The Chattanooga City Council Strategic Planning Meeting focused on administrator reconfirmations and board appointments, featuring presentations from key department heads. Below is a sequential summary of the meeting, highlighting key points, projects, and priorities, with particularly interesting initiatives noted.

Meeting Summary (Sequential Order)

1. Opening and Approval of Minutes (0:11–0:23)  
   The meeting began with a call to order and a motion to approve the minutes, which passed without objection.
2. Introduction to Administrator Conversations (0:25–1:05)  
   The council continued discussions with administrators up for reconfirmation on the 24th. The purpose was to allow administrators to present their roles and priorities informally, especially for new council members. Each administrator was given approximately two minutes to speak.
3. Gerald Neil, Technology Services (1:09–4:30)  
   Overview: Gerald Neil outlined the responsibilities of the Technology Services Department, emphasizing its role in public safety and operational efficiency.  
   • Key Responsibilities:  
     Manages hundreds of cameras citywide for public safety.  Oversees 380 signalized intersections, including their technological infrastructure.  Supports payroll, vendor payments, employee onboarding, and performance management systems.
   • Interesting Projects and Priorities:  
     AI System Implementation: Neil highlighted the adoption of an AI system to enhance employee capacity, allowing staff to focus on uniquely human tasks. This is a forward-thinking initiative to leverage technology for efficiency (2:22–2:33).  Centralized Data System: The department is consolidating city data into a single, accessible platform for faster analysis and better decision-making using AI tools (2:36–2:49).  Meeting Private Sector Expectations: Neil emphasized designing a responsive department to meet constituent expectations shaped by private industry standards, aiming to deliver effective, efficient, and occasionally delightful government services (3:24–3:49).
   Council Interaction: A council member thanked Neil for providing detailed information on traffic signal infrastructure costs, noting that Technology Services handles both the signaling and physical infrastructure, not Public Works (3:57–4:25).  Notable Aspect: The use of AI to enhance city operations and decision-making stands out as a cutting-edge priority, aligning with modern technological trends.
4. April FTH, Interim Administrator for Parks and Outdoors (4:34–7:44)  
   Overview: April FTH, interim administrator, introduced herself and her qualifications, expressing enthusiasm for her role pending confirmation.  
   • Background and Accomplishments:  
     Previously worked in community development in Clark County (population ~500,000), where she saved $1 million for the general fund through process improvements (5:01–5:08).  Reduced permitting times from 26 weeks to 3 weeks, a process still in place today (5:12–5:21).  Improved communication with external stakeholders like the building association, which accounted for 75% of new home construction applications (5:46–6:12).
   Why Chattanooga?: FTH chose Chattanooga strategically for its outdoor lifestyle (running, paddleboarding), warm weather, and lack of state taxes. She plans to stay long-term, with a 20-year vision that includes her family relocating (6:39–7:21).  
   • Interesting Priorities:  
     Process Improvement Expertise: Her track record of reducing permitting times and saving costs suggests a focus on efficiency, which could translate to impactful changes in Chattanooga’s Parks and Outdoors programs (5:06–5:39).  Community Engagement: Her experience with stakeholder outreach could enhance community involvement in parks and outdoor initiatives.
   Council Interaction: A council member referenced an email about soccer, to which FTH responded she would investigate further, indicating responsiveness to community needs (7:32–7:42).  Notable Aspect: FTH’s strategic relocation to Chattanooga and her long-term commitment suggest stability and dedication, potentially leading to sustained improvements in the department.
5. Karissa Jones, Department of Early Learning (7:48–13:51)  
   Overview: Karissa Jones, administrator since 2018, highlighted the growth of the Department of Early Learning from an office of 4 to a department of 185 professionals.  
   • Department Structure: Comprises four divisions:  
     Office of Early Learning (led by Jalisa Brumfield).  Office of Head Start and Early Head Start (Miranda Clark).  Office of AmeriCorps Senior Foster Grandparent (Claudius Pratt).  Office of Community Forward (Jquel Thomas).  Includes support staff like a parent-family engagement coordinator, fiscal analyst, and community coordinators (9:40–10:22).
   Mission and Scope: Supports residents “from the womb to the tomb,” serving pregnant mothers, young children, and senior foster grandparents who mentor youth until retirement or passing (9:01–9:36).  
   • Interesting Projects and Priorities:  
     Investment-Ready Model: Aligned with Mayor Kelly’s “One Chattanooga” plan, the department is a national model for early learning, with other cities and organizations (e.g., NLC, Governor’s Early Literacy Foundation) seeking their expertise (11:16–11:54).  Best Place for Working Parents Designation: The department’s efforts, combined with citywide services, earned Chattanooga a designation as a “Best Place for Working Parents” in 2024, with plans to promote this achievement (12:12–12:43).  Early Learning Growth: The department’s expansion from 4 to 185 staff and its collaborative partnerships (e.g., Chattanooga 2.0) demonstrate significant impact (11:56–12:04).
   • Council Interaction:  
     A council member clarified the process for handling constituent calls via a general voicemail number, with Jones’ assistant disseminating messages to appropriate divisions (12:51–13:12).  Another asked about the AmeriCorps Senior Foster Grandparent program’s status, which Jones confirmed is stable, with a recently submitted grant application (13:16–13:49).
   Notable Aspect: The department’s national recognition and comprehensive “womb to tomb” approach make it a standout initiative, particularly its influence on early literacy and community engagement.
6. Carol Hunter, Department of Community Development (13:54–18:34)  
   Overview: Carol Hunter, administrator for 10 months, discussed leading through post-pandemic challenges, including low morale and instability following multiple leadership changes.  
   • Key Actions:  
     Conducted staff retreats using Who Moved My Cheese to address change-related trauma, focusing on listening to staff needs (14:54–15:16).  Identified staff priorities: enhanced training and improved safety at community centers (15:25–15:30).
   • Interesting Projects and Priorities:  
     Staff Development and Safety: Implemented comprehensive training, resulting in a 16% increase in employee satisfaction. Collaborated with the Chattanooga Police Department (CPD) and HR to revise policies on physical interventions, ensuring staff safety during conflicts (15:40–16:24).  Community Center Safety Measures: Added lockers to prevent weapons in centers and partnered with the school system to adopt SRO best practices, addressing issues that transfer from schools to centers (16:30–17:15).  Community Center Hubs: Transforming community centers into “one-stop shopping” resource hubs, aligning with Mayor Kelly’s vision for integrated community services (17:25–18:01).  MyChat Connect App: Introduced to automate manual processes, improving efficiency and supporting the hub model (17:45–17:52).
   Council Interaction: No questions were raised, indicating satisfaction with Hunter’s presentation (18:23–18:30).  Notable Aspect: The transformation of community centers into resource hubs is a visionary project with potential for significant community impact, especially when paired with safety and efficiency improvements.
7. Phil Noblett, City Attorney’s Office (18:39–23:15)  
   Overview: Phil Noblett, representing both the mayor and council since 1985 (a city employee since 2009), outlined the legal department’s extensive responsibilities.  
   • Key Responsibilities:  
     Manages 8 lawyers and 7 support staff, serving 26 municipal boards and 20 departments (19:47–20:02).  Handles open records requests (7,000 last year, projected 8,000 this year), Title VI compliance, and ethics inquiries (20:06–21:24).  Oversees 436 contracts last year, with 195 in the first five months of this year, averaging 6.8 days for review (20:27–20:46).  Manages over 90 civil litigation matters, reducing reliance on costly outside counsel (21:31–21:44).  Addresses on-the-job injury claims and disciplinary actions (21:53–22:02).
   Background: Noblett has worked under six mayors and five council groups, with prior experience representing the police department and construction-related boards (22:31–23:12).  
   • Interesting Priorities:  
     Efficient Legal Operations: The high volume of contracts and open records requests handled in-house demonstrates cost-effective service delivery (20:27–21:24).  Ethics Officer Role: Noblett’s role as the city’s ethics officer adds a layer of accountability to city operations (20:15–20:19).
   • Council Interaction:  
     A council member asked about the deputy (Valerie Malik), whom Noblett introduced (22:12–22:26).  Another inquired about his work from 1985–2009, which included legal representation for the police and construction boards (22:28–23:12).
   Notable Aspect: The department’s ability to manage a high volume of legal work in-house, particularly litigation and contracts, saves significant costs for the city.
8. Board Appointments and Closing (23:23–26:44)  
   • Board Vacancies: The council discussed openings on:  
     Community Advisory Councils in Districts 1, 2, 6, and 8, tied to community centers (23:41–23:56).  Animal Control Board, requiring appointments from Districts 4, 5, and 6 to function fully (24:05–24:24).  Passenger Vehicle for Hire Board, needing a joint appointment from Districts 4, 5, and 6 (24:29–24:37).  Historic Zoning Commission (HB), with some expired terms and opportunities for members to continue or step down (24:40–24:57).
   • Council Interaction:  
     A council member asked about time commitments for board service, to which the response was to contact Chris Anderson, who can provide details (e.g., Planning Commission requires hours, while some boards meet for 30 minutes monthly) (25:13–25:55).  Councilman Elliot requested adding a policy and constituent support services discussion to the next strategic planning agenda, with a revised document to be sent in advance (26:14–26:32).
   Notable Aspect: The emphasis on filling board vacancies highlights the council’s commitment to ensuring functional governance structures, particularly for community-focused boards.

Particularly Interesting Projects and Priorities

AI and Data Integration (Technology Services): Gerald Neil’s focus on using AI to enhance employee capacity and centralize data for better decision-making is a forward-looking initiative that could set a precedent for municipal technology use (2:22–2:49).

Community Center Hubs (Community Development): Carol Hunter’s plan to transform community centers into comprehensive resource hubs aligns with Mayor Kelly’s vision and could significantly enhance community access to services (17:25–18:01).

Early Learning’s National Model (Department of Early Learning): Karissa Jones’ department being recognized nationally as an investment-ready model for early learning, coupled with its “Best Place for Working Parents” designation, showcases Chattanooga’s leadership in education and workforce support (11:16–12:43).

Legal Efficiency (City Attorney’s Office): Phil Noblett’s team handling thousands of open records requests and hundreds of contracts in-house demonstrates significant cost savings and operational efficiency (20:27–21:44).

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