Hey good morning, everyone.

Greetings and salutations.

Good morning, everyone.

My name is Dietrich Stanford.

I serve as the Chief Operating Officer for the Clayton County Board of Commissioners.

We uh like to welcome everybody again to our CPRs, which is the Clayton County performance reviews.

We're really looking forward to this 2026 as we continue to endeavor to try to provide the best services to our citizens here in Clayton County.

Again, the CPRs as an overview is an opportunity to hear from our collective leadership about goals and objectives and the missions that they're pushing forth in their respective departments.

It is our goal is that through these interactions, you have a better understanding of how we go about doing the work in Clayton County, and hopefully you feel that we're providing the services that are needed to our citizens throughout.

If you have any questions, we encourage you to go to CPR questions at Clayton County GA.gov.

That gives you an opportunity to interact with the respective departments, and more importantly, give us better insight about things that we can continue to do better here in Clayton County.

So with no further delay, we'll start with our CPRs and we'll have our first leader come forth.

Good morning.

My name is Jeff Mitarco.

I am your transportation development director for the county.

Uh to get us started, first thing you're going to notice is a little different in this CPR is this one covers two performance review periods, quarter one and quarter two of fiscal year 26.

Also of note, if you've seen any of our previous CPRs, these are going to be slightly different because we've been asked to include a couple of additional items in the presentation.

As you can see from the slide, um, I've listed our mission statement for our department, um, key services and functions, staff overview, and our strategic pillar alignment.

Um the thing I would like to mention or point out to you is we provide services on a couple of different areas.

Transportation related services is our main focus, and we also govern the landfill and our fleet operations.

We are currently divided into six divisions to deliver the services to the citizens, and we have a hundred and fifty-four full-time positions and five part-time positions.

We indirectly touch every strategic pillar in the county, uh, but I've highlighted quality of life.

That is our main one our transportation projects address every day of the week.

So for our departmental performance management, I wanted to give a a overview of how our goals align to the strategic pillars.

You can see our our goals are highlighted in the darker color.

We have pedestrian safety initiatives, road improvements, uh, transportation planning, staff hiring and retention, staff training, and waste disposal with the strategic pillar it aligns to adjacent to it.

There are several different ways we um judge our performance.

Um as you can see under, for example, pedestrian safety initiatives, we have eight data points, essentially eight projects that we are reporting on, our progress and how we are delivering these services to the citizens.

Operationally, um I'm gonna highlight three projects this review period.

The first one is the biggest and most expensive one the county's ever undertaken from a construction standpoint, our Mount Zion Boulevard Power Creek Road Widening Project.

As you can see from the graph, um it's progressing on.

Um it's been in the works for quite a few many years, and we're looking at about two years away from what we believe is going to be the construction completion.

Um this is a quality of life project which will enhance the east-west mobility in the central part of the county.

Um as you can see from the status screen, we are behind schedule, and that's uh directly related to utility companies from the private sector, and I'll get more into that later in the presentation.

The next project I want to highlight is our comprehensive transportation plan.

This this project just got started the last couple of quarters.

It's a quality of life project.

It's one that is vital to our operation of our department and the county in identifying the future needs of transportation related and mobility-related projects in the county.

It directly ties into the Atlanta Regional Commission, and it is vital to have an active plan in order to be competitive for federal and state grant opportunities.

And I'll touch a little bit more on the what we call our CTP later on in the presentation.

The last project I'm going to hire highlight is our Record Sidewalk project.

This project is complete.

This is why we are working every day to deliver projects, and this one has been delivered, so this is kind of like the post-cyon R.

You are never hear about this project again because it is completed.

But this is what we're striving for.

So challenges and proposed solutions.

You're here throughout the CPRs.

There's a lot of challenges and a lot of creative ideas that the department directors have.

In our department, the first challenge we have is for over eight years now, we've been 30% vacant of staff.

That leads to inability obviously to perform some of our functions.

We have multiple members carrying different hats, as we call it, different roles within the department, and we're managing the best we can, the burnout of staffing issues and personnel matters.

A lot of you know young teens graduating high school now entering college are going more the what you would traditionally call a white-collar avenue career path instead of a blue collar working with their hands, and we're seeing it directly in the in the county and trying to find technically oriented qualified applicants.

Also, you have a what I deem a generational priorities and job longevity.

We see people come in and they work for six months and then they move on to another job for a dollar more.

It's life now.

So some of those are our root causes of where we are.

What we are trying to do is for the past several years, we have proposed yearly salary enhancements to our leadership with comparisons to private industries and our neighboring counties to show where we stand in competitive salaries.

This last year we did a minor reorganization tweak in our department where we eliminate some of our positions and enhanced others in our department.

Um ideas with the Board of Commissioners to bring in people at for our critical roles.

The second challenge I'll highlight, I mentioned this earlier is our utility companies.