The Clayton County Board of Commissioners held its second day of Clayton Performance Reviews (CPRs) on January 14, 2026, covering the first two quarters of Fiscal Year 2026 (July-December 2025). Department heads presented operational achievements, challenges, and future initiatives across key strategic pillars: Communication & Image, Economic Opportunity, Fiscal Responsibility, Professional Growth, and Quality of Life. No public comments or official actions were taken; the meeting consisted of detailed departmental presentations.
Thank you. All right, gang, here we go. Hi, greetings and salutations to our citizens of Clayton County. Um, we feel it's an honor and a privilege. My name is Dietrich Stanford. I'm the chief operating for the Clayton County Board of Commissioners, and we have the pleasure of presenting out what we call our CPRs, affectionately known as our Clayton Performance Reviews. Here's an opportunity that you will hear from our collective leadership to talk more about their operational plans and some of the success and some of the challenges they may be facing in their respective departments. We hope that you will take it upon yourself to reach out to our respective departments so you have more questions. If you don't reach out, we also have a platform that we hopefully you'll take advantage of.gov. Again, that's CPR questions at Clayton County GA.gov. So the summation of what you'll hear, this reflects our day two of our presentations. Um this is a collective um presentation of two quarters worth of information. Um this is representative of July 2025 through December of last year, and again, we are looking forward to the presentations from our respective leadership. Um 2026 will continue to bring on some great things that we're looking forward to throughout the county, and we hope that you see as you reach out to our respective departments. We're very responsive and really addressing the things that you need in your respective communities. So with that, we'll get started with our presentations with our first leader. Our mission as an agency is to serve all citizens with excellence, and we execute that through partnerships and collaborations with our law enforcement partners and the community. As you look at our oral chart, you'll see that those commands report to me through the assistant chief of police. Those are four-facing personnel in the field. Those leaders handle our background in recruiting and our training for the entire department. And finally, we have our administrative division, which includes our crime intelligence group, our Titan unit, and they create the information that we use to suppress crime in Clayton County. All those individuals composed a allotted staff of 532 personnel, with the majority being forward-facing field personnel of 393 allocated slots. Right now we have 478 individuals occupying those slots. There's a connection, of course, with crime reduction and quality of life and economic opportunity. The more we're able to drive crime down, the hope is that we will attract economic development in the county. As we move to increasing our community engagement, there's a communication and image connection pillar, and of course, economic development. Every department in the county has a responsibility to work on the image of the county through their respective departments. Thus, if we engage our community appropriately, we hope to build a greater relationship and enhance public trust, and hopefully that spreads and attaches to the county's reputation. We intend with goal three to increase professional growth of our department employees. There's a profound professional growth management component and a fiscal responsibility component to that. Onboarding employees is costly. So when we onboard them, we want to keep them. If we're doing that correctly, we will reduce the cost of turnover. And finally, our last goal is to improve quality of life and the quality of life pillars in that title. And I'll address all of those goals as we move along. We'll start with communication and image. I just talked about it. We set a goal of increasing our interactions with the community by 3%. We have surpassed that goal and we're on track. And I will attest that as you look at these numbers, you see an astronomical increase in our contacts, and that's attributed to our community affairs unit being very aggressive with the social media footprint through Facebook and Instagram. The chief of police might not be as proficient, but he has young leaders within his agency who are way more proficient than he is, and we've grown that footprint. I am a firm believer, though, in face-to-face contact with our community, so we will continue those traditional engagement efforts. Staying within the goal of reducing and solving crime, we wanted to highlight this particular statistic. We set a goal of increasing the number of our stolen recovered vehicles by 2%. We're on track, and you see in quarter one, we had an increase in recovered vehicles of 6.1% and an increase in quarter two of 9.3%. You say, why is that important, Chief? Well, if you ever had your car stolen, you know that there's a insurance component associated with costs that is attributed not only to the citizens, but to the county as a whole. Our intent is to increase our recoveries, hopefully reducing the cost and impact to our citizens from an insurance point of view, and solving those crimes. And we are successful with that goal. You see our vacancy rate up here.