, an array of classes to cover all the elements of local administration: finance, legal limitations, JERRY GRIFFIN continued on page 18 APRIL 2010 www.accg.org

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JERRY GRIFFIN continued from page 17 personnel, planning and so on. Commissioners and their staff members could select courses in any order they chose as they worked toward “certified” status.

Griffin found that the more they achieved, the more they wanted to learn. Soon the curriculum added the ACCG Academy for Leadership, which goes into even more depth with skills local leaders need.

Strengthening County Contacts Griffin, of course, brought more than ideas to his new post at ACCG. From the start his network of contacts were mining virtually all state agencies to find advantages for county government. After elevating Jim Grubiak to ACCG general counsel and legislative director and designating Carol Baker as the association’s meeting planner, Griffin made his first new staff hire, his key aide from GEFA, Ross King.

Ross brought key skills to the association in terms of developing the policy development process (still in use today), securing corporate and foundational sponsorships, establishing a first-rate environmental lobbying effort, and much more. Along with the board, the staff began evaluating ACCG’s

operations; how the association could be more attuned to real county government needs. A primary goal was to determine how ACCG could better succeed in advocating for counties in the legislature.

Association leaders told Griffin they wanted ACCG to “speak with one voice.”

Too often they failed to influence legislation favorable to counties because the lawmakers were hearing conflicting appeals from county officials. Griffin’s solution was to craft consensus-building from the ground up. “My job is to get you where you want to go, not tell you where to go,” he advised the Board.

Griffin felt some subtle team-building with association leaders was in order and asked the board to set aside a weekend for a retreat in a pleasant mountain location.

They’d bring their own food and help prepare it for each other. In the relaxed atmosphere board members leveled many of the barriers between rural and urban, large and small, wealthy and financially stressed counties. They built trust — a meaningful bridge toward unity.

In that spirit, ACCG leaders enthusiastically recommended broader county

financial support for ACCG, implemented a population-based dues schedule, and supported policy development changes that brought far more members into the process. ACCG was achieving the “one voice” sorely needed. Adoption of modern by-laws to clearly enunciate ACCG objectives, and the role, structure and selection of the Board of Managers relative to those objectives, soon followed.

Indeed, 1986 and ’87 were busy years as Griffin devised new approaches to ACCG member services. An initial improvement addressed member communications as Griffin computerized the headquarters and encouraged all counties to install fax machines so they could receive bulletins instantaneously from ACCG, an especially valuable tool during the legislative session.

Neither fax machines nor personal computers were in common use in courthouses at the time.

Strides in Legislative Advocacy ACCG’s method of determining legislative goals had always been open to those who wanted to help formulate policy, but timing and logistics made it inconvenient

The Board of Managers, staff and membership of the Association County Commissioners of Georgia wish to express deep appreciation to

Jerry R. Griffin Whose leadership as Executive Director over the past 23 years has led to an unparalleled legacy of leadership that has made ACCG the premier association of its kind in the nation, with member services, legislative advocacy and a national reputation for excellence, second to none.

You have elevated the stature and effectiveness of county government, and your legacy will reap benefits not only for local governments in Georgia, but for citizens, through future generations.

Your vision, dynamic ideas and love of government have been an inspiration for many leaders, and will be for many more.

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for many to take part. Indeed, it had been mid-January at the annual Legislative Breakfast when lawmakers would first glimpse ACCG’s wish list. Griffin was convinced that if he could get more commissioners active in writing legislative policies, results would better suit counties’ needs. Too, having a stake in creating a policy position would mean more county commissioners would own the results and work more diligently for goals.

Griffin began a year-round policy development process to achieve his vision. Standing committees, formed from as many county officials as would participate, would have time to research the issues and draw from many more commissioners’ experience and ideas.

The six areas of county interests were designated — Revenue and Finance, Public Safety and the Courts, Natural Resources and Environment, Health and Human Services, Transportation, and General County Government. (Years later, Economic Development was pulled out of General County Government and merged into a new Economic

Through more than two decades, Griffin worked to improve intergovernmental relations, broadening counties’ outreach to state departments and those serving at higher levels of government. The results were stronger ties not only with state leaders and Georgia legislators, but U.S. lawmakers, as well. Here, Griffin is with U.S. Rep. Hank Johnson, recipient of ACCG’s 2009 Excellence in Government Service Award.

Development and Transportation committee.) In the system’s early years, Ross King and Jim Grubiak were each assigned three committees to facilitate their deliberations and keep abreast of relevant issues. These policy committees could make an informed recommendation to the wider membership.

Over time, the policy staff was expanded to better support the committees.

Timing was important, too. Griffin revamped the association’s Fall conference to allow time for policy committees to do their homework and for members to study the policy platform prior to voting on it. The resulting expanded ACCG Fall Policy Conference fostered better exchange of information and real deliberations before counties voted on the County Platform and legislative goals. Every county had a voice; every commissioner was urged to work on at least one committee. Lawmakers soon learned that they could trust this unified voice because it truly represented Georgia county government. “We changed ACCG’s relationship with the General Assembly,” Griffin affirms, by using a coordinated approach to what counties want.”

On the side of lobbying efforts, Griffin implemented a decidedly proactive approach. Attacks on home rule and local revenues had to be confronted early, he insisted, and made known to the taxpayers as well as county officials. Unfunded mandates were also becoming prevalent, and counties were fighting these at the national level through NACo, and also bringing the charge home to states.

As a newly-elected commissioner in 1996, Past ACCG President and Ben Hill County Vice-Chairman O.D. Netter remembers his first encounter with the reputation Jerry Griffin had helped counties build in the Legislature.

“When I first came into office, I was going about my business learning the ropes,” Netter recalls. “One day, the Speaker of the House called me. I was taken aback, thinking, ‘what does Speaker Tom Murphy want with me?’ I was invited to the Speaker’s chambers with a group of other county commissioners, where we were advised that Jerry Griffin had, without speeches or grandstanding, effectively filibustered programs being handed to local governments to execute, without the necessary funding to carry out the mandates.”

Netter declined to sign on with the Speaker’s bid for commissioners to resist Griffin’s stronger legislative sway. “I wanted to learn for myself, what this man, Jerry Griffin, was doing and how he was doing it, because he had the most powerful leader in the General Assembly concerned that he’d created, for counties, a lobby that was too formidable.”

Another organizational change was to shift ACCG district boundaries away from congressional districts which changed every 10 years and didn’t reflect the common interests of counties. Instead, ACCG districts were designed to reflect common economic interests. Eventually, these were again revised to match the boundaries of the state’s Regional Development Centers, now called Regional Commissions.

Insurance Program Innovations Since the mid 1980s, county governments have sought assistance from ACCG on complex questions about insurance and risk management. When Griffin took office, ACCG had already started to offer programs for workers’ compensation and health insurance.

Griffin recognized that insurance was becoming a fast growing expense for counties and that ACCG could provide valuable assistance in this area. With his background and experience in financial services and the increased demand for assistance, he expanded resources and staff in this area. He brought on David Paulk as ACCG’s first full-time insurance professional to build up and expand the ACCG insurance programs.

Under Griffin’s leadership the ACCGWorkers’ Compensation Group Self Insurance Fund has grown from its initial 11 participants to the current membership of 168. Today, this fund has assets of over $147 million and provides workers’ compensation coverage to over 48,000 county government employees and volunteer firefighters. As a sign of its success, the fund has returned $37 million in dividends to its members.

The small health insurance program Griffin inherited was reorganized under legislation passed to facilitate better service for Georgia counties and more efficient

JERRY GRIFFIN continued on page 21 APRIL 2010 www.accg.org

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Congratulations, Jerry.

Thank you for lighting the way at ACCG for 23 years.

Building and maintaining high-voltage power lines and substations for Georgia’s electric cooperatives. www.gatrans.com

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JERRY GRIFFIN continued from page 19 relationships with insurance company partners. The program, which is fully insured through Blue Cross-Blue Shield of Georgia, currently insures 92 counties and over 20,000 employees.

In 1987, ACCG joined with the Georgia Municipal Association in proposing legislation that allowed for the creation of the ACCG-Interlocal Risk Management Agency, a pooled non-profit program providing property and liability insurance for counties. IRMA has grown to provide insurance to over two-thirds of Georgia counties and has returned over $10 million in dividends.

As a result of the success and growth of the insurance programs, Griffin established an insurance claims office in Norcross to enhance service and operate even more efficiently. Today, this office handles more than 6,000 claims annually for the captive insurance programs.

Another program established during Griffin’s tenure was the Local Government Risk Management Services (LGRMS). LGRMS is a collaborative effort between the ACCG and the Georgia Municipal Association that is funded through each association’s insurance programs.

LGRMS, with a staff of 10, provides professional safety, loss control, wellness services, training and education across the state.

The Health Benefits Program, too, kicked off more health care program innovations. In 2008, ACCG established an inmate medical program which, in its first year, saved counties over $7.5 million in jail-related medical care.

Financial Services Programs Because of Jerry Griffin’s vision and diligence, Georgia counties enjoy financing options once available only in the private sector.

Through ACCG’s financial services, equipment and other capital needs, like courthouses, jails, airports and administrative buildings, can be financed through installment sales or through lease-purchase acquisitions using certificates of participation (similar to general obligation bonds) issued by their association in partnership with leading financial institutions in the state.

When ACCG started issuing tax anticipation notes (TANs) for counties at attractive low interest rates, it jarred local banks into getting a lot more competitive, and subsequently the move had a lasting effect all over the state. Ordinary items such as office supplies and equipment, vehicle rentals, cell phone service and fuel are available to counties through mass purchasing agreements ACCG negotiates with various vendors and associate members of ACCG with significant savings to the bottom line.

Expanded Retirement Programs A significant recent achievement for the association has been formation of the ACCG-Government Employee Benefits Corporation, (GEBCorp), an idea brewing in Griffin’s mind as he envisioned an overarching benefits management company to provide, and manage the assets of, retirement plans for local governments and quasi-government authorities. While ACCG has offered counties a traditional defined benefit retirement program for public employees for many years, the creation of GEBCorp has provided counties with new opportunities to offer secure retirements for their employees. GEBCorp offers a 457 deferred compensation plan and a 401(a) defined contribution plan for county employees. In particular, the creation of GEBCorp allows ACCG to provide both JERRY GRIFFIN continued on page 22 466586_UDG.indd 1

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JERRY GRIFFIN continued from page 21 the deferred comp and defined contribution services with a more favorable net fee structure than otherwise available from the market. In the long run, the objective is to translate those cost savings into better returns for the plan participants.

In addition to managing the deferred comp and defined contribution plans for counties, GEBCorp administers the ACCG defined benefit retirement plan on behalf of the ACCG Pension Fund Board of Trustees. The defined benefit plan now covers 154 counties and local authorities with over 26,000 active and retired participants and has assets of over $600 million under professional investment management.

GEBCorp is also set to incorporate state-of-the art technology into its services to counties allowing employees

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to view information on their defined benefit, 457 and 401 accounts online and to facilitate retirement planning. In sum, GEBCorp has increased ACCG’s administrative capacity for managing the defined benefit pension program, the 401(a) defined contribution program and the 457 deferred compensation programs. GEBCorp gives counties the tools necessary to attract and keep the quality employees they must have to meet today’s governmental challenges.

Promoting Civic Engagement and Leadership Training While it has yet to fully mature, Griffin put into place a structure to promote important skills and relationships that will, in time, provide great benefits to Georgia. Recognizing that civic

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education at the elementary and secondary education levels has, for the most part, withered away, Griffin set about providing an alternative to promote a better and deeper understanding of the role and importance of county government to a stable and civil society. To that end, he created the ACCG Civic Affairs Foundation. The purpose is to provide a vehicle to engage the youth of Georgia in the local governmental system. In addition, the Foundation is charged with fostering improved leadership skills among local elected officials and students. The Foundation, designed to be supported by corporate contributions, could become a crowning achievement to the Griffin era at ACCG.

A Foundation for the Future

In conclusion, ACCG’s vastly expanded member services, its focus on consensus-building and training, and heightened respect at the State Capitol all clearly reflect Jerry Griffin’s visionary leadership. This strong foundation is set to serve commissioners and the counties they serve well into the future. Griffin came on the job asking, “What can ACCG do for counties that they can’t do as well for themselves?” He found that the answer was, a lot, and he proceeded to put in place services that have stood the test of time and have reaped extraordinary benefits for counties.

As he looks back over the years, Griffin credits the ACCG Board of Managers with “vigorous leadership and dedication,” having facilitated the development of the services under ACCG’s banner, which counties have come to rely on. He notes that board membership and serving as an officer requires a great deal of a commissioner’s 1:50:02 PM time and energy. “Make no mistake,” he says, “We’ve had excellent leadership from these men and women who were willing to share their vision and accept the extra workload.”

As he retires, Griffin is due the satisfaction of having molded ACCG into a strong organization, in sure step with counties’ development and effective in answering their needs.

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Our Knowledge and Experience Can HelpProtect Your Federal Funds www.thc-rwsi.com | info@thc-rwsi.com 777 Petty Road, NE • Suite 201 • Lawrenceville, GA 30034 22 GEORGIA 463684_Terrell.indd 1

COUNTY GOVERNMENT

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Kay R. Morgareidge was editor of Georgia County Government for 29 years.

Feature

5th Annual Georgia County Excellence Awards

By Deborah Dewberry, Editor

N

ow in its fifth year, the Georgia County Excellence Awards program, co-sponsored by the Association County Commissioners of Georgia (ACCG) and Georgia Trend magazine, spotlights six counties for exemplary programs, signifying exceptional

leadership, originality, problem-solving and community innovation. The awards program was conceived, says ACCG Executive Director Jerry Griffin, to recognize and highlight the best of the many outstanding programs Georgia counties create each year.

“Government at the local level has become increasingly complex, and it is perhaps more difficult than ever to succeed in solving the many major challenges we face,” Griffin asserts. “But counties continually raise the bar in terms of innovative programs, and we want to recognize and encourage these efforts.”

The programs highlighted here all succeeded in their goals, and concurrently have also boosted local government effectiveness in their communities or regions. While all nominees were noteworthy, and many were outstanding, again, only six were chosen this year for formal recognition by a panel of judges composed of public and private leaders charged with evaluating nominations and selecting finalists in a specific range of categories according to county population.

This year’s winning counties were profiled in a special section of the March 2010 issue of Georgia Trend and will be recognized at the ACCG Annual Meeting in Savannah at the final day’s awards breakfast. ACCG congratulates all of the counties that were selected:

Heard County: Covered Arena and Sports Complex The Heard County Arena and Sports Complex fills long-held needs for local public facilities to accommodate a wide variety of events, while spurring much higher participation in public recreation in this west Georgia community.

Heard County sports enthusiasts lacked adequate facilities for a long time, being limited to Riverside Park on the Chattahoochee River — which flooded often during heavy rains.

Lack of space for activities also limited local groups like the Lions Club, Cattlemen’s Association, 4-H Club, and Scouts.

Commissioners pursued discussions with many community organizations, determining that a 200-acre property recently purchased might lend itself to development of a covered, multipurpose arena.

With public encouragement, the county used $1.2 million in Special Purpose Local Option Sales Tax funds to finance a 175-by-300 ft. building with bleachers, restrooms, announcers’ stand, concession area and state-of-the-art sound system.

Horse shows, rodeos, 4-H and sporting events, as well as concerts have been hosted at the arena. Officials plan to further enhance it with covered stalls and RV hook-ups.

The sports complex was developed next, on a 154-acre property owned by the county. Financing was secured through bonds. The Heard County Sports Complex was built by Clough & Harbour and Associates.

The $12 million facility features 14 color-coded ball fields, a playground, walking trail and extensive gymnasium. The complex has contributed to a 40 percent growth in local recreation participation and enabled the community to host events it could not have previously accommodated, including District Special Olympics, Regional NFL Punt, Pass and Kick events, a soccer program and camp, and a basketball camp.

Both facilities are frugally maintained, and have enhanced the quality of life for sports enthusiasts and civic clubs, while boosting public recreation to new heights.

Mitchell County: Community Redevelopment The former site of Camilla Wood Preserving Company today exemplifies what local, state and the federal government can do when everybody works together — and is a “model intergovernmental project” all around, says Mitchell County Chairman Benjamin Hayward.

This 40-acre tract, located adjacent to the county’s chief recreation complex, was the site of the Camilla Wood Preserving and creosote plant from 1947 to 1991. Vacant for 15 years, the site was added to the federal Superfund list in 1998. Based on data from U.S. EPA studies, the City of Camilla garnered a Superfund Redevelopment Initiative grant to develop a community-based future re-use plan for the site.

A Land Use Committee comprised of officials from the city, the Mitchell County Development Authority and the county recreation program created a plan to build a recreation complex AWARDS continued on page 24 APRIL 2010 www.accg.org

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AWARDS continued from page 23 encompassing 20 acres of the site. Ground was broken in 2006 to excavate and restore soils on the western half.

Today the former creosote plant site is a first-rate community recreation complex “in constant use,” featuring three lighted regulation soccer fields, a 70-yard flag football field and an RV park. Rehabilitated facilities onsite accommodate the Recreation Department.

The successful project is the direct result of the county, city, state and federal agencies working in tandem, with especially close collaboration between the city of Camilla and Mitchell County, further expanding an already good working relationship.

Decatur County: Land Conservation at Silver Lake Decatur County stepped up to the challenge to protect and conserve natural resources in their community, identified as among the state’s greatest treasures. The county helped to acquire an 8,430-acre tract known as Silver Lake.

In order to protect this important property, The Conservation Fund purchased it from International Paper Company and agreed to sell it to the State of Georgia. Multiple partners came together to purchase Silver Lake for $38.6 million, including assistance from the Governor’s Land Conservation Fund.

This acquisition serves as a natural buffer against overdevelopment and protects the health of Spring Creek, the Flint River and Lake Seminole. Decatur County citizens agreed to provide the $3 million “county match” by approving Special Purpose Local Option Sales Tax V to fund the purchase. The Georgia Environmental Facilities Authority (GEFA) provided an interim, low-interest loan until the SPLOST monies are accrued.

In addition to the Governor’s Land Conservation Program and Decatur County, other funding partners involved in this project included the Woodruff Foundation and the National Fish and Wildlife Foundation as well as federal grants from the U.S. Fish and Wildlife Service and the U.S. Forest Service.

The Silver Lake Wildlife Management Area opened to the public in April 2008 and will be managed by the Georgia Department of Natural Resources. This land conservation legacy in Decatur County benefits the environment as well as future generations.

Liberty County: Keep Liberty Beautiful, Services That Make a Difference Liberty County has established sustainability programs extending into all communities, with “tremendous” community support from leaders, businesses, schools, the military and citizens.

As a Keep America Beautiful affiliate, the community has truly evolved into an exemplary member of the program, with Keep Liberty Beautiful setting the pace in terms of education, volunteer action and dedication, through litter prevention and enforcement; waste reduction and recycling; and community improvement and beautification.

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One of Keep Liberty Beautiful’s many recycle, reduce and re-use projects involving schools included the “world’s biggest crayon,” now housed in the Liberty County Courthouse atrium.

Since 2006, Liberty County has increased public involvement to new levels. Strides have included recycling education projects, Windex Awards, N.E.A.T. Neighborhoods and strengthened partnerships with schools and businesses; as well as recognition in the state-sponsored Clean Community Challenge grants as a model project.

A host of vibrant programs under Keep Liberty Beautiful have achieved landmark successes, under the guidance of Executive Director, Sara Ann Swida. Volunteer efforts have also been stellar, with volunteers providing labor, in-kind support and cash donations for events. These resources and meager grants have succeeded phenomenally — thanks to the support of state and national Clean and Beautiful programs and local citizens and businesses that care about Liberty County.

Chatham County: Safety Net Planning Council Chatham County’s Safety Net Planning Council implements a countywide planning group for community health care, designed to boost the efficiency and effectiveness of local health care delivery systems, in a technologically enhanced, progressive manner.

County commissioners’ interest in better meeting the health care needs of uninsured or underinsured citizens is a guiding tenet of the program, which engenders strengthening health care infrastructure, building health care capacity communitywide and improving access to health care for those who are indigent, while improving health outcomes.

Comprised of both primary care providers and agencies supporting health care delivery, the Safety Net Council uses a unique mode of service delivery. Working together, providers and area emergency departments and other primary health providers submit data that tracks trends and accomplishments in improving health care access for the uninsured and underinsured, reporting findings to the Chatham County Board of Commissioners.

Identifying needs, assets, gaps and other trends in community health care delivery leads Council partners in addressing the issues. As of June 30, 2009, grant funding obtained through the process totaled over $1.29 million.

Safety Net providers, meanwhile, see steadily increasing usage of services by the uninsured and underinsured residents of Chatham County. Chatham County Safety Net Providers are on the web (www.chathamsafetynet.org) and are the first entity in the state to pilot a Health Information Exchange, set to “go live” on the Internet this year.

The program’s growing innovation, strong partners and relationships enabling real responses in the face of challenge are all underpinned by the strong support of the Chatham County Commission.

Cobb County: Safety Village The Cobb County Safety Village, operated by Cobb County Fire & Emergency Services, is among the Southeast’s most comprehensive community safety training environments, setting a pace among projects of its kind in Georgia.

Primarily designed for safety education needs for elementary Cobb Safety Village is a full-scale school-aged children, replica of a community that gives the Safety Village gives students memorable, hands-on experience in fire safety and educates hands-on life safety on many other safety issues. training demonstrations in keeping with the goal of education to reduce risk and protect the public.

The Village, an eight-acre site, is a multi-use education building encompassing classrooms, a cafeteria, offices for employees and an auditorium resembling the historic Strand Theatre in Marietta.

Cobb County Manager David Hankerson, namesake for the David Hankerson Education Building within the complex, believes the Safety Village is effective because it teaches by showing children important safety precepts, making their experience unforgettable.

The Cobb County Safety Village Foundation, a 501(c)3 nonprofit organization, is funded in part by many sponsorships, and its board is comprised of private and public organizations in Cobb, including WellStar, Cobb EMC and Safe Kids Cobb County.

Its centralized location, low manpower requirements, and novelty, make it an efficiently-run and well-attended attraction year-round. The facility is credited with improving the county fire department’s efficiency training for students by 200 percent and boosting by 100 percent the number of students able to take part in this kind of safety training.

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CONGRATULATIONS to Decatur County for your well deserved recognition in the 5th Annual County Excellence Awards!

Your leadership and legacy of protecting Silver Lake for citizen enjoyment and economic benefit is outstanding.

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APRIL 2010 www.accg.org 1/27/10

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Feature

2010 Annual Meeting Preview: A Legacy of Leadership

By Deborah Dewberry, Editor

ACCG’s Annual Meeting convenes April 24-27.

Here are some of the program highlights.

T

he Association County Commissioners G e o r g i a ’s

of

(AC C G)

A n nu a l Me e t i n g i n S av a n na h /C hat ha m County offers county

officials high-quality forums on today’s top issues facing local government, outstanding networking opportunities, and the South’s premier exhibit of 120-plus vendors of services and products to local governments — the dynamic Georgia County Buyer’s Mart.

ACCG Second Vice President Melvin Davis, President Jan Tankersley, First Vice President Lamar Paris and ACCG Executive Director Jerry Griffin open the 2009 Buyer’s Mart. This year’s event will showcase vendors on the floor of the Martin L. King, Jr. arena and in the Savannah Civic Center’s Upper Lobby, as well as outdoors.

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More than 1,000 county officials, exhibitors and guests will convene at the Savannah Civic Center as members honor the “Legacy of Leadership” left by retiring Executive Director Jerry Griffin who has led the association for the past 23 years.

During this time, ACCG has achieved national recognition through the development of diverse member services, relationships with state and federal agencies, and legislative advocacy — establishing a solid foundation for ACCG’s future.

“We will certainly miss Jerry’s leadership, and this year’s meeting will salute him and his 47 years in civic life,” said ACCG President and Bulloch County Commissioner Jan Tankersley.

“His exceptional abilities to engage commissioners in public policy, training and legislative goal-setting, combined with his incomparable knowledge of local government and how it needed to change and adapt, have indeed left a tremendous legacy for ACCG and the State of Georgia.”

Tankersley presides over the meeting through the end of the Awards Breakfast

Tuesday, April 27. At that time, she will pass the ACCG President’s gavel to Union County Sole Commissioner Lamar Paris.

Other officers slated to move up are Oconee County Chairman Melvin Davis, incoming ACCG first vice president and Taylor County Commissioner Clinton Perry, incoming second vice president. A third vice president will also be named at the meeting.

Training Training sessions for the Commissioners Training Program and Certified Commissioners’ Advanced Program (CCAP) will begin on Saturday, April 24 at the Savannah Civic Center. Courses offered this year include Ethics, Capital Improvement Programs, and Financial Management I. CCAP courses offered include Advanced Negotiation and Mediation, Tax Policy Concepts and Practice and a Leadership Alumni course titled “Financial Leadership for a New Normal.”

An additional CCAP course, Advanced Strategic Planning will be split into a three hour session on both Sunday and Monday.

Space is still available in all of the training classes, and a separate registration fee is required.

The Association County Clerks of Georgia is sponsoring Training for County Clerks on Payroll Administration on April 24 as well.

On Sunday, an Inspirational Service will be held at 9 a.m. in the Civic Center Ballroom, followed by an Overview of the 2010 Legislative Session from 11:30 a.m.-1:30 p.m.

The meeting’s Opening General Session is slated for 4:30 p.m.-5:30 p.m. in the auditorium of the Civic Center, featuring a keynote address by Rear Admiral Walter “Ted” Carter Jr. on leadership and public service.

Admiral Carter is commander of the Joint Enabling Capabilities Command, a part of the U.S. Joint Forces Command, and served as captain of the U.S.S. Carl Vinson. As part of this session, ACCG will present the annual Wayne Shackelford Excellence in Government Service Award to an individual serving in a distinguished state or federal government position who began or served a portion of his career in county government.

Following the Opening General Session, this year’s Opening Reception will take place at the Harborside Center at the Hyatt Regency and will feature a formal tribute to Jerry Griffin to celebrate his long and varied career in Georgia local government.

The General Session also will feature a forum on “Promoting Economic Development through Tourism” a panel discussion on making your community’s tourism assets shine. Panelists will highlight successful regional tourism initiatives, discuss the benefits of attracting the film industry to your community and provide tips for using agribusiness as a tourism asset.

The County Clerks Luncheon and the Black Caucus Luncheon also are scheduled for Monday. Both of these events require a separate registration.

The Monday afternoon concurrent sessions will feature discussions on local government consolidation, successful modifications made to county employee retirement programs with the assistance of GEBCorp, and innovative wellness programs developed by counties to help improve employee health and reduce health benefit costs. All of these sessions will include input from county officials or staff for an outstanding peer-to-peer learning experience.

Monday evening’s Festival of Foods, sponsored by Yancey Brothers, begins at 6:30 p.m. The Festival of Foods will be followed by entertainment from the legendary Motown group, The Four Tops in the Civic Center Auditorium. The night will continue in the Civic Center Ballroom with dancing and music by The Headliners.

Section Meetings, Speakers, Concurrent Sessions

Awards Breakfast

Program Highlights Over 120 exhibitors are participating in the 2010 Georgia County Buyers’ Mart which will be open from 3 p.m.-5:30 p.m. on Saturday and 9 a.m.-3 p.m. on Sunday. Make time to visit with vendors on the expansive floor of the Martin Luther King, Jr. Arena as well as in the new outdoor display area located near the hotel shuttle drop off.

Hear more from ACCG’s exhibitors this year in the new Learning Cafe scheduled for Sunday afternoon. Selected exhibitors will present 20-minute sessions on a variety of topics including planning, construction contracting and consulting services.

An annual favorite, the County Agents’ Farm House, also returns on Saturday from 3 p.m.-5:30 p.m. and Sunday from 11:30 a.m.-1:30 p.m. County extension agents will host their yearly buffet of Georgia-grown delicacies.

Section meetings kick off on Monday morning, with sessions scheduled for County Administrators/Managers; County Road Superintendents and Public Works Directors; County Attorneys, including a Continuing Legal Education Seminar. These meetings require an additional registration fee.

Monday’s General Session will begin at 9 a.m. Don’t miss Malcolm Kushner, “America’s Favorite Humor Consultant,” an international expert on humor and communication. He will provide insight into adding humor into public speaking. Kushner has authored several books, including “The Light Touch: How to Use Humor for Business Success,” and has a distinguished dual career as a humor consultant and lawyer.

The ACCG Awards Breakfast, scheduled for 8:30 a.m. on Tuesday signals the culmination of the Annual Meeting. Graduates of the ACCG Training Programs will receive their credentials, ACCG and Georgia Trend magazine will recognize the County Excellence Award recipients and other special awards will be presented. In addition, the 2010-11 ACCG Board of Managers will take their oaths of office and be sworn in, and Executive Director Jerry Griffin will pass the leadership of the association to incoming Executive Director Ross King.

For more information on final program meeting rooms, forums, speakers and events, please check the ACCG Web site closer to meeting dates or consult the official meeting program at registration.

■ APRIL 2010 www.accg.org

27

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Feature

Georgia Counties’ Health Care Revolution

By Albert C. Jones, CLU, ARM

Counties that have implemented wellness programs for their employees are reaping the benefits of putting these plans in action through higher employee productivity and lower health care costs.

Learn how the ACCG Health Benefits Program is helping to put some of these plans into action.

Bibb County

The wellness program run by the unified government of Athens-Clarke County includes stretching classes for county crews.

W

hile Washington struggles with the difficult realities of health care reform, a quiet revolution in health care is occurring in county governments all across Georgia.

Led by county Boards of Commissioners and the Association County Commissioners of Georgia (ACCG), significant investments are being made to motivate employees to improve their health status and reduce the rate of health insurance cost increases. Wellness staff members from four of these counties have shared their success stories to help other counties understand the benefit of developing or expanding employee wellness programs.

Many wellness programs offer incentives to encourage employee participation. These incentives can provide a

solid return on the investment. A recent review of published studies on worksite wellness indicates that the return on investment for wellness programs is $3.48 to $1 in reduced medical costs and $5.82 to $1 in reduced absenteeism.

Recognizing the multiplier effect of wellness dollars, the ACCG Health Benefits Program offers counties technical assistance through professional wellness coordinators and provides wellness grants to help counties set up or expand worksite wellness programs for their employees and family members.

Bibb County Human Resources Director Marilu Cowan is very excited about the county’s new wellness programs that started in January. While the county had some isolated wellness efforts, it had no coordinated program before this time.

The new programs are already seeing success. The county offers employees a $55 per month reduction in their share of health premiums if they complete a confidential, online Health Risk Assessment (HRA) offered by Blue Cross-Blue Shield of Georgia (BCBSGA) and participate in health screenings such as height, weight, body mass index (BMI), blood pressure, cholesterol and a series of nationally recommended blood tests provided by a local clinic.

Employee participation jumped to 90 percent, a dramatic increase from previous screenings offered. Employees can maintain the $55 monthly discount by updating the HRA and screenings annually.

Recognizing the health hazards of smoking, the county further reduces the employee premium share by an additional $50 monthly if they certify that no one in their household smokes or uses any tobacco products. This year, employees signed an affidavit to receive the premium discount. In the future the county hopes to incorporate testing for tobacco usage.

The new wellness program incentives also include a logbook for employees to track points earned for different healthy activities, including additional screenings WELLNESS continued on page 30 APRIL 2010 www.accg.org

29

WELLNESS continued from page 29 like PSA tests, mammograms, chest X-rays and medical exams. Employees also can earn points by attending workshops presented by the County Extension Service or by participating in sports activities, exercise regimens or even work assignments that require meaningful physical activity. These points are separate from the premium reduction incentives. Employees receive gift cards with values based on the number of points earned.

“You have to be serious about wellness — it isn’t something you do one time. It’s about changing behavior,” Cowan says about employee incentives.

“We also go directly to employees in various departments, like public works, to explain the wellness program to them,” she adds. “If employees don’t have access to the internet, we assist them in completing written HRAs. If they don’t have a primary care physician, we help them find one in the BCBSGA network.”

The county has established agreements with local clinics for employees and dependents to provide preventive medical care covered by the health plan.

“We make sure our employees understand the wellness program and their medical benefits,” says Cowan.

She credits the Bibb County Board of Commissioners for their tremendous support of the wellness programs, saying that they have funded wellness initiatives in the past but are interested in a more systematic approach that maintains and tracks results. Their support led to the development of these new programs.

Chatham County Before 2005, Chatham County partnered with the County Health Department to offer employees flu shots. Long before the office visit co-pay that is common today, the county offered employees routine physicals for a mere $5 access fee. In the 1990s, almost 30 percent of employees participated in county funded voluntary Intervent health screenings.

The number of employees using these valuable health resources and the county’s wellness program offerings have grown rapidly since that time.

Today, over 400 employees receive free flu shots each year (including the H1N1 vaccine in 2009). The wellness programs 30

GEORGIA COUNTY GOVERNMENT

have expanded to include discounted and subsidized gym memberships, support for Weight Watchers, health screenings and work-site lunch and learn programs on important health issues like stress, nutrition, exercise and more.

The Board of Commissioners has greatly supported these programs as well.

In 2008, the Board adopted a formal wellness policy for the county. Tamala Fulton develops and implements Chatham County’s wellness programs. The Board’s support and enthusiasm have been key in Fulton’s success in improving employee health.

In the early years, the county offered employees a 12-week pilot wellness “challenge” program on how to take care of yourself and your health. Thirty-four employees participated in the challenge, making dramatic improvements in many health areas — especially for chronic conditions like high blood pressure and weight.

As a result, many employees reduced their co-pays and total costs for prescription drugs. The pilot program was so successful that the HRA process was expanded to include an examination of employees’ prescription drug purchases to identify ways that both employees and the county can reduce costs through increased use of generic drug alternatives.

Last year, lunch and learn programs were introduced, along with expanded health screenings available to employees without cost. By the end of 2009, more than 1,100 employees had participated in the screenings. These employees paid a reduced share of health insurance premiums. The county plans to use aggregate data (non-personal) collected from the screenings to develop new wellness programs specific to county employee needs and interests.

Chatham County also recognizes that employees’ dependents have health needs and impact the county’s health insurance costs, so the county encourages employees’ family members to participate in as many wellness activities as possible.

Athens-Clarke County Athens-Clarke County was way ahead of most county governments in 2003 when the Mayor and Board of Commissioners directed a wellness committee to research and develop an employee

workplace wellness program. Today, the county has extensive wellness programs in place, including multiple staff dedicated for this purpose. A large part of their success is based on using data from employee health screenings to develop wellness programs and to maintain and build support for wellness at all levels of the county.

Athens-Clarke County started administering Health Risk Assessments (HRAs) for employees in 2004, following the recommendations of the wellness committee. Using this information, the county developed detailed health education and behavioral change programs. It established an employee fitness center with a grant from the Northeast Georgia Health District and purchased treadmills and other exercise equipment for employees to use. Two part-time wellness coaches now work in the fitness center to help assist employees who use this facility.

The mission of this county’s wellness program is “dedication to enhancing the mind, body and spirit of Athens-Clarke County employees and retirees.” Wellness coordinators Tracey Mason and Kendra Houghton have developed three basic components for the wellness program: changing attitudes, beliefs and perceptions of risks (programs and outreach); changing behaviors (incentives for proper nutrition and physical activity); and changing health outcomes.

To encourage behavior change, the program provides incentives for proper nutrition, physical activities and healthy behaviors. “We developed what we call the ‘Points’ program,” says Wellness Coordinator Lisa Ward. “Employees accumulate incentives for healthy behaviors and track their activities in logs they submit. If they earn 350 points in a year, they get a $400 reduction on their health insurance premiums the following year.

“Our team conducts educational programs, healthy hours and lunch and learns, and we have outside experts come in to teach some of them.” Topics include cancer prevention, nutrition, blood pressure control, tobacco cessation, back care and back injury prevention.

The Athens-Clarke County program also incorporates an annual wellness fair for employees, inviting vendors to conduct screenings, set up educational booths and demonstrate wellness activities. Between

600 and 700 employees participate each year. Other programs include Weight Watchers at work, walking programs, aerobics and yoga classes, and a monthly 5K run.

“Our goal is to have each department sponsor a 5K participant,” Ward asserts.

“We had about 60 participants in our first 5K and were very excited about that!”

On-site blood pressure monitors are available in about 20 locations. The program also periodically offers mammograms and PSA tests through three mobile units. An annual blood draw also is popular, with about 700 employees participating. About 800 employees rolled up their sleeves to get flu shots last year, the first year they were offered.

In 2008, Athens-Clarke County added a wellness tier level to the program.

Employees can join the program and earn a $10 reduction on their health insurance premiums every pay period in exchange for adding one activity each quarter.

“The activity doesn’t have to be county sponsored. They can go to a health club and workout, take a class at their hospital, or participate in another community activity,” Ward says. “This incentive program attracted about 500 participants and got them involved in the wellness program.”

The program is comparing absences from work and productivity of employees involved in the wellness program to those who are not.

“BCBSGA compared wellness participants to non-wellness participants, and the data suggests about a six percent decrease in medical and prescription drug costs for the wellness program participants, which is encouraging,” Ward claims.

Other reviews of the HRAs, also indicate that the wellness program has decreased health risks from a lack of physical activity by 51 percent, from poor nutrition from too few fruits and vegetables by 28 percent and from consumption of high fat diets by 15 percent. Tobacco use also has dropped by 20 percent.

According to Wellness Coordinator Kendra Houghton, one of the outstanding results is “that we are able to catch some serious diseases among our employees.

Often they weren’t even aware that they were pre-diabetic or actually have diabetes or high blood pressure.”

Many programs, such as screenings, flu shots, mammograms, and the fitness center are available to dependents as well.

Athens-Clarke County constantly evaluates its existing programs and uses the data to develop the most effective wellness offerings for the county’s employees.

Liberty County Liberty County started its wellness program by applying for an ACCG Wellness Incentive Grant in 2007. The county has received grants in each of the last three years, receiving training and support from ACCG Wellness Coordinators.

Laura Troutman, the county’s human resources specialist, says she hopes to get another grant for 2010 to continue expanding their program.

Board of Commissioners Chairman John McIver, County Administrator Joey Brown and Assistant Administrator Bob Sprinkel support wellness programs and have included additional wellness funding in this year’s budget to expand the program. Working together, they have developed a model wellness program other counties can replicate.

Liberty County’s first major event was in 2008 with a fun competition modeled after television’s “The Biggest Loser.” Sixty employees signed up from 16 different departments. The competition boosted morale and motivated employees. It’s now an annual event, says Sprinkel.

The county just kicked off a year-long series of wellness events called LIVE Well, inspired and developed from information presented in a workshop led by ACCG Wellness Coordinator Sherea Robinson.

LIVE is an acronym standing for “Liberty Inspires Vibrant Employees.”

Employees can earn points for everything from exercising, volunteering in the community, attending a lunch and learn on topics such as fitness, cold prevention, stress reduction and different aspects of wellness — not just losing weight.

Employees earn points from health screenings, both through the county or with their doctor. Incentives are based on earning points.

“The LIVE program focuses on the whole person,” says Troutman. “As ACCG’s Sherea Robinson says, ‘the whole person’s wellness is important: mental,

physical, and spiritual.’ That’s what Liberty County’s program does; it hits on all those things.”

Troutman encourages other counties to survey their employees as they develop wellness programs. “I used a sample ACCG wellness survey to determine the health issues of interest to our employees. Listening to employees is important to developing a successful program and getting strong participation. What Bryan County employees want isn’t necessarily what Liberty County employees want.

Pinpoint their needs and interests so they will participate — it’s a win-win.”

For information on how to begin or expand a wellness program for your county contact Sherea Robinson, wellness programs coordinator at 1-800-650-3120.

For more information on ACCG/ LGRMS Health Promotion Services go to www.lgrms.com/AboutHPS.aspx.

■ Al Jones, CLU, ARM, is a principal of Jones Management Consulting, Inc. and consultant to the ACCG Health Benefits Program for Georgia counties. He can be reached toll-free at 1-800-856-6372.

Experience counts.

Providing trusted advice and cost-effective financing solutions to Georgia’s local governments.

Todd Barnes 404-264-2233 | tbarnes@rwbaird.com Dick Layton 404-264-2235 | dlayton@rwbaird.com Brian Ubell 404-264-2236 | bubell@rwbaird.com Ellen Dickson 404-264-2234 | edickson@rwbaird.com 3282 Northside Parkway, Suite 225 Atlanta, GA 30327 www.rwbaird.com ©2010 Robert W. Baird & Co. Incorporated. MC-27030

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APRIL 2010 www.accg.org 2/19/10 318:29:37

AM

ProgressiveLeader Balance and Prevention: Keys to Healthy Communities

By Elizabeth Bradley ACCG Land Initiative Director

M

any have heard t he eart h described as a living entity, but has anybody ever really thought about that analogy? Is it possible to employ the same practices that doctors say will keep our bodies healthy to keep our natural world and its communities healthy, also? Perhaps the basic formula for keeping anything in good shape is the same. And — as a bonus for keeping our communities healthy — it becomes easier for us to keep ourselves healthy too.

One hears the words frequently, and the notion is quite simple. The need for moderation and balance is drilled into us at every possible opportunity by doctors, medical professionals, and the token (annoying) health-nut in your life.

Doctors insist that eating sweets and carbohydrates in moderation and balancing our busy lifestyles with healthy habits, such as exercising and getting enough rest are key to warding off many diseases. Mental health experts expound that moderating work with home life and recreation is important to preserving one’s ability to cope with difficult situations. Just as these techniques improve the condition of our personal health, the same concepts of moderation and balance can also be employed to sustain and improve the health of our communities.

The basic idea of moderation is that one should not indulge in too much of any one thing. The concept of balance suggests diversity, where no one aspect is too prominent or deficient. Just as a doctor would advise against spending all the time working without a balancing amount of leisure time, it is unhealthy for communities to focus on one priority, while ignoring other important needs. In order to achieve community health, it is advisable to look at the 32

GEORGIA COUNTY GOVERNMENT

community as a whole. While the current looming priority for every county is almost certainly dealing with economic challenges, leaders cannot become so narrowly focused on that one priority that they neglect the other needs of their communities and overlook what may be great opportunities.

The booming economic growth that many counties enjoyed prior to the downturn has slowed, if not completely halted. As such, this may be a good time to assess the balance in your community. Did your county moderate previous growth and development with open space and recreation opportunities for your citizens? If not, there is no time like the present to work on reinstating that balance. And while dollars are short, and budgets are stretched, the flip side is that land prices are low and organizations are ready and willing to partner to get things accomplished. Perhaps now is the perfect time to see who is out there to help counties update their future land use plans or who can partner to help protect that land you have been thinking would make a beautiful local park.

Prevention Measures Keep Waters Healthy If the earth is like our body, then water is like our blood. There is no more important resource for the health of our communities than water. While water sources and quantity are of major concern for Georgia, water quality is also an underlying concern as a resource that fuels our communities. While treating and curing polluted waters is difficult and expensive, there are, fortunately, preventative measures we can take to protect the condition of our waters before they become ‘sick’ and in need of costly ‘medication.’

When counties take action to protect natural areas within their borders, citizens have high-quality places to exercise and can enjoy nature’s tranquility.

Just as human bodies have immune systems to filter out the impurities and fight off diseases, the land, soil, and vegetation around a water source acts as a natural filter for harmful pollutants streaming towards the water. When the land around a water source is developed or paved over, the pollutants pass over the earth’s immune system and flow straight into the bloodstream — or water source — without being cleansed. This forces providers to treat the water with more expensive procedures before the water can be safely distributed to citizens and businesses for everyday consumption.

While spending money to conserve forests and natural lands around water sources may seem costly and excessive in the short term, when done strategically as part of a larger community plan, it can be a solid investment that will save your community money in the long run.

Healthy Communities, Healthy People Mother Nature doesn’t just benefit when community leaders make smart choices to keep communities in good shape. The citizens who live in healthy communities will also find it beneficial to their own personal well-being. When counties take action to protect natural areas within their borders, citizens have

high-quality places to exercise and can enjoy nature’s tranquility. Open space helps keep air and water clean, which of course is essential to human health, as well.

From an economic standpoint, many industries prefer to locate where there

is a high quality of life so that they can recruit a competitive work force.

Providing quality work opportunities along with plentiful resources, a sense of community, and serene places to spend leisure time are all aspects of a healthy community and

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all contribute to individuals being able to enjoy a balanced, healthy life in your county.

■ Elizabeth Bradley is ACCG’s Land Initiative Director. She may be reached at bbradley@accg.org or 404-522-5022.

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APRIL 2010 www.accg.org 1/25/09

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