Clayton County deserves more than promises. We need a realistic operational plan with measurable results, professional accountability, and responsible spending.
MY FIRST 100 DAYS: A PLAN OF ACTION
1. RESTORE SAFETY AND OPERATIONAL CONTROL
Conduct an immediate security assessment of the detention center. Evaluate inmate supervision, housing assignments, emergency response procedures, dangerous incidents, and security vulnerabilities. Correct urgent safety deficiencies and establish documented supervisory accountability on every shift.
2. REBUILD STAFFING AND EMPLOYEE MORALE
Conduct a professional staffing analysis to determine appropriate officer coverage, training requirements, and supervisory needs. Address vacancies, mandatory overtime, retention, recruitment, and working conditions. Employees deserve adequate training, dependable leadership, and a safe workplace.
3. STRENGTHEN INMATE CLASSIFICATION AND HOUSING
Review inmate classification procedures to ensure appropriate separation based on documented security risks, vulnerability, medical needs, and behavioral assessments. Require regular reassessments and supervisory review of high-risk housing decisions.
4. ELIMINATE CONTRABAND AND IMPROVE SECURITY
Implement a comprehensive contraband prevention strategy involving lawful screening procedures, staff accountability, intelligence gathering, appropriate searches, and independent investigations when misconduct is suspected.
5. RESTORE MEDICAL AND MENTAL HEALTH ACCOUNTABILITY
Review healthcare contracts, medical response procedures, medication access, suicide prevention, mental health screening, and emergency medical services. Establish procedures for timely escalation of serious medical complaints and independent review of critical incidents.
6. IMPROVE CLEANLINESS AND FACILITY CONDITIONS
Conduct a facility-wide sanitation and maintenance assessment. Prioritize functioning plumbing, ventilation, pest control, clean bedding, safe drinking water, and adequate food services. Establish documented inspection and corrective-action schedules.
7. ESTABLISH TRANSPARENCY AND INDEPENDENT OVERSIGHT
Require documented reviews of serious uses of force, assaults, deaths in custody, and significant safety failures. Refer suspected criminal conduct to the appropriate independent investigative agency. Publish regular operational performance reports while protecting confidential information.
8. ADDRESS OVERCROWDING THROUGH LEGAL PARTNERSHIPS
Work with the courts, prosecutors, defense counsel, and county leadership to identify unnecessary administrative delays, improve lawful case processing, and develop sustainable population-management solutions. Release and detention decisions must remain with the appropriate legal authorities.
9. PROTECT TAXPAYER DOLLARS
Review jail contracts, staffing expenditures, overtime, purchasing practices, and facility maintenance costs. Establish performance-based budgeting and transparent financial reporting. Any additional funding request must be supported by documented operational needs.
10. MEASURE RESULTS — NOT EXCUSES
Within the first 100 days, establish baseline performance measurements and publish a corrective-action plan with responsible officials, deadlines, and measurable objectives.
Over the first year, track staffing vacancies, overtime, assaults, contraband incidents, emergency medical response, sanitation deficiencies, and corrective-action completion.
MY COMMITMENT
I believe in a jail that is secure, disciplined, professionally staffed, constitutionally operated, and financially accountable.
Protecting the public and maintaining humane detention conditions are not competing responsibilities. They are both essential duties of the Sheriff.
Clayton County deserves a jail that is managed, controlled, and accountable to the people.
This is my proposed operational framework. Detailed staffing, facility, and budget decisions will be based on verified assessments and available resources.
Cornell “CJ” Madison Jr.
2028 Candidate for Clayton County Sheriff
NEW LEADERSHIP. NEW NAME. SAFER CLAYTON COUNTY.
