100 DAY PLAN

Conduct a full fiscal health review including revenue projections, mandated costs, structural deficits, and reserve levels.

Review forecasting plan if available

Review the current $43M deficit and internal borrowing structure.

Explore use/implementation of OpenGov software to build public trust, improve communication around budgeting, and maximize every dollar.

Present a Fiscal Advancement Proposal with options for phased correction (efficiencies, consolidation opportunities, tax consideration, attritionbased savings).

Initiate a cross-division audit of contracts, grants, and vendor performance.

Establish a Budget Advisory Table with representation from finance, elected offices, municipal partners, and community leaders.

Release the County’s first Quarterly Financial Condition Report.

Publish a three-year Forecasting Model outlining potential tax impacts, debt obligations, and growth trajectories.

Submit recommendations for a disciplined, structurally balanced Fiscal Year development process.

Conduct listening sessions with employees in every major department.

Review organizational structure, staffing allocations, and vacancy impact across all units.

Establish service-level expectations for procurement, payroll, grants, and risk management.

Review classification and compensation improvement study if available.

Begin audit of all long-outstanding reimbursements and federal grant drawdowns.

Implement workflow improvements in procurement to reduce processing time.

Publish a vendor performance scorecard and late-payment reduction strategy.

Launch countywide financial literacy and contract-support workshops for small businesses.

Develop a centralized entry point for vendor onboarding, minority vendor expansion, and compliance support.

Legacy U Small Business Accelerator Academy foundational components (business mentors, session instructors, etc.)

Begin the development of a Sports, Arts, and Innovation Council to enhance regional economic opportunity (Mayor’s Sports Council)

Review security assessment of all systems, cyber vulnerabilities, and data-sharing gaps.

Inventory of outdated platforms and mapping of all digital inefficiencies affecting public service.

Begin consolidation of duplicated systems across divisions.

Release a Digital Futures Roadmap for next 24 months.

Begin consolidation of duplicated systems across divisions.

Implement a unified online portal prototype for permits, payments, and service requests.

Adopt cybersecurity standards aligned with federal recommendations.

Review all permitting workflows, timelines, and backlogs.

Assess zoning processes and identity barriers to housing expansion.

Standardize timelines for permit reviews and publish expected turnaround times.

Introduce a New Neighborhood Renewal Framework prioritizing high need areas (Orange Mound, Frayser, Hickory Hill, South Memphis, Millington).

Launch a Transit & Safety Review with MATA Police, Sheriff, and key neighborhoods for Safe Route development/strengthening

Begin economic modeling of launching 901-RIDE and its return on workforce participation, school attendance, and downtown travel.

Evaluate MATA capital needs, bus fleet modernization, and paratransit failures.

30-Day assessment of regional transit routes, gaps, and county-job access (review analysis if currently available).

Condition assessment of roads, bridges, fleet, and service routes.

Evaluate contracting efficiency and current level of service gaps.

Establish performance standards for road repair, waste pickup, and facility maintenance.

Review 12-month Capital Maintenance Prioritization List.

Blight, Code Enforcement, and Vacant Property: Begin legal review of absentee owners and chronic code violators.

Conduct (or review) full operational and safety audit of 201 Poplar and Jail East.

Assess staffing levels, turnover drivers, overtime use, and training gaps.

Collaborate with Department on Correctional Workforce Stabilization Plan, including retention options and safety improvements.

Review plans for a new detention facility including population projections and financing models (if applicable and available)

Establish a cross-agency Case Flow Team (District Attorney, Public Defender, the Courts) to reduce bottlenecks driving overcrowding.

Publish a Corrections Reform Framework with timelines, capital demands, staffing needs, and legislative asks.

Review financial and operational structure of Regional One in coordination with hospital leadership.

Assess countywide behavioral health capacity, crisis response needs, and community clinic gaps.

Release a Public Health Integration Plan aligning County Health, Regional One, community providers, and EMS systems.

Present a Behavioral Health Expansion Strategy including crisis stabilization, mobile response, and jail diversion.

Publish Regional One Support Milestones for capital, governance, and service delivery.

Review all human services programs for coverage, duplication, and unmet need.

Evaluate contract performance for shelters, food distribution, and emergency housing.

Expand youth opportunity pathways aligned with safety and workforce goals.

Collaborate with municipalities to release a Community Center Stability Plan focusing on food access, emergency shelter, eviction prevention, youth supports, and more.

Establish Happy Homes Coalition committed to 500 affordable home units in year one: developers, banks, a philanthropy partner, the countywide housing team representatives, a construction training program, landlords willing to convert existing units to affordable

Release “Happy Homes” and 500 Homes Affordable Housing Acceleration Plan in coordination with municipal partners.

Develop a Coordinated Housing Response across all partner agencies.

Regular huddle with Elected Clerks, Judges, and Department Leads to understand their needs as a whole and not in silos.

Review docket loads, continuance rates, and bottlenecks to strengthen understanding of budget requests.

Review analysis of specialty courts for capacity and need.

Review or begin joint safety assessment with SCSO leadership reviewing patrol patterns, staffing, and technology needs.

Collaborate to launch a Case Flow Improvement Partnership.

Review assessment of pretrial capacity expansion strategies.

Release a Justice Access Report with findings and solutions for efficiency and fairness.

Request needs audit and capital plan for 201 Poplar.

Publish a plan explaining what is required, why, and how the county intends to proceed with 201 Poplar.

Begin/continue conversations with federal partners on funding support for 201 Poplar.

Review data on violent crime drivers and repeat incidents.

Review or begin joint safety assessment with SCSO leadership reviewing patrol patterns, staffing, and technology needs.

Expand partnerships for co-response teams for mental health calls.

Release a Countywide Community Safety Framework combining prevention, intervention, enforcement, lighting, and youth supports.

Standardize reporting on use-of-force, response time, and patrol coverage.

Conduct structured 1:1 meetings with each elected office.

Identify shared challenges and overlapping service issues.

Publish a Joint Governance Commitment outlining communication protocols, shared data, and transparency expectations.

Assess attendance, youth employment, and transportation gaps.

Create the County Education Compact.

Engage the Chamber, Workforce Investment Network, and major employers to solidify the Pre-K to Paycheck Literacy – to – Life pathway job, mentorship, and hiring commitments

Establish the Go-Pro Board

Review current progress with Birth-to-3 supports provided at home, hospital new parent kits with community partners

Identify plan and actions needed to implement Middle Matters

Collaborate with community partners and municipalities to embed Parent Power hubs in community centers to support families

Review all debt schedules, bond obligations, and refinancing opportunities.

Publish long-term projections and provide a transparent debt capacity analysis.

Review all Pre-K contracts, provider quality measures, and waitlist data.

Review Pre-K Expansion Plan based on need, readiness, funding, and provider capacity.

Release a County Early Learning Access Map.

Explore childcare subsidy support for families.

Review all CIP projects, cost overruns, delays, and obligations.

Reprioritize projects based on safety, impact, and fiscal constraints.

Publish a transparent, multi-year CIP with timelines, financial implications, and public progress tracking.