.jpg)
VISIONARY LEADERSHIP
This is the most rewarding job interview I have ever had. I get to speak with my friends, neighbors and future friends about their needs and wants for our city. I also understand that this is a temporary position, and I will be evaluated continually while I serve you. I will work hard each day to make sure that I am doing the best job that I can do for the residents and employees of Gallatin.
I also understand that Gallatin is a regional leader, and that carries a burden to maintain and grow. Our city has access to amazing K-12 schools and post-secondary institutions. These educational entities play a vital role in making Gallatin a better place, and we need to lean into them to provide learning opportunities for our workforce and citizens.
I will work with you to maintain our place as the best city in the Southeast.
-
Practice Servant Leadership. The job of Mayor requires leadership skills, and those skills and decisions revolve around what is best for the employees and citizens of Gallatin.
-
Collaborate with Department Heads to ensure employee retention. Focus on the unique culture of each department to help recruit and retain top talent.
-
Look at comparable city governments to assure we are competitive in pay scale and benefits, including city vs. employee cost of benefits.
-
Develop ways to make city government better for the citizens of Gallatin.
-
Partner with departments to evaluate current internal city processes and determine what specifics need to be addressed to improve how the city supports them.
-
-
Create an environment that welcomes citizens into governmental affairs.
-
Transparency in decision making processes so the citizens can see what their government is doing to better their quality of life.
-
Create a strong community by developing our overall identity.
-
Economic vitality - recruit employers that will bring high volume and competitive pay jobs.
-
Fiscal integrity in budget making.
-
Collaborate with local leaders and residents to define and promote Gallatin’s unique brand identity to attract investment and build pride in our community.
-
-
Partner across all city departments to create and implement a phased long-term vision plan that guides Gallatin over the next 5-, 10-, 20-, and 50-years.
-
Answer questions about proposed development projects before they are discussed:
-
Is there a need for this project in that location?
-
Will this project be beneficial for the city?
-
Will this project create a positive experience for the citizens?
-
-
Collaborate with departments that are involved in infrastructure projects to plan out how we catch up, then stay ahead of developments.
-
Work with the Tennessee Legislature to improve traffic flow on state roads that are vital to Gallatin.
-
Look at locations in Gallatin that will benefit from redevelopment, and utilize grants and cooperative public-private efforts to improve commercial corridors in Gallatin. We can improve these corridors with updated development to meet the needs of the citizens.
-
-
Collaborate with Department Heads to ensure employee retention. Focus on the unique culture of each department to help recruit and retain top talent.
-
Evaluate comparable city governments to ensure we are competitive in pay scale and benefits, including city vs. employee cost of benefits.
-
Partner with the City Departments to craft 5, 10, and 20-year plans for their respective department and for their role in the future of Gallatin.
-
Partner with Department Heads and their respective staff to evaluate internal city processes and deliver the tools, staffing, and resources they need to succeed.
-
-
City Hall -
-
Do we renovate? Do we build new? Do we move city offices to other buildings in the city?
-
If move or rebuild City Hall, what do we do with land that currently houses City Hall, Fire Station #1, Police Headquarters, and Farmer’s Market?
-
-
Complete the overhaul of Water Plant.
-
Complete the replacement structures for Fire Hall #1 & Fire Hall #2.
-
Look for a site for the new Police headquarters, and complete the construction process.
-
Collaborate with departments to prioritize their capitol needs in the next 5, 10, and 20 years.
-
Look at the vision plan to determine other updates that will need to be made.
-
-
Encourage proper decorum during meetings, allowing for collegial discussion of ideas.
-
Discussions should focus on high quality discourse about the substance of the discussions, while eliminating personal attacks on the people discussing the ideas.
-
We will use data points relevant to the discussion to reach decisions.
-
We will listen to the smartest points of discussion, not just the loudest.
-