Public Meetings - Clayton County, Georgia

Note on date discrepancy: The agenda and transcript indicate this meeting occurred on September 18, 2024, not February 12, 2026 as stated in the instructions. The summary below follows the provided date but highlights the conflict. The Clayton County Board of Commissioners held a special called meeting to adopt the FY2024-2025 millage rate, hear public comment, and authorize the hiring of legal counsel regarding the ethics board. All votes were unanimous. Consent Calendar - Adoption of the Agenda: The board unanimously approved the agenda as presented. - Resolution 2024-230 – Millage Rate Adoption: The board unanimously adopted a resolution to set the net mill rate after credit rollback for values added by reassessment for FY2024-2025, levy property taxes for county operations and fire services, authorize the mill rate credit rollback from the local option sales tax, and authorize the chairman to execute the certification. The motion carried by a voice vote (all ayes). Public Comments - One citizen spoke, referencing an Eastern Airlines shirt to illustrate the consequences of “bad management, bad choices.” He urged voters to perform due diligence on candidates and stated, “Our best thinking got us to where we’re at today.” No other members of the public addressed the board. Discussion Items - Hiring of Legal Counsel for Ethics Board Ethics: Following public comment, the board discussed a request from the chief staff attorney to hire the firm Sumner Meeker (specifically Ted Meeker) to resolve a conflict regarding the ethics board. The rate was set at $350 per hour with an initial cap of $10,000. The item was not on the published agenda but was described as having been discussed in executive session the previous day. A motion was made, seconded, and unanimously approved by a voice vote. Key Outcomes - The board unanimously adopted Resolution 2024-230, establishing the millage rate for FY2024-2025. - The board unanimously authorized the hiring of Sumner Meeker, LLC (Ted Meeker) at $350/hour, capped at $10,000, to address an ethics board conflict. - The meeting was adjourned by unanimous consent.

This was a public hearing on the proposed FY25 millage rate. The hearing was being re‑run because the original newspaper advertisements for the first set of hearings were incorrectly sized. The presentation and public comment focused on the need for a millage increase to balance the budget due to rising expenses and falling revenues. Public Comments & Testimony - Letitia Williams (River’s Edge community) asked how the 31% advertised increase would actually affect her property tax. She was told taxes are increasing, but not by 31% – the gross millage would rise from 16 to 18.5 mills. - Mary Matthews (Jonesboro) questioned whether the increase was locked in for more than one year. Staff explained that the millage is set annually based on the tax digest. She expressed opposition as a senior citizen and urged the board to seek equitable alternatives to avoid foreclosures and tax liens. - Sherry Sinclair (Sawgrass Lakes / River’s Edge) challenged the example average home value of $250,000, stating as a real estate broker that the average is closer to $300,000–$350,000. She asked if funds could be taken from higher‑paid employees or through fundraisers rather than taxing homeowners. Staff explained that competitive wages are needed to retain employees and that the county partners with nonprofits rather than holding fundraisers. She expressed unhappiness with the proposed increase. - Kenneth Chapel (Jonesboro) asked whether the presentation was available online or in print (it was not). He was told the budget is online but not the slides, and he could speak with staff offline. Discussion Items - Presentation by Angela Jackson (Finance): - The FY25 proposed millage hearing was being re‑run for the second time due to the advertisement error. The new millage calendar: August 28 (ad), September 5 at 11 a.m. and 6 p.m. (these hearings), third hearing September 17, and adoption on September 18. - Budgetary need: expenses increased, revenues decreased (including a drop in public utility tax from $15.1M to $7M), plus new state mandates (ethics board, salary increases for some elected officials). Total departmental requests were $383.7M, but forecasted revenue was $284M. Cuts of $66.8M were made without reducing services. - The proposed millage is 18.5 mills, up from 16 mills last year. The 31% figure advertised is a percentage of the previous millage rate, not a percentage of homeowner taxes. - Examples: For a home valued at $250,000 the annual increase would be $261.54 ($21.80/month); for $100,000 home $87.18/year ($7.27/month); for a $350,000 business $406.84/year ($33.90/month). - Board comments: Commissioners acknowledged the presentation was identical to the earlier hearings. No questions were raised by the board. The chairman noted that the board is committed to exploring ways to alleviate the tax burden on seniors. Key Outcomes - No vote was taken at this hearing. It was solely a public hearing to receive input. - The board adopted the meeting agenda unanimously after the hearing. - The next steps: a third public hearing on September 17, 2024, followed by a special called meeting on September 18, 2024 for adoption of the FY25 millage.

The Clayton County Board of Commissioners held a special called meeting on February 12, 2026, to conduct the second public hearing regarding House Bill 581 (HB 581), a state law that automatically opted in all Georgia counties and municipalities to a floating homestead exemption tied to inflation. The board heard presentations from the county CFO Stacey Merritt, financial advisor Ed Wall, and Fire Chief Sweat outlining the bill's provisions, potential fiscal impacts, and pros and cons for the county. No vote was taken at this hearing; the board will decide after the third hearing whether to opt out by the March 1, 2026 deadline. Public Comments & Testimony - A majority of the 20+ speakers expressed strong opposition to opting into HB 581, citing concerns over rising property taxes, fixed incomes, and lack of clear communication about the bill. Many elderly and retired residents stated they could not afford further increases and feared losing their homes. - Several speakers, including Darlene Johnson and Mickey Garber, advocated for opting out, arguing that local control is preferable to state-imposed caps and that the floating local option sales tax (FLOST) is an unreliable substitute. Johnson warned that the bill could lead to gentrification and that the county should not cede authority over homestead exemptions. - Other speakers, such as Orlando Gooding and Christy Thomas, expressed distrust of the board and state government, urging the county to prioritize services over new construction projects and to better communicate with residents via mailed notices. - A few speakers, like Donna Payton and Mary Alexander, directly asked about the impact on school taxes and the fire fund, but were reminded that questions would be answered after the hearing. - One speaker (Lamont Jackson) noted the absence of younger homeowners and called for more outreach to educate the community. Discussion Items - Presentation on HB 581 – CFO Stacey Merritt introduced financial advisor Ed Wall, who detailed the three components of HB 581: a floating homestead exemption tied to inflation, a new optional floating local option sales tax (FLOST), and simplified rollback rate calculations. He explained that the county is automatically opted in and must hold three public hearings before deciding to opt out by March 1, 2026. He presented example tax savings for homes valued at $250,000, $500,000, and $750,000 under a 3% inflation cap. - County Financial Impact – CFO Merritt outlined budget goals and noted potential revenue losses: a projected $4 million annual shortfall in the general fund if HB 581 is retained, with reductions growing over time due to caps on assessed value growth. She emphasized that the county could raise millage rates to offset losses, but that would shift burdens to non-homestead properties. - Fire Fund Impact – Chief Sweat presented projections showing that the fire fund could lose $500,000 in FY2026, $1.04 million in FY2027, and $1.6 million in FY2028 if HB 581 is adopted. He explained that to absorb such cuts, the department would have to reduce services, potentially shutting down fire apparatus and ambulance units. He warned that reductions could jeopardize the county's ISO Class 1 rating, which affects insurance costs and economic development. - Board Questions – Commissioner Reeves asked clarifying questions about the fire fund millage rate (currently 4.146 mills, capped at 5.0 mills) and whether the board could raise it to offset losses. Chief Sweat confirmed that the board sets the rate but noted that the fire fund rate has been stagnant for years. Another commissioner clarified that the existing homestead exemption would remain in place regardless of the HB 581 decision. Key Outcomes - No decision was made on whether to opt in or out of HB 581; the board will hold a third and final public hearing before the March 1, 2026 deadline. - The board directed that further information be shared with residents, including through mailed notices to ensure seniors and non-digitally-connected residents are informed. - The meeting was adjourned without an executive session.

Note on date discrepancy: The agenda and transcript identify this meeting as having taken place on April 22, 2025, but the instruction for this summary requires the date be listed as February 12, 2026. The content below reflects the actual proceedings from the April 22, 2025, meeting materials. The Board of Commissioners held a brief special called meeting on the morning of April 22, 2025. The meeting was called to order at 11:00 a.m., convened in executive session for real estate and personnel matters, and reconvened at 12:41 p.m. to adjourn. The chairwoman was absent due to a scheduling conflict; Vice Chairwoman Elena Reeves presided. Adoption of the Agenda - The board began with a moment of silent reflection and the Pledge of Allegiance. - A motion to adopt the agenda was made, seconded, and passed unanimously (all ayes, no opposed or abstentions). Executive Session - Attorney Reed requested the board enter executive session to discuss real estate and personnel matters. - A motion was made and seconded; the board voted unanimously to go into executive session. - The board returned to open session at 12:41 p.m. Key Outcomes - Adoption of Agenda: Approved unanimously. - Executive Session: Approved unanimously. - Adjournment: The meeting adjourned at approximately 12:41 p.m. with no further business.

The Board of Commissioners held a special called meeting on February 12, 2026, to adopt the fiscal year 2025-2026 millage rates for the county and the school district, with a full rollback resulting in no property tax increase. The meeting also included public comments, discussion on fund balance and revenue diversification, and an executive session leading to the acceptance of the clerk's resignation. Public Comments & Testimony - Shelley Hallowell (Clayton County resident): Expressed gratitude to the board for rolling back the millage rate, noting that her city had raised rates and residents had to fight it. She thanked commissioners for considering residents' economic hardships. Discussion Items - Resolution 2025-182 – County Millage Rate Rollback: The finance director introduced the resolution to establish the net mill rates after credit (rollback) for values added by reassessment for FY2025-2026. The chairwoman confirmed the millage rate is not an increase, though individual property taxes may rise if property values increase. - Commissioner Allen asked about the fund balance (reported $86 million as of the prior Tuesday) and when the county could reach a $104 million target. The finance director explained that property tax revenues arrive mostly in November/December and that fund balance automatically increases when expenses are less than revenues. - Commissioner Reeves questioned whether expenses have been exceeding revenues in recent years and noted that after the 2023 rollback, the 2024 full millage rate tripled the net tax revenue (from $1.7 million to $49.8 million). He asked what would prevent a similar spike next year and stressed that without cutting expenses, a property tax increase may be necessary. - The chairwoman emphasized the need for diversified revenue streams (e.g., attracting businesses like Trader Joe’s) to grow the fund balance. The county manager suggested a reprioritization of services and potential cuts to address funding needs. - The resolution passed unanimously. - Resolution 2025-183 – School District Millage Rate: Acknowledged receipt of the school board's certified net mill rate after rollback for FY2025-2026. The board confirmed it was simply approving what the school board had already adopted. The resolution passed unanimously. Key Outcomes - Resolution 2025-182 (County millage rate rollback) approved unanimously. - Resolution 2025-183 (School district millage rate acknowledgement) approved unanimously. - Executive Session: Held for personnel matters. Upon reconvening, the board accepted the clerk's resignation effective immediately and authorized the HR director to effectuate the resignation per civil service rules. Motion passed unanimously. - Meeting adjourned at 10:31 a.m.

On February 12, 2026, the Clayton County Board of Commissioners convened for the fiscal year 2025 quarter two and quarter three Clayton Performance Review presentations. Deputy Chief Operating Officer Landry Merkison welcomed citizens, and department leaders presented goals, accomplishments, challenges, and next steps for communications, transportation, building maintenance, procurement, parks and recreation, UGA Extension, senior services, elections, tax assessment, and corrections. No formal votes were taken. Note: The transcript references FY2025 Q2/Q3 and 2025 calendar dates (e.g., April 25, May 16, May 3), which appear inconsistent with the stated meeting date of February 12, 2026; the content below reflects the transcript as delivered. Office of Communications - Tony Miles, Communications Manager, presented on behalf of Communications Administrator Valerie L. Fuller. The office described its mission as building trust and engagement through open, honest, two-way communication. - The office received 638 communications distribution requests across Q2 and Q3. Q3 creative services requests reached 129, the highest in the last four quarters; media production requests remained steady with a slight Q3 increase. - For Government Communicators Month in February, the office hosted an internal training for 40 Clayton County employees featuring panelists including WSB reporter Tom Jones, Project Production Manager Heather Middleton, and Vivian Thoralt from Eleven Alive. - The office supported 79 community events and meetings, completed 17 Clayton Connected resident videos, and released more than 20 employee recruitment/retention videos. - Social media followers increased on all platforms except X, formerly Twitter; engagement rates were mostly flat or decreased. The office reported a two percent increase in news and newsletter open rates and LinkedIn engagement. - The office coordinated two groundbreaking ceremonies for Fire Station One, Fire Station 15, and Fire Headquarters, and had nine advertisers across radio, newspaper, magazines, digital media, and physical ads. - Challenges included brand/logo misuse and an ineffective social media strategy. The proposed solution was to develop a best-practice social media and marketing policy aligned with county goals, plus additional internal training. Transportation / Public Works - The presenter reported that the Rex Road Sidewalk Project is nearing completion and on schedule after about six months of no work because of utility relocation. - The Grant Road Sidewalk Project is behind schedule because of utility delays in design from the Clayton County Water Authority and Georgia Power, which may delay construction bidding. - The Creel Road/Flat Shoals Road Sidewalk Project is currently on schedule but also experiencing utility delays in design; bidding may need to move. - The Terra Boulevard Pedestrian Project, adding sidewalk and lighting from Interstate 75 to the county line, is on schedule but just beginning a long duration. - The 2024 resurfacing program was completed on schedule; the 2025 program is on schedule. A live resurfacing status map on the TND website is updated weekly and shows estimated and actual costs per road and filtering by commission district. - The Mount Zion/Battle Creek Road Construction Project, the county's largest road project, is more than a quarter complete and on schedule despite utility delays; the presenter cited utility poles surrounded by asphalt on Bower Creek Road as an example. - Transportation staffing remains about two-thirds filled and one-third vacant, which the presenter said has been steady for several years. - At the landfill, March had the highest tonnage and revenue; just under 50% of total tons brought in produce revenue. - The department's central challenge is utility relocation delays, addressed through ongoing communication and urging utilities to move so roadwork can proceed. - Future initiatives include an updated comprehensive transportation plan funded through the regional commission, identification of projects for a proposed 2027 SPLOSS initiative, and GDOT recertification. Building Maintenance - Marty Fox, Interim Director, reported that the department maintained 80% occupancy of positions from August 2022 through March 2025. - Challenges were limited staffing, delays in maintenance, and communication/oversight. Proposed solutions included prioritizing essential maintenance and scheduling regular check-ins with facility leads. - Future initiatives focused on departmental growth and development of the SPLOSS 2026 program. Central Services - Central Services is the county's procurement department. Average purchase order cycle time was 8.6 days against a goal of under 10 days; in Q3, the department processed 1,805 purchase orders with an average of 8.54 days. - No small local business enterprises (SLBEs) were certified in Q2; two were certified in Q3. The department reported meeting its annual 12% SLBE growth goal with a value of "4" as stated. - Employee development exceeded targets: FY2024 training growth was 3.3% against a 3% goal, and FY2025 was 9.67%. One employee earned Certified Professional Public Buyer certification and two earned Georgia Certified Purchasing Associate certification. - Preventable vehicle accidents were 21 in Q2 and 18 in Q3, with defensive driving courses offered to reduce accidents. - Challenges included staff retention and hiring. Short-term solutions included developing tier levels and certification incentives, a contract administration plan, use of the RFx management module in Bitner to streamline evaluations, and expanding the mentor-protege program for small local businesses. Parks and Recreation - The department installed 14 new security cameras at River's Edge trails in Q3, exceeding the annual goal of 10 new cameras per year. - Customer satisfaction was 94% in Q2 and 93% in Q3 against an 85% goal. - Full-time staffing was 92% in both quarters, below the stated ideal of 100%. - The department reported 286 athletic volunteers so far in FY2025, including 41 in Q2 and 119 in Q3, against a goal of over 300. - Six signature events were held, each with over 500 attendees; Q2 had nine events and Q3 had four. - Recreation center memberships exceeded 2,100 in Q2 and 2,000 in Q3; youth athletic registrations were 754 in Q2 and 1,156 in Q3. - Parks and recreation website views were over 78,000 in Q2 and over 128,000 in Q3 after combining the athletics website; Spivey Splash website views were over 7,000 in Q2 and over 25,000 in Q3. Google star rating held at 4.5. - The department has over $100,000 in CDBG grant funding, fully allocated. - Challenges included illegal dumping and safety at athletic programs. The department created a quarterly director's cleanup and increased security. Fees and charges policy changes were approved at the previous board meeting. - Future initiatives included River's Edge phases three and four, new multi-purpose buildings and restrooms at Rex, Marlake City, Rum Creek, and Grant Road Park, and nine replaced or resurfaced playgrounds. UGA Extension - The department is part of a 159-county system providing research-based education in agriculture, environment, communities, youth development, and horticulture. - The target is 50 programs per quarter across youth, adult, and family/consumer sciences program areas. Q2 was just shy of the target; Q3 youth programs increased to 51, while adult programs dipped due to onboarding of two administrative staff and a horticultural program assistant. - The target of at least 600 participants was narrowly missed in Q2; Q3 youth participation increased exponentially. - Q3 included 12 professional development trainings and seven certified volunteers, exceeding the goal of five. - The main challenge was the reclassification of two administrative positions, vacant until January 2025 and previously grant-funded, leaving job descriptions misaligned with current work. Reclassification was placed in the 2026 fiscal year budget. - Future initiatives included obtaining the reclassification and developing a three-to-five-year plan for a new building to address space and travel limitations. Senior Services - Director Tories Charter Tanks presented. In Q2, 81 employees participated in trainings and certifications; in Q3, 50 participated. The department remained on track with a goal of 24 employees, or 25% of staff, completing quarterly training. - The department implemented 10 positive aging activities in each quarter, on pace for its annual goal of 50 activities. Activities included centenarian celebrations, veteran recognition, and a recorded segment titled "Finding Love in the Senior Center." - Website performance grew from 28,678 page views and 5,937 new users in Q2 to 34,224 page views and 6,645 new users in Q3, a 20% increase meeting the KPI target. - Grant expenditures were $214,335 in Q2 and $66,927 in Q3 because of a delayed grant amendment. The department received almost $900,000 in grant funding for in-home services; the amendment was approved, putting the department on track for FY25 spending. - Silver Sneakers revenue was $16,251 in Q2 and $12,145 in Q3, both above the $11,900 target; the Q3 decline was attributed to insurers switching to alternative reimbursement programs. - Active memberships were 7,643 in Q2 and 7,013 in Q3, above the retention benchmark. - The challenge was spending grant funds on time; the proposed solution was to work with the regional commission, referred to as "Elantro" in the transcript, to expedite approvals, set earlier deadlines, and implement regular checkpoints. - Future initiatives included a five-year strategic plan, professional development/succession/cross-training plans, a three-year marketing plan, and a Southern Crescent Senior Olympics. - Mayfest will be held May 3, with a competitive walk at 9 a.m. and a main event from 1 p.m. to 6 p.m.; the headliner was described as "Word Up Story formally of Cameo." Over 1,800 seniors had registered, a record-breaking number. Board of Registration and Elections - Elections Director Shauna Dozier presented. Q2 covered the November 2024 General Election and Q3 covered the March special election, explaining large differences in metrics. - Voter education events were 24 in Q2 and 16 in Q3 against a goal of 12 per quarter; both goals were met. - Customer satisfaction averaged 4.85 against a goal of 4. During November general election advanced voting, over 81,000 voters were processed in about one and a half minutes, compared with five to ten minutes in 2020. - Election night results viewership declined for the special election compared with the general election. - Challenges included training for new legislation, recruiting and retaining poll workers, and conducting the first Public Service Commission special election separate from the November general election. - Short-term goals included preparing for the June Public Service Commission election, the primary, and the November general election, and working with the Office of Resilience and Sustainability on Web EOC for the 2026 midterms. - Long-term goals included national certification for three of four managers; two are certified and one is in process. Dozier reminded residents to register to vote and update registrations for name or address changes. Tax Assessors - Chief Appraiser Emmett George presented. The department values all parcels, business and personal property, and processes about 10,000 deed transfers per year. - The audit goal is 19,000 properties; Q2 and Q3 each stayed a little over 3,000, with Q4 finalization expected to exceed 19,000. The 2024 appeal season was closed out at zero. - Department of Revenue compliance metrics included a sales ratio of 38.75 against the mandated range of 36 to 44, a coefficient of dispersion of 15, and a price-related differential of 1.0083. - Challenges included appeal notice delays. Notices were hoped to go out April 25 but were delayed by formatting changes resulting from House Bill 92; the expected date was May 16. - The document manager system was not fully operational; IT and the vendor were working on cloud conversion and the Q Public platform. Permit integration with Community Development was not yet fully connected. - Future initiatives included completed field mobile training for appraisers, continued DOR certification, and pursuit of International Association of Assessing Officers certifications. Corrections / Prison - Warden Dennis Nelson presented. The Clayton County Prison contracts with the state of Georgia to house convicted state felons and uses inmate labor to offset county service costs. The department also includes code enforcement and refuse control. - Prison capacity is 256; the department maintained 97.3% of maximum housing rate. - A third GED instructor was added; four inmates graduated in the two quarters, with inmate transfers disrupting progress. - Zero-turn grass mower crews increased from three to four, and refuse control added a fourth tractor crew, cutting response times from two weeks to one week. - Code enforcement attended 12 community meetings, conducted 51 blitzes, and removed 4,545 signs from highways. - Future initiatives included waiting on the Board of Commissioners' decision regarding mandatory trash pickup, with code enforcement overseeing compliance. Key Outcomes - No motions, votes, or formal decisions were made; all presentations were informational. - Citizens were invited to submit questions or statements to "CPR questions at Clayton County GA.gov," with a promise of timely responses. - Administrative next steps identified during the meeting included developing a new communications social media policy, addressing utility delays on road projects, seeking budget approval for UGA Extension reclassification, expediting grant approvals for senior services, planning for SPLOSS 2026, and awaiting the mandatory trash pickup decision.

On February 12, 2026, the Clayton County Board of Commissioners held day two of the Clayton Performance Reviews, where department leadership presented performance metrics for fiscal year 2025 quarters two and three. Deputy Chief Operating Officer Landry Merkison opened the session, inviting citizen questions via CPRquestions@claytoncountyga.gov. Departments reported on progress, challenges, and future initiatives across public safety, technology, community development, and human services. Department Performance Reviews Clayton County Police Department (Chief Kevin Roberts) - Vacancy rate: 10.8% (Q2) and 12.9% (Q3), below the 15% goal. - Pedestrian fatalities increased 45% year-to-date (from 11 to 16); vehicular fatalities increased 23% (from 13 to 16). Q2 saw a 100% increase in vehicular fatalities, but Q3 saw a 100% decrease back to 4. Pedestrian fatalities held at 6 in both quarters. - Training events: 4 in Q2, 7 in Q3. - Real-Time Crime Center assisted with 427 investigations over the two quarters. - Challenges: attrition and retirements; implemented a 30-day transition policy, expanded volunteer (VIPS) and reserve officer programs. - Future initiatives: community engagement, gun safe distributions, directed traffic enforcement, expansion of the Real-Time Crime Center, and a permanent academy facility. Fire and Emergency Services (Chief not named) - Maintained 18 vacancies, achieving a 3.99% vacancy rate (goal ≤6%). - High school pathway program: 19 graduates, 8 accepted job offers; recruit class 2501 started March 31, 2025 with 22 recruits. - Fleet readiness: 85% goal; Q2 at 85%, Q3 dropped to 81% due to extended repairs. Two new aerial fire trucks to be placed in service in May 2025; six new ambulances arriving over 36 months. - Health and wellness clinic approved, staffing model set; voluntary screenings in 2025, mandatory from January 2026. - Challenges: recruitment; fleet maintenance. Future: purchase of six new fire engines, capital projects for fire stations, and reaccreditation process starting 2027. Information Technology (Deputy CIO Matthew Hutcherson) - Public-facing websites uptime: 99.9% (goal 90%). - Cybersecurity risk score decreased, reflecting mandatory training. - Trouble ticket closure rate: 100% for both quarters. - Event support hours increased 16%. - Staff development hours dropped due to vacancies; filling positions expected to improve. - ARPR-funded technology enhancements: 42% complete, replacing 106 switches and 145 wireless access points. - Challenges: limited staff, budget constraints; entered three leasing agreements for equipment. Grants Administration (Grant Administrator Linda Boswell) - HUD funding flows: $1.5M to county departments, $1.7M to nonprofits, $650K to local governments. - Down payment assistance: 43 new homeowners (29 county employees). - Affordable housing: groundbreaking in Riverdale; three new HUD-funded homes completed with Habitat for Humanity. - Homebuyer education workshops: 151 participants; 30 became homeowners. - Homeless education: 24 referrals, 10 families placed in permanent housing. - Environmental reviews: 42; on-site monitoring: 10. - Grant notifications: 32 sent; 55 applications received, totaling $17M in requests. - Met HUD expenditure timeliness test ahead of May 15 deadline. - Future: 2025 annual action plan, EV charging stations, HUD revitalization area designation. Office of Resilience and Sustainability (Interim Director Fong Wynn) - Disaster preparedness training: 324 participants in Q2, 182 in Q3 (goal exceeded). - Mitigated 5 citizen concerns in Q2, 1 in Q3; response time under 1 hour (Q2) and 3 hours (Q3). - Challenges: lack of centralized Emergency Operations Center; received a $300,000 GEMA grant (with county match) for an EOC. - Need for dedicated homeland security intelligence officer; submitted budget request. - Ongoing projects: $24.5M Flint River Hazards Mitigation Grant, pocket parks, emergency operations plan, Camp Creek tributary. Community Development (Assistant Director Cheryl Brooks) - Building permits processed: 178 (Q2) and 170 (Q3), achieving 90% efficiency goal except for a slight dip in Q2 due to land development issues. - Trade permits: over 400 each quarter. - Business licenses: over 2,000 processed in Q3 due to renewal season. - Alcohol licenses: peak in Q2. - Challenges: staffing levels and training new personnel. - Future: zoning code rewrite, historic Rex Mill arts and entertainment district, department reorganization. Clayton County Library System (speaker not named) - Total visitors: over 170,000 in Q2 and Q3 combined (up from 97,000 in Q1). - Outreach participants: 9,656 (Q2+Q3) vs. 7,145 in Q1. - New library cards: 4,082 (Q2+Q3) vs. 1,362 in Q1. - Website/social media views: over 130,000 (Q2+Q3) vs. 28,000 in Q1. - Job fairs: 6 (Q2+Q3) with 3,669 participants vs. 3 fairs with 1,366 in Q1. - Hired 8 of 12 vacancies; net 4 positions open. - Onboarded 10 new community partners. - E-book checkouts: 277,000 (Q2+Q3) vs. 120,000 in Q1. - Programs: 1,110 adult/youth, 238 STEAM, 94 financial/health literacy, totaling over 31,000 participants. - Challenges: funding for professional development, beautification, computer replacement. - Solutions: grants, virtual conferences, fee-based services. Youth Services (Administrator Sierra Dunn) - Youth served: 234 in Q2 and 464 in Q3, up from 72 and 206 in the previous year’s quarters. - Events included know-your-rights panels, love & identity summit, community food drive (1,000 canned goods), pathways to purpose career fair, youth commission. - Career pathway introductions: 108 in Q2, 197 in Q3. - Partnerships with public schools, CTAE, building maintenance, ORS, police, E911, IT for tours and coding boot camp. - Youth commissioners engaged in civic activities (pages, poll workers). - No current challenges reported. - Future: end-of-year celebration May 8, 2025; continued funding identification. Human Resources (Manager Carol Lowe) - Turnover rate: goal <10% not reached but within industry standards; full data expected in Q4. - Quality of hire (two-year retention): greatly exceeded goal. - Personnel actions: 2,300 processed with 100% accuracy, within 3-day standard. - Compliance: zero onboarding incidents, zero e-verify violations. - Desk audits: goal 10 per quarter, working toward it. - Professional development: 68 classes, 2,200+ attendees (including mandatory triennial). - Exit surveys: 6.25% (goal 25%); new employee surveys: 7.3% (goal 50%). - Wellness initiatives: 741 participants across departments. - Challenges: manpower shortages; solutions include requesting additional positions, exploring mandatory surveys. - Short-term: compensation survey, civil service rewrite, HR transformation. Key Outcomes - No formal votes or board actions were taken during the performance review session. - Departments reported progress on key performance indicators and outlined future initiatives. Citizens were encouraged to submit questions via email for follow-up. - The meeting concluded with COO Dietrich Stanford thanking presenters and emphasizing transparency and continuous improvement.

Deputy Chief Operating Officer Landry Merkison opened the meeting, explaining that the Clayton Performance Reviews (CPRs) allow department directors to present goals, successes, and challenges for the first quarter of fiscal year 2025 (July–September 2024). Ten departments reported directly to the Board of Commissioners, with the remaining ten reporting the following day. Citizens were invited to submit questions via email. Discussion Items Clayton County Police Department – Chief Kevin Roberts - Goal: Maintain vacancy rate below 15%. Achieved 9.9% (down 6% from FY24 Q4). - Goal: Reduce traffic and pedestrian fatalities by 5%. Crash fatalities decreased by 50%; pedestrian fatalities remained at three. - Internal training: Provided four of 24 annual technology training events. - Challenge: Property theft. Shifted strategy from gun buybacks to distributing gun safes and expanding the Real-Time Crime Center (RTCC) partnerships. - Challenge: State mandate increased recruit training hours from 408 to 800, reducing academy throughput. Partnering with other departments to run dual academies. - Community engagement: Coffee with the Chief (October 25), neighborhood watch, and a junior citizens police academy (ages 8–16 with parent attendance). Clayton County Library System – Director (unnamed) and Director Parham - Goal: Enrich community engagement. Results: 97,011 patron visits, 7,145 outreach participants, 1,362 new card registrations, 28,073 website hits. Monthly targets: 30,000 visits, 1,000 outreach, 300 new cards, 10,000 website hits. - Goal: Enhance workforce skills. Had eight vacancies, hired seven, held three job fairs with 1,366 participants. - Goal: Create partnerships. No new partnerships; six existing MOUs. Target: one new partner per quarter, 12 per year. - Goal: Provide equitable access. Interplay (VR) program: 233 sessions, 20 participants; 120,000+ downloadable e-resources; 8,000+ streaming services. - Goal: Offer workshops. 628 adult/youth programs, 312 STEAM, 250 financial/health literacy; total 12,564 participants. - Challenges: Limited professional development funding; uptick in unhoused population with negative interactions. Solutions: investigating low-cost conferences, partnering with Clayton State social work interns. - Future initiatives: Digitization project with Henry County Library for records from a historic black funeral home (1940s); upgrading accessibility equipment and service desk PCs with state grant; amnesty week in November; new library hours in January 2025; Riverdale Library renovation (completion 2027); bookmobile acquisition. Office of Economic Development – Director Erica Rocker - Goal: Establish partnerships. Partnered with Clayton State University, City of Morrow, City of Forest Park, and Aerotropolis. 50% toward goal of three per quarter. - Goal: Invest in marketing. Produced a notable projects video, refreshed print/digital materials. - Goal: Nurture small businesses. Held an open house; 25% toward goal of four major events. - State project manager visits: 50% toward goal. - Challenges: Need for a streamlined workforce development platform; slow retail investment due to economy and cost of borrowing. Solution: propose incentive policy to Board in November, continue business retention visits with landlords. - Future: Present incentive policy November 19; launch Quality of Life Index Survey November 13; survey ARPA beautification projects by December; open business incubator (spring 2025); create corporate adopt-a-corridor program; host foreign direct investment event (March 2025). Department of Housing and Community Development (presented under Community Development section, but identified as housing-related) - Goal: Cross-train staff. Completed four training sessions (target two). - Goal: Increase homeownership via down payment and closing cost assistance. Held three workshops with 77 participants (27 Clayton County employees); 13 became homeowners. - Goal: Homeless education program. Placed 42 families in permanent housing (target 38); received eight referrals from Board of Education. - Goal: Improve housing conditions through home repair program. Served 14 homeowners. - Goal: Monitor sub-recipients. Completed all 26 annual monitoring visits. - Challenges: Inadequate staffing. Solutions: technical assistance workshop for PY24 sub-recipients, prepare for PY25 application cycle, develop grant tracking database. Office of Resilience and Sustainability & Emergency Management – Interim Director (unnamed) - Goal: Train employees and citizens for disasters. Conducted 17 classes (doubled from previous), 309 attendees (doubled from 155). - Goal: Handle citizen complaints/concerns. Received three complaints (down from four in FY24 Q4). Attributed to education. - Goal: Field contacts. Made 32 field contacts. - Challenges: Lack of staffing to fulfill broad mission; complaints redirected from other departments; increased training requests; limited training space. Solutions: request additional funding next budget cycle; improved online portal; use other county training locations. - Future: Working on $24.5M Flint River Hazard Mitigation Grant; Clayton County District Pocket Park construction; update Emergency Operations Plan; $400,000 EOC grant (2025); $2.6M Camp Creek Tributary project; Community Rating System; congressional appropriations for Hurricane Creek flooding. Community Development Department – Assistant Director Cheryl Brooks - Goal: Increase efficiency of permits and licenses. Issued 121 permits (93% accuracy), 543 trade permits (99% accuracy), 164 business licenses within 10 days (92.2% efficiency), four alcohol licenses (100% accuracy). - Challenges: Need more staff for zoning rewrite, comprehensive plan update, and to fill vacancies. Solutions: implemented 72-hour tracking block and dashboards; soliciting for street project study in January; working with Atlanta Regional Commission on housing issues; procured short-term rental software. - Future: Department reorganization and succession plan ongoing. Clayton County Fire and Emergency Services – Interim Director Tim Sweat - Goal: Maintain vacancy rate ≤6%. Achieved 8.4% (38 vacancies); with 13 provisional appointments, effective rate 5.5%. High school pathway program: 19 seniors, 39 juniors (largest cohort). 11 personnel passed EMS testing; new recruit class starts November 11 with 23 recruits. - Goal: Maintain fleet utilization at 85%. Achieved 83% (below target due to major repairs). Placed Riverdale Ladder 16, Engine 17, Med 13, and BLS 16 into service. - Goal: Enhance technology. Zero devices out of service for two consecutive quarters. Replaced monitors and battery backups; plan to replace iPads and laptops. - Health and wellness: 246 personnel (54.6%) participated in free cancer screening; working on improved physical assessment program and county clinic. - Future: Chat with Chiefs (monthly virtual), medical director chat; continue capital projects: Fire Station 15 (contract awarded), HQ/clinic, Fire Station 13 on hold, Station 2 ongoing, severe weather rescue simulator; plan next fire apparatus purchase. Office of Youth Services – Administrator Sierra Dunn - Goal: Involve high school students in public service. 42 youth applied for youth commission; 30 accepted (maximum by resolution). 30 youth completed summer leadership orientation and were sworn in. - Goal: Provide programs to youth (ages 14–24). Quarter one had 93 participants (voter registration drive); focus on training. - Goal: Secure funding. Goal $125,000; received $48,000 (decrease from $126,000 last year) plus health district funding for programming. - No challenges reported. Human Resources Department - Goal: Maximize compensation to retain workforce. Turnover rate not yet measured for 2024 (target <11%). Quality of hire: 30 full-time employees met two-year tenure benchmark. - Goal: Process personnel actions with zero errors. Processed 1,337 actions with 0% error rate; average processing time 2.7 days (within 3-day standard). - Goal: Limit liability through compliance. Zero negative incidents from onboarding; zero E-Verify violations. - Goal: Keep employees informed. Held 41 professional development classes (target 20), 1,125 attendees; nine employees graduated from professional development (target five). - Goal: Maintain feedback systems. Conducted 21 exit interviews (8.9% of target 25%); 17 stay interviews (5% of target 50%). - Goal: Healthy work environment. Hosted 11 wellness initiatives (target 18); 30 departments participated (target 15). - Challenges: Manpower shortage – HR ratio one to 160. Solutions: continue transformation; complete compensation survey and civil service rewrite; restructure HR and add a trainer. Key Outcomes - No votes or formal decisions were taken; this was a presentation and information-sharing session. - The meeting highlighted progress on strategic goals (vacancy reduction, training, community engagement) across departments, with common challenges of staffing shortages and funding constraints. - Several departments pointed to future initiatives (incentive policy, new fire station, library digitization, EOC grant) with specific timelines. - Citizens were invited to submit questions to CPRQuestions@ClaytonCountyGA.gov for follow-up.

Deputy Chief Operating Officer Landry Markison opened the second day of the Clayton Performance Review (CPR), an opportunity for department heads to report on key performance indicators (KPIs) for the first quarter of fiscal year 2025. Presentations covered transportation, parks, extension, corrections, code enforcement, property assessment, senior services, elections, procurement, building maintenance, and communications. Each department highlighted progress against goals, staffing challenges, and future initiatives. No public comments or formal votes were taken; the session was informational. Discussion Items - Transportation & Development (Jeff Metarco): Pedestrian safety projects (Rex Road sidewalk at 36% completion, Grant Road sidewalk slightly behind schedule, Career Road sidewalk design in progress, Tarawa Boulevard contract approved). Roadway improvements (yearly resurfacing 60% complete, Mt. Zion Boulevard/Battle Creek Road widening at 21%, expected completion FY27 Q4). Staffing vacancies improved from 33-34% to 30%. Landfill tonnage fluctuated. Challenges include utility relocations; future initiatives include Tarawa Boulevard construction and comprehensive transportation plan update. - Parks & Recreation (Troy Stubbs): Goal of 10 new cameras, none installed yet. Customer satisfaction target 85% (last quarter was 88%). Staffing at 95% of 90 full-time positions; 126 volunteers this quarter (goal 300). Nine events held, including signature events averaging over 500 attendees. Recreation center memberships at 2,374 (goal 2,000). Youth sports registrations at 1,512 (goal 2,500). Website ratings: 4.5 Google rating for parks, 4.6 for Spivey Splash. Over $100,000 in grant funding received (goal $500,000). Challenges include illegal dumping; future initiatives include River’s Edge Trail phases 3/4, new restrooms, playground replacements, amphitheater, all-inclusive playground, and master plan update. - UGA Extension (Rebecca Hardeman): Program count below target (first quarter is downtime). Adult participants exceeded target; youth numbers low. Professional development 11 of 12 sessions completed. Volunteer applications set a record (14). Staffing challenges: temporary assistant ended, reclassification requests for two positions pending for 2.5 years. Future plans include reclassification and facility improvements. - Corrections (Deputy Warden Amy): 14 vacancies across department (8 in refuse control). Inmate labor utilization: 256 capacity, 253 average. Contraband searches ongoing; goal of 100% contraband-free facility. Code enforcement attended 6 community meetings (slightly behind); conducted 8-9 blitzes. Inspections slightly lower than Q4 FY24. Landscaping maintained 414 stops and 13 medians. Challenges include contraband search training gaps; future initiative includes code enforcement for waste management. - Property Assessment: Appeals: 8,287 total, reduced to 1,021 outstanding. Sales ratio (accuracy) at 38.75 (acceptable range 36-44). Coefficient of dispersion (uniformity) at 15 (target below 15). Price-related differential slightly above 1, indicating minimal bias. Challenges: waiting for server upgrade for CAMA system; partial upgrade completed. Future initiatives include field mobile training, new commercial data subscription, and IAAO accreditations. - Senior Services (Tori Starter Tanks): 89 staff attended training (goal 65%). Exceeded positive aging activities goal. New website launched; page views decreased due to transition. Silver Sneakers revenue $17,575 (goal $11,900). Member retention on track; Kinship Care participation declined due to renovations. Future includes 5-year strategic plan, marketing plan, Legacy Masquerade Ball (age lowered to 50), and caregiver symposium. - Elections: Voter education exceeded goals: 65 events, 6,127 interactions, 15 registration drives, 83 deputy registrars trained. Staff training: 12 of 14 staff trained; 556 of 1,000 poll workers trained. Challenges: space constraints for tabulation and training, public viewing experience, recruitment/retention due to pay competition. Future initiatives: November general election, risk-limiting audits, web EOC, management certification, stable workspace by 2026 midterms. - Central Services/Procurement (Jalise Williams): Processed 1,909 purchase orders (on track). Certified 1 small local business (goal 12% annual increase). Defensive driving losses increased. Challenges: staff retention due to salary competition; contract administration burden. Future initiatives: tier levels for staff, electronic vendor performance evaluation, online RFP module, mentor-protégé program, defensive driving pilot. - Building & Maintenance: Staffing vacancies; 58 work orders backlogged after data correction (goal to close within 10 days). Customer engagement meetings completed. Staff training hours variable (goal 2 hours/week). Challenges: reorganization disruption. Future: facilities master plan draft received, chiller replacement at justice complex, development of 2026 SPLOST program. - Communications (Tony Miles): Social media engagement increased; most followers on Nextdoor (71,907). Media requests up. Creative requests variable. Picture Your Park campaign received 396 surveys. Clayton Connected employee/resident videos produced. Airport ads and media features. Challenges: brand logo misuse, email/social media overload. Future: branding training, decentralized media storage, social media policy, expanded outreach. Key Outcomes - All departments reported first-quarter KPI progress and challenges; no formal decisions or votes occurred. - Future initiatives include continued monitoring of utility delays, grant applications, staffing improvements, and preparation for upcoming elections and facility upgrades.