Plans:

1. Create a formal growth-impact review for major developments. Requiring analysis of roads, schools, public safety, stormwater, utilities, emergency response, environmental conditions, and long-term operating costs before county support is recommended.

2. Establish an intergovernmental growth council with Lebanon, Mt. Juliet, Watertown, the school system, highway officials, utilities, emergency services, planning, and state agencies.

Objectives:

• Net-positive development. New development should contribute enough economic and public value to offset the infrastructure and service demands it creates.

• One county instead of competing silos. Coordinate annexation, school capacity, road construction, sewer expansion, emergency response, and growth boundaries before commitments are made.

Measurable Evidence of Effectiveness:

• 100% of major capital projects included in a published five-year capital plan.

• 100% of major development or incentive proposals accompanied by a fiscal and infrastructure impact statement.

• 100% of PILOTs and economic incentives publicly reported with performance requirements.

• Land-use recommendations aligned with the adopted plan, with written justification for departures.

Plan:

1. Require each mayor-controlled department to establish service standards. Such as: permit-processing times, response times, project schedules, customer-service expectations, and cost-per-service measures.

2. Create a public contract, grant, debt, incentive, and PILOT dashboard. Display the recipient, public purpose, expected jobs or investment, duration, estimated tax effect, performance requirements, and compliance status.

Objectives:

• More reliable county services: shorter delays, fewer handoffs, clearer accountability, and better treatment of citizens.

• Equal rules and visible economic-development results: residents should be able to determine whether incentives delivered the benefits used to justify them.

Measurable Evidence of Effectiveness:

• Quarterly public reporting on department performance and county finances.

• Published service standards for every mayor-controlled department.

• Measurable reductions in processing delays, contract overruns, emergency purchases, and unplanned expenditures.

• 100% of PILOTs and economic incentives publicly reported with performance requirements.

Plans:

1. Hold structured quarterly public operating reviews, not merely promotional town halls. Department leaders would report performance, finances, project status, problems, and corrective actions.

2. Partner with schools, TCATs, employers, and community organizations on workforce development, while respecting the school board’s independent authority.

Objectives:

• Public trust through evidence: citizens receive answers, metrics, and follow-through rather than polished presentations and fog-machine government.

• Educational and employment opportunity: prepare residents for skilled jobs being created locally and help employers hire from within Wilson County.

Measurable Evidence of Effectiveness:

• Resolve 90% of citizen requests within 10 business days and complete 90% of public commitments on time.

• Require public fiscal and infrastructure-impact analysis for 100% of major developments, incentives, and infrastructure extensions.

• Place 80% of workforce-program graduates within six months and retain 75% in employment after one year.

Plans:

1. Strengthen internal controls and monthly financial monitoring. Require reconciliations, segregation of duties, contract controls, audit-log review, grant tracking, inventory controls, and written corrective-action plans.

2. Conduct regular operational and procurement reviews. Of contracts, subscriptions, vehicles, facilities, energy use, insurance, technology, consulting, and duplicated services.

Objectives:

• Zero repeat audit findings: catch mistakes before they become losses, overdrafts, questioned costs, or public scandals. Tennessee’s Comptroller states that management is responsible for designing and implementing internal controls.

• Lower operating cost without cutting essential services: redirect waste and avoidable spending toward roads, safety, education support, and infrastructure.

Measurable Evidence of Effectiveness:

• Transparent public dashboard, identifying recipient, duration, estimated public cost, promised jobs, wages, investment, and performance requirements.

• No major county project approved without identifying lifecycle costs and a funding source.

• Zero repeat county audit findings in departments under mayoral management.