Public Meetings - Jackson, Mississippi

The Public Works Committee met on October 27, 2026, to review Public Works staffing vacancies, blight cleanup operations and equipment, the Jackson Water authority transition, solid waste finances and staffing, equipment funding, and road repair scheduling. No agenda or minutes were available, so this summary is based entirely on the meeting transcript. Vacancy Report - HR Director Tory Martin reported that Public Works currently has 22 budgeted vacancies, down from 24 at the last report; two positions (a heavy equipment operator and a maintenance worker) have been filled since then. - Public Works Director Lorenzo Anderson said the department is reviewing the budget team's personnel list (loader) against the active roster because some listed vacancies may still carry the names of former employees. Council members agreed that the vacancy list must be reconciled before vacancies are reclassified or filled. - The Public Works personnel list reviewed contains 170 positions. Council members asked for an active roster to be provided so the true number of vacancies can be confirmed. Blight Cleanup and Equipment - Deputy Director James Carwell presented a new per-property tracking invoice that documents work performed, equipment used, fuel, and cost. A Jennings Street example totaled just under $4,000. - The city now has access to the transfer station, allowing crews to return to previously cut properties to collect and haul debris. - Planned equipment purchases include side-mounted swing cutters for existing track machines, priced between $11,000 and $16,000 each, and a Caterpillar 310 demolition machine estimated at $170,000-$200,000, with a breaker attachment around $15,000. Carwell said the equipment is within the existing budget. - The city intends to use the cost data to file liens and pursue foreclosures on abandoned properties to recoup expenses. Councilman Parkinson offered to help develop a dashboard to reduce administrative work. Blight Management and Neighborhood Recovery Plan - Committee leadership presented a draft blight management and neighborhood recovery structure, developed over about 25 months, with a master plan, task force, and a six-person neighborhood recovery team. It is intended to complement, not replace, the mayor's Jackson Rising and blight program. - The plan prioritizes safety, adjudicated properties, 311 complaints, and clustered areas to make efficient use of equipment and crews. A council member said a resolution to adopt the plan will be brought forward, possibly at the November 3 meeting. - JRA representative Alex Austin expressed interest in working with the city on disposition of some properties, potentially for low-income housing and development. Water Authority Transition - The city attorney summarized Jackson Water's transition plan, which would create an independent public water authority, with a court-appointed initial board, account-holder selection of successors, transfer of assets/liabilities/contracts, and a target transition around mid-to-late 2027. - The city attorney expressed disappointment that the plan was submitted without the promised collaboration and said Jackson Water's representative missed recent scheduled meetings. The city will file comments by December 4 and is likely to submit a competing plan. - The city agrees an independent board is appropriate, but disagrees with removing elected officials' input in board selection. Councilman Foote raised concerns about accountability and how long a federal court would oversee the system. Solid Waste Operations - Solid Waste Director Ms. Weathers said solid waste operates as an enterprise fund, not from the general fund. From March through August, sanitation costs averaged about $1.2 million to $1.3 million per month, while the city received about $1.4 million per month from Jackson Water for sanitation bills. She noted the city should eventually decouple sanitation billing from water billing. - A street sweeper exists in infrastructure, but there is no operator. Weathers said restructuring in November and training could put an operator in place around the first of the year. - Current special-event staffing is about five to six people, with three maintenance workers and four operators, two of whom are dedicated to weekend special events. - Council members asked administration to follow up on possibly restoring a paid partnership with Keep Jackson Beautiful. Equipment Funding: Jet Trucks - Public Works requested two jet/vacuum trucks for drainage work. Each truck costs about $650,000, with a lease-purchase option of $154,000 per year ($12,860 per month); two trucks would total $308,000 per year. - The existing two vacuum trucks are more than 10 years old; one is not working and the other operates at about 25% vacuum capacity. No funding source has been identified, and no formal vote was reported. Road Repairs and Traffic Study - Councilman Foote expressed strong frustration with delays in resurfacing work funded by the one-cent sales tax, saying residents have been waiting and contractors and the tax commission are ready to proceed. Director Anderson said engineers are assessing more than 300 streets in mid-November to determine mill-and-overlay versus reconstruction work, but weather limits how much can be done this season; getting 25 streets done would be a positive outcome. The CAO said he would discuss the matter with the director. - A traffic study was requested by Senator Norwood and Representative Summers for specific streets with traffic signals that may need replacement or removal. The city said it would move quickly on that study. Key Outcomes - Public Works and the budget team will reconcile the vacancy list against the active roster before reclassifying or hiring positions. - Blight cleanup will continue using the new property tracker, with planned equipment purchases moving ahead and a blight plan resolution expected at the next meeting. - The city will file water authority transition comments by December 4 and prepare a competing plan. - Solid Waste will work toward hiring/training a street sweeper operator and follow up on Keep Jackson Beautiful. - The jet truck lease request remains pending because no funding source has been identified. - Road repair and traffic study follow-ups were assigned to administration and Public Works.

The Planning and Development Committee of the City of Jackson met on October 27, 2026, with a quorum present. The committee discussed the data center ordinance timeline, the Homeward Jackson homeless outreach project, JTRAN transit reliability, and a proposed grocery development. Two emergency discussion items were added by motion. Public Comments & Testimony - Sheila O'Flarity (Ward 5) expressed dissatisfaction with JTRAN service, citing buses not running, tracking failures, and long wait times (e.g., route 3565 runs every two hours). She stated she has to call customer service daily to confirm if buses are operating. She noted that last Saturday a bus did not run and a supervisor was riding the route but left earlier riders waiting. She reported no response from the new operations manager about tracking issues. Discussion Items - Data Center Ordinance Timeline: City Attorney/Interim CAO Drew Martin reported that the six-month moratorium on data centers (set in June 2026) expires later than initially thought due to publication date; it is not in danger of lapsing within 30 days. He had missed an internal deadline to deliver the ordinance but said he needs about one more day to complete it. The ordinance will require data centers to submit water and power usage information for review by utilities and possibly outside engineers. Martin noted that specific requirements (noise, setbacks, appearance) will be handled during site plan review, not the ordinance itself. He also mentioned that community benefits agreements (e.g., contributions to water infrastructure, public safety) would be negotiated once a developer is secured. Council members expressed support for moving forward, with one noting the potential for significant revenue and strengthening city finances. - Homeward Jackson Project: Javonda Stanton, Program Manager/Director from Mississippi Housing Partnership, presented the initiative to house 1,400 people over two years. Strategy includes: (1) 300 target individuals living in encampments via outreach, case management, and wraparound services; (2) 1,100 people at risk of falling into homelessness, addressed through diversion and stability services. Stanton reported that four candidates (two couples) from encampments have already been selected, engaged, and agreed to housing. The goal is to close the first encampment by the first week of November 2026. Two case managers are ready; Hinds Behavioral Services will provide mental health assessments. Landlords have been identified to offer units. Council members praised the plan and emphasized trust-building and the need for sustained funding. - JTRAN Transit Reliability: Christine Welch, Transit Services Director, confirmed driver shortages (need 45 drivers per day, averaging low 40s/high 39s) leading to missed routes and unreliable tracking. She stated the system has not been fully functional since before the strike and that the contractor MV Transportation is responsible for hiring. City Attorney Martin said the city has limited ability to address the shortage directly. The RFP for a new contract will be released in the next 120 days, and alternative models like microtransit are being considered. Council members noted the risk of ridership collapse if reliability does not improve. - Grocery Development (McDowell/Terry Road): Angela (staff) reported that developers Theodore Holloway and Charlotte Reeves have purchased the old Roses store and are trying to purchase the adjacent Food Depot to create a grocery store and wholesale distribution center. They need to go through site plan and zoning approval. Councilwoman Thomas-Brown urged proactive outreach to grocery chains and preparation of shovel-ready sites. Council members expressed support and offered to join meetings with developers. Key Outcomes - Emergency Items Added: Motions to add JTRAN and grocery development as emergency discussion items were made, seconded, and passed by voice vote. - Data Center Ordinance: The ordinance is pending completion; City Attorney Martin expects to deliver it within a few days. The council will schedule public hearings once the draft is available. - Homeward Jackson Pilot: The project is underway with four candidates; first encampment closure targeted for early November 2026. The council committed to supporting the initiative and closing funding gaps. - JTRAN RFP: The city will issue a new RFP within 120 days. No immediate operational fix was identified; the council acknowledged the systemic driver shortage. - Executive Session: The committee voted to enter executive session for litigation and personnel matters. No action was taken, and the meeting adjourned.

The Jackson City Council held a public safety and parks committee meeting on October 14, 2026. The meeting covered park prioritization and maintenance, council chamber security protocols, the city's use of Flock license plate reader cameras, and a brief update on disaster preparedness. Key discussions included establishing partnerships for park maintenance, creating an ordinance to authorize a sergeant-at-arms, and drafting a public response regarding Flock camera privacy concerns. The council also entered executive session for personnel matters but took no official action. Parks Prioritization Discussion - Councilman Hartley requested an evaluation of all city parks, focusing on attendance, maintenance levels, and overall usefulness. He suggested coordinating with public works to gather maintenance data. - Interim Parks Director (Ms. Simley) agreed to develop a phased plan to provide the requested information and recommended prioritizing groups of parks rather than addressing all at once. - Councilman (likely Ward 7 representative) noted three additional parks missing from the inventory: Bellhaven Heights Park, Smith-Wills Stadium, and Woodrow Wilson Walking Trail. He emphasized the need for partnerships with neighborhood groups, churches, and businesses to maintain many parks, with Battlefield Park in Ward 7 as the city's signature park requiring direct city investment. - Ms. Simley raised the issue of Grove Park's overgrown condition, noting a disconnect with the solid waste department which considers it a golf course rather than a park. She committed to coordinating with public works for regular maintenance. - A council member mentioned an upcoming MOU with Word of Life Church for Pittman Park to address homelessness-related activity and requested a full report on all existing park MOUs. - Another council member requested a condition assessment of park assets (playgrounds, trees) to inform the FY28 budget, with a target completion date within eight months. - A council member noted two grants identified for parks (baseball/football related) and would share the information with the interim director. Council Chamber Security - City Attorney Jason Neighbors reported that no current ordinance specifically addresses security for council meetings. He and Police Chief Brackney proposed a solution: a rotating roster of officers assigned to each meeting, rather than a full-time sergeant-at-arms, allowing officers to remain on patrol. - Council members expressed concerns about the legal authority to remove disruptive individuals, referencing an ongoing lawsuit related to a previous removal. Neighbors clarified that a dedicated sergeant-at-arms would require a new ordinance, which is legally permissible. - A council member directed the city attorney to draft an ordinance and research best practices from other municipalities, emphasizing the need for personnel capable of physically enforcing decorum. This comment led to a brief exchange about potentially disparaging language, but the chief assured that all officers are capable. - Final consensus: The city attorney will prepare an ordinance for full-time security and implement a rotating officer schedule in the interim. Flock Camera Discussion - Councilman Hartley requested an update on Flock cameras due to public privacy concerns. City Attorney Neighbors stated he was not prepared to discuss potential legal claims in open session and recommended any related emails be sent to his office. - Chief Brackney confirmed Flock cameras were approved and installed in 2024 (vote of 5-2) and have been effective in solving homicides. However, she stated the city is not renewing the contract and will seek a license plate reader system with stringent policies to prevent misuse. - Some council members distinguished between device misuse and officer misconduct, noting that other municipalities face similar issues. The council agreed to have the city attorney craft a standardized public response about the city's position on Flock cameras. Disaster Preparedness - A council member inquired about readiness for tornado season and inclement weather. Fire Chief Thomas Jackson reported that the fire department has boats positioned throughout the city, personnel ready to respond to flooding, and a partnership with Hinds County EOC. The council encouraged similar coordination with public works and police. Key Outcomes - Parks: The interim director will produce a phased evaluation report on park usage, maintenance, and conditions within eight months, with priority on specific park groups. The council will receive a list of all existing park MOUs. Staff will coordinate with public works on Grove Park maintenance. - Security: The city attorney will draft an ordinance for a permanent sergeant-at-arms and implement an interim rotating officer schedule for all council meetings. - Flock Cameras: The city will not renew the Flock contract. The city attorney will provide a standard public response regarding the city's position and handle legal inquiries. - Executive Session: No official action was taken during the closed session.

The Public Works Committee convened on October 5, 2026 to receive a detailed briefing on the 1% sales tax street program, review public works vacancies and hiring efforts, and discuss the launch of the blight team's operational plan. 1% Sales Tax Program Updates and Phase Status - Director Lorenzo Anderson reported that Phase 1A (approximately $11 million) is complete, Phase 1B is roughly 60% complete, and Phase 1C is about 90% complete. All Phase 1 work is expected to finish by the end of 2026, pending weather. - Phase 2 has received $550,000 in commission-approved design funding. The city is contracting with EJES for design and is exploring term bids with AdCamp (the Phase 1 contractor) to accelerate paving and avoid mobilization costs. - Councilman Parkinson expressed strong support for term bids, stating they are an efficient way to pave streets and should be utilized for Phase 2. - Councilman Foote requested clarification on funding for Old Canton Road (item 22). Anderson explained the project includes dedicated 1% funds (used for initial engineering) and CMPD money from the county ($3.5 million). The city is pursuing a hybrid project with the county to create a comprehensive corridor improvement, avoiding separate partial projects. Foote also noted approximately $96,000 in county funds that must be used by year-end. - Councilman Foote raised concerns over the lack of modernization tax projects in the project list and questioned bond fund availability. Terry Williamson (City Attorney) clarified that the sales tax commission has obligated $16 million for Phase 2 construction and $550,000 for engineering. Mr. Perry (1% commission member) added that the original 2020 bond issue ($35 million) is largely depleted due to previous administration accounting issues; remaining bond funds are being used to complete Phase 1B and 1C. - Councilwoman Brown asked about delays on the Elton Road project (now pushed to January). Anderson cited a slower-than-expected legal review and design process, but noted MDOT may waive the normal lengthy LPA process due to the funding being earmarked for the city. Bridge Inspections, Detours, and Funding Needs - Responding to citizen complaints about lengthy detours, Anderson stated most city detours are 15–20 minutes long. He cited a Dixon Road detour as approximately 20 minutes. - Regarding multiple bridge closures on a single commute (e.g., Officer Catching Bridge and Forest), Anderson explained the city has no advance notice because the state inspects and immediately closes bridges deemed impassable. He noted that the city has over 200 bridges, and proactive assessments are not currently possible without significant funding (e.g., May Street bridge is estimated at $6–7 million). - Councilman Parkinson questioned why the city cannot conduct proactive condition assessments rather than waiting for state inspections. He urged exploring a proactive bridge maintenance program. Public Works Personnel, Vacancies, and Recruitment - Tory Martin (HR Director) stated that Public Works has 24 funded vacancies. Seven of those positions are actively being recruited. She listed specific vacancies including an Environmental Program Coordinator, Sanitation Inspector, Heavy Equipment Operators, Mechanics, Custodians, a Fleet Manager (interim), a Purchasing Supervisor, and Equipment Operators. - Councilman Foote stressed the urgent need for professional engineers and support staff in Public Works, noting a severe loss of institutional knowledge over the past eight years. He said it is unfair for Director Anderson to manage alone and called for more engineering staff to sign off on plans and improve departmental effectiveness. - Councilman Parkinson supported reclassifying unfilled or unnecessary positions (e.g., a painter vacancy) to create critical new roles (e.g., an engineer). He confirmed these positions are funded and ready to hire. - Councilwoman Clay requested adding road striping personnel, calling it a high priority due to safety concerns on unstriped roads, especially at night. Anderson confirmed only one staff member currently handles striping. - Council President asked HR to provide an updated chart of critical vacancies for the next meeting and to work with IT to better organize job listings by department on the city website to simplify the application process for the public. Blight Team Operational Plan Launch - Council President noted the blight team's "week one" began on the morning of October 5. - Anderson reported that the team is currently focusing on right-of-way clearing, line-of-sight visibility, safety issues, and cutting overgrown private lots. Full demolition operations are delayed until the city landfill is fully operational with a new dozer, expected around December 1 at a cost of approximately $400,000. - Council President shared that the Lieutenant Governor approached him with a potential state reimbursement plan offering $1,000 per cleaned-up or demolished property. The President expressed support and stressed the need to maintain momentum to encourage state assistance. Key Outcomes - Public Works Director Anderson was directed to present a formal street prioritization formula (rating system) to the committee at the next meeting to explain ranking decisions to residents. - HR Director Martin agreed to coordinate with IT to reorganize job vacancy listings by department on the city website and provide a prioritized list of critical vacancies. - Council members voiced support for reclassifying existing vacancies to hire professional engineers and road striping staff. - The blight team launched operations with a focus on lot clearing and safety; full demolition capabilities await landfill equipment expected in December. - Next meeting agenda will include: street prioritization methodology, critical vacancy updates, and potential Phase 2 execution strategies (including term bids with AdCamp).

On September 10, 2026, the City of Jackson held a public safety community meeting focused on police officer retention and recruitment and the real-time command center camera network. Police Chief Rochelle Brackney presented updates and answered questions from council members. No agenda or minutes were available, so this summary is based on the raw transcript. Agenda Item 1: Officer Retention and Recruitment - Chief Brackney reported that Jackson PD was preparing for an October academy class with at least 33 individuals coming through partner departments. - Recruitment strategies included loan forgiveness for public safety employees after 10 years of public service, with stringent conditions, and a proposed sign-on bonus structure where an officer would receive half after the first six successful months and the other half after the next six months. - Chief Brackney said retention efforts included a health and wellness initiative proposal submitted to HR, phased first for Jackson PD and later for other departments, with an app component. She stated the initiative would be cost-neutral to the city because current insurance providers would support it. - She described tracking resignations, including whether an officer was under investigation at the time of resignation and whether they left for another agency. - Investigations cited neglect of duty, incomplete reports, incomplete investigations, no follow-ups, and body-worn camera reviews. Chief Brackney noted that one answer she received during investigations was that the officer had been given the policy on a certain date, which did not fully resolve the accountability question. - Council members asked whether HR was involved to ensure procedures were followed before termination to protect the city. Chief Brackney said supervisors were creating electronic folders for each officer to document counseling, evaluations, and conversations, and that all issues still came up to the chief's office for internal affairs filing. - A council member said retention comes down to support and respect, and asked whether that culture exists from the chief down. Chief Brackney acknowledged the department needs to grow and that pay is only part of the challenge. - Council members described the current force size as 208, below where they want it to be, and expressed support for temporarily declining in numbers if it means retaining quality officers who do not violate civil rights or commit crimes. One council member asked the chief to make clear if a certain staffing number is not actually needed. - Council members discussed the traditional police academy model, noting it excludes people who cannot afford to quit their day jobs to get certified. One council member asked whether alternative certification paths or academy changes were needed, and questioned whether having to "babysit" recruits for 12 weeks indicates the right temperament for policing. - Staffing details included two sergeants per shift being allocated, though not fully staffed, with exact numbers to be provided later. - Discussion also referenced a city take-home vehicle policy issued in May 2026. JPD mirrored it by requiring officers who meet the criteria to notify the department, and sent a memo aligned with Mississippi state law and the city attorney's guidance. One council member suggested upper staff may have misunderstood the policy and should be consulted. Agenda Item 2: Cameras and Real-Time Command Center - Chief Brackney said the real-time command center should be staffed by civilian or non-sworn professional staff because that is the best use of personnel, rather than assigning sworn officers to watch cameras. - She said the department had advertised and interviewed to fill all four real-time command center positions, and that the unit was down to two occupied positions. - Officers are being brought up to standard on real-time command center access and certification, including reinstating PINs and passwords because usage and access had been very low. - A project was described to co-locate 911 operations next to the real-time command center so dispatchers and 911 operators could also see cameras. - Chief Brackney described a demonstration earlier that day showing how different systems could be integrated to talk to each other and data mine, and said attendees were impressed by the time savings. - Data from CAD is pulled for all JPD police calls. The goal is to identify conditions that create public safety hazards, including crime, blight, and fire conditions, and to use a model cities initiative to create a digital twin showing the city's state of hazards and readiness. - Council members discussed camera costs, noting each community camera is part of the Jackson PD budget. There was caution about sharing details publicly for safety reasons, and concern about who has access and who pays the bills. - One council member proposed using an unmanned aerial device to identify out streetlights rather than sending officers to look at telephone poles at night, and said lighting is inseparable from public safety. The suggestion included coordinating with Entergy to get a larger scan view and understand its capabilities. - A council member stressed that every department should be able to provide key performance indicators such as response times, with support systems in place, and referenced metrics sent by the city's KPI consultant. Key Outcomes - No formal votes were reported; the meeting was informational and discussion-oriented. - Next steps included providing exact staffing numbers, continuing the real-time command center buildout, pursuing 911 co-location, exploring nontraditional recruitment paths, working with HR on the health and wellness initiative, coordinating with Entergy on streetlight data, and improving the ability of departments to produce requested metrics.

The Jackson Finance Committee met on Wednesday, August 19, 2026, at 11:16 a.m. to deliberate on the FY27 budget. The meeting featured a detailed presentation from Police Chief Brackney regarding the police department's budget options, followed by council discussion on revenue adjustments, expenditure priorities, and asset monetization. The meeting concluded with a motion to enter executive session for personnel and litigation matters. Discussion Items - Police Budget Presentation: Chief Brackney presented three budget options for FY27: Option 1 (current state at $37 million, 275 sworn officers, 152 support staff), Option 2 (reduction to 265 sworn officers with 10 sworn positions converted to civilian, personnel services at $26 million), and Option 3 (further cut to 255 sworn officers, personnel services at $25 million). She noted that the department currently has 221 sworn officers and 125 support staff due to vacancies, and that legacy contracts (Axon, Huntington, etc.) and balloon payments due October 1, 2026, increase debt service. She also highlighted unfunded mandates such as animal control and that a $345,000 payment for camera equipment is due soon. - Council Questions: Councilman Foote expressed concern about sufficient sworn officers for zones and shifts, seeking to ensure coverage without disclosing tactical numbers. Councilman Hartley requested performance indicators and public transparency, noting that CompStat data is posted weekly. The chair proposed lowering revenue projections by over $5 million, citing six overestimated line items (e.g., sales tax from $37.5M to $35M based on historical actuals). He also presented an expenditure wish list including $36.2M for police, $27M for fire, $15M for public works, $11M for legal, $200,000 for human and cultural services, and $87,000 to raise 39 employees to $12/hour—requiring $11.5 million in cuts elsewhere. - Asset Monetization: Councilman Foote advocated for selling surplus city properties and using proceeds to reduce debt service, noting that JPD's auction contract with VMS (80-20 split after $200,000 recouped by VMS) is unfavorable. He also suggested reinvesting $90 million in general funds into higher-interest accounts to generate an estimated $2 million annually. Councilman Grizzell supported using Grand Gulf evacuation route funds for blight cleanup on Highway 18 and criticized the city's auction contract. The chair noted that GovDeals auction revenue could be increased by listing items more frequently. - Other Deliberations: Councilman Grizzell suggested reducing administrative overhead by merging departments and using funds elsewhere. The chair proposed moving electric utility bills from planning to public works (no net cost). Discussion also touched on the Modernization Tax bond proceeds (about $32 million remaining for ditch and paving projects) and the $886,000 in a separate Grand Gulf fund that could be returned to the general fund. Key Outcomes - No formal votes were taken on the budget. The council plans to continue deliberations on Friday, August 21, 2026, with a public hearing scheduled for the following week. - The council voted unanimously to enter closed session to discuss personnel and litigation matters after correcting the initial motion.

The Jackson City Finance Committee met on Monday, August 17, 2026, at 10:00 a.m. to review the proposed budgets for the Department of Planning and Economic Development and the Department of Communications and Constituent Services for Fiscal Year 2027. Discussions covered agency outcomes, staffing, blight removal, transit operations, PEG media, constituent services, and working conditions. The meeting recessed at approximately 11:00 a.m. and reconvened at 1:48 p.m., with several council members participating. No formal votes were taken; the committee will deliberate on Wednesday, August 19. Planning and Economic Development Presentation - Director Angela Brown presented the department’s 2026 outcomes and 2027 goals. Highlights included: 2,800+ new/renewed business licenses, 3,000+ permits issued, 2,600+ new code enforcement violations, $900,000 spent on blight removal across 40+ properties, and 630+ individuals served through housing initiatives. The department secured $2.8 million for transit bench/shelter improvements, $280,000 for workforce programs, and has merged code enforcement divisions under one unit. A customer success center was piloted to streamline permitting. - Proposed FY27 budget: $11.7 million (general fund), down from $12.5 million in FY26. Largest line items include electric power ($4.474M), JTRAN appropriations ($3M), and salaries ($2M). The department lost 15 staff in the prior year and plans to fill five open positions. - Council member Foote questioned the $7 million drop in JTRAN capital maintenance from $9.085M to $2.085M, noting that bus purchases and maintenance are not separated. He also noted a $1.15 million shortfall in permit/license revenue (collected $1.63M vs. budgeted $2.78M) and asked for a breakdown of 'other revenues' (land sales, rental registration, exams). Director Brown cited processing delays, staff changes, and absence of a large development (Hinds County jail) as factors. - Council member Hartley raised concerns about blight: only $650,000 budgeted for demolitions (plus $800,000 from HUD dollars). He noted that only $12,000 was collected on $900,000 spent (1.3% recovery) and called for a comprehensive blight management plan, a disaster declaration, and a dedicated investigator. He expressed frustration that $907,000 annually is insufficient for the city’s blight problem. - Council member Clay emphasized the need for a complete overhaul of the planning department and urged faster progress on zoning modernization, code enforcement, and rental registration. - Council member Grizzell stressed the need for a clear strategy, better collection of liens, and a legal/investigative person to pursue chronic violators. - CAO Peter Tavison noted that five million general fund dollars go to JTRAN and questioned the efficiency of legacy bus systems versus microtransit. Director Brown confirmed a microtransit RFP will go out this month and that a one-line study will be released next month. Communications and Constituent Services Presentation - Director Lott presented the department’s FY27 budget request of $802,797, a 28.2% increase ($177,242) over FY26. The increase is driven by structural changes: moving PEG (Public, Educational, Government) operations from a separate fund into the general fund and transferring several divisions (action line/311, communications manager, mayor’s office coordinator) into the department by statute. Non-personnel costs (supplies, other services) are declining 42.6% combined. - Current staffing: 11 positions (communications, action line/311, constituent services, publications). No new full-time equivalents are proposed except a director salary adjustment and one administrative assistant (total $61,118). However, constituent services is currently staffed by only one full-time employee (Ms. Pearl Campbell) plus one person borrowed from planning. Ms. Campbell requested an additional full-time position and a vehicle. Director Lott supported this. - PEG Director Kaye Williams stated the top needs are a permanent studio location and equipment overhaul. She noted that PEG is not currently operational on cable TV but streams via YouTube. She also highlighted the lack of a fully operational franchise agreement with Comcast, which could provide funding. - 311 Manager Andy Boone reported that call volume has decreased as water and sewer operations moved to Jackson Water, but he expects an increase with a new mobile app relaunch. He requested a functional copier. - Publications Manager Sheila Sheriff described deplorable working conditions at a leased building: standing water for two years, electrical shortages, fleas, raccoons, inability to plug in all machinery. The city may accept donation of that building, but repairs are needed. CAO Tavison noted that moving costs money and that the city cannot make a profit from publications (government cannot compete with private sector). - Council discussion raised concerns about the dispersal of constituent services to a different building (Porter Building) and the poor conditions of the publications building. Council members supported relocating constituent services back to City Hall and providing Ms. Campbell with a full-time assistant and a vehicle. They also encouraged better utilization of the publications department to save money by doing work in-house. Public Comments & Testimony - No general public comments were made. All testimony was given by department directors and council members. Key Outcomes - No formal votes were taken at this meeting. The committee will hold a deliberation session on Wednesday, August 19, at 11:15 a.m. - Council members expressed clear support for: increasing blight funding and collection rates; adopting a blight management plan with a disaster declaration; modernizing zoning and permitting; re-locating constituent services to City Hall; adding a full-time employee and vehicle for constituent services; improving working conditions for publications; and re-evaluating JTRAN’s legacy system versus microtransit. - A microtransit RFP will be issued within the month, and a one-line study will be released next month. - The committee recessed from 11:00 a.m. to 1:48 p.m. to allow three council members (less than a quorum) to meet privately with staff on personnel matters.

The Jackson City Council Finance Committee met at 10:01 a.m. on Friday, August 14, 2026, to hear FY2027 budget presentations from four city partners: the Jackson-Hinds Library System, Jackson Municipal Airport Authority (JAA), Jackson Public Schools (JPS), and the Jackson Redevelopment Authority (JRA). The meeting concluded with announcements about the next budget hearing. Note: The transcript refers to Hinds County as 'Heinz County' and the Jackson-Hinds Library System as 'Jackson Hines Library System.' Library System Budget Presentation - Library Director Jean Williams presented, noting the system includes 12 libraries—five within Jackson and seven in smaller county municipalities. The FY25 audit is complete; the library's fiscal year is October 1–September 30. - Williams reported that year-to-date, libraries served over 300,000 people, circulated 114,000 physical materials and 35,000 digital materials. Per-capita funding is $18.50, less than half the national average of $41; a $30 per capita minimum would yield a $6.8 million budget versus the current $4.2 million. - She emphasized that revenues have been flat for decades, operating costs are rising, and facilities need immediate investment. The system became structurally unsustainable as far back as 2014–2016, with reserves depleted by 2019 when payroll was nearly missed before Christmas. County funding has been cut by about $500,000 over the last decade. - Williams requested level funding from the city and stressed that the library has no control over buildings; by statute, library funds cannot be used for renovation or construction. A $1.5 million city endowment with the Community Foundation of Mississippi will soon produce dividends but must be managed through city finance. - She is developing a sustainability framework using population, demographics, transit times, and usage data to make data-driven decisions about the future configuration of libraries. - Council members (Mr. Hartley, Mr. Grizzell, and others) expressed concern that the city equalizes funding although only 5 of 12 branches are in Jackson. Mr. Hartley suggested the county should perhaps pay more and questioned whether an independent Jackson library system would be viable; Williams called decoupling 'a disaster' due to shared assets and the 1986 agreement. - Discussion of specific facilities: The McDowell Road library is closed and city-owned; the city is responsible for maintenance. The Margaret Walker Alexander Library, while heavily used, has severe deficiencies (roof, foundation, mold, suspected asbestos); Williams said renovation would cost millions and may not be a sound investment. The city is also considering a HUD-funded downtown branch (approximately $3.75–4 million) at Udorah Welty; funds must be drawn down within eight years, and a plan is needed quickly. - Council members suggested better coordination: quarterly meetings with public works, exploring security partnerships with the county, and having library representation at facility discussions. The chair noted an asset inventory and special hearing by end of April. Airport Authority Budget Presentation - CEO Rosa Beckett and interim CFO Jana Green presented. The authority receives no city operating funding, but the city co-sponsors federal grants; Jackson-Medgar Wiley Evers International Airport has four airlines (American, Delta, Southwest, United) and up to 28 flights daily, plus Hawkins Field. - FY2027 budget: operating revenue $26.2 million, operating expenses $23.9 million (0.27% increase), net operating income $2.26 million. Headcount is 119, down from strategic reductions. - Enplanements are projected at 610,000 (3.43% decrease) and landing weights down 2.98%, with airlines being conservative due to fuel costs, weather, and war-related uncertainty. - Parking is the largest revenue source (9.2 million of $12.94 million ground transportation/parking). The authority gives airlines a $2.12 million credit to keep terminal rates at 109.70 cents/sq ft vs. a calculated 133.13 cents; landing fees are $5.89 vs. a calculated rate with $2.23 million credit. - Debt stands at approximately $15.9 million principal with annual payments around $2.2 million. - Capital budget is $34 million, mostly grants. A $19–20 million Department of Defense (referred to as 'Department of War' in transcript) grant is sought for the airport's aging water system, which serves the 172nd Air National Guard; the authority owns/operates the system. If the grant fails, the capital budget drops by $19 million. - Council members praised the airport's leadership, marketing, and facility improvements, and asked about the water system and future terminal/security checkpoint plans. Jackson Public Schools Budget Presentation - CFO/COO Earl Burke, School Board President Barbara Hilliard, Board VP Mitch McGuffey, and Deputy Superintendent William Merritt presented. JPS employs about 3,000 staff, operates 23 elementary, 7 middle, and 6 high schools, and projects 16,943 students (budgeted on 16,096). The total budget is approximately $401 million, balanced. - Revenue sources: local $135M, state $131M, federal $70M, 16th section $1.1M; about $10M from fund balance/other financing. Debt service is $44M. Administrative costs are 3.61% of the budget. - Graduation rate is 85.4%, with a goal of 90% by 2029. - Strategic investments include $3.9M for high-dosage math tutoring, $2.9M classroom smart boards, $7.73M technology/software upgrades (Windows 11), $7.5M pay increases, $3.6M recruitment, $1.06M professional development, $4.5M deferred maintenance, and $23.3M for facility construction/demolition, including a planned $20M natatorium at the Hardy complex. - Repurposing: 16 closed facilities are being marketed; Chastain sold to Redeemer Church, Marshall sold, Poindexter under contract, and Wingfield remains available after a prior deal fell through. JPS has a proposal process on its website. - Council members discussed middle school performance (a district and statewide challenge), English learner growth (JPS had the largest increase among Council of Great City Schools districts), enrollment outreach, the new state attendance policy (required presence rises from 63% to 66% of the school day), staffing, and building maintenance. Councilman Hartley raised concerns about grass and the Jim Hill cemetery/road; Ms. Brown Thomas asked about dress code enforcement—JPS provides uniforms at elementary/middle schools and is working on a high school clothing closet. Jackson Redevelopment Authority Budget Presentation - Mr. Lawson, JRA's new leader (about 100 days in), presented a request of $443,000—the same as the prior year minus $200,000 in debt service that ended. Last year's request was $6 million. - JRA's strategy: use public land, financing tools, and partnerships to get projects moving, with a focus on housing, major projects, activation (pop-ups, events), and earned revenue. Over 15 years Jackson built under 1,500 homes vs. an average of 10,000 in peer cities. - Recent actions: purchased first tax-forfeited property in Midtown to test a new approach; sold nine properties to LaFleur Construction (July 30) for new homes near TV Road in South Jackson; working on Ferris Street redevelopment (40+ parcels) with an RFP at end of August and goal to sell by December/January; applying for $3.6 million in funding to demolish the Atmos Building. - Budget: $2.25 million in revenue, with $443,000 (19%) from the city; property-related revenue is budgeted at $1.08 million, up from $699,000. Expenses match revenue; Union Station costs $550,000/year to operate, with nearly all city funding going to that facility. Parking garages have up to $300,000 in additional earning potential. - Council members asked about housing construction costs, appraisals, and incentives; Mr. Hartley raised concerns about security cameras at Union Station and state agencies dropping off unhoused individuals there. JRA is coordinating with JPD/JTRAN and has pictures to share. Councilman (chair) praised the plan and set next year's budget presentation as the follow-up test. Key Outcomes - No votes were taken; the committee received presentations and asked questions. - The library request (level funding) and JRA request ($443,000) will be considered in the city budget process. - The city plans an asset inventory and special hearing by end of April to assess facilities, including library properties. - JPS will provide a list and status of closed school facilities and coordinate with the city's blight cleanup efforts; a meeting with JPS custodial staff was requested. - JRA will release the Ferris Street RFP by end of August and continue working with the planning department on demolition and open-space uses. - The finance committee will reconvene Monday at 10 a.m. for presentations from Planning, Constituent Services, and Communications, followed by council deliberations.

On August 13, 2026, the Jackson City Council Finance Committee convened to review budget requests from the Fire, Police, and Public Works departments. The mayor highlighted a tight $112 million general fund budget and urged creative use of non-general fund resources. The meeting lasted several hours and included presentations, questions, and debate on staffing, equipment, and operational needs. Public Comments & Testimony - No public comments were heard during this session. Discussion Items Fire Department Presentation (Chief Thomas) - Chief Thomas requested $1.6 million for 25 additional firefighters to improve fire ratings and service coverage, noting the department currently has 263 positions and struggles with retention and aging facilities. He emphasized that the department has cut overtime from $2 million to $1.1 million through restructuring. - Council members expressed support for hiring more firefighters, with Councilwoman Clay urging the council to push toward 70 additional officers. Councilman Grizzell asked about creative efforts to plan pay increases, but the chief clarified no pay raise request was made this year, focusing instead on personnel and facilities. - The mayor noted that building improvements would be funded via modernization use tax, not general fund, and that the department had been “creative” in reducing overtime. Police Department Presentation (Chief Bradley) - Chief Bradley presented a proposed FY27 budget of $32.9 million—a $5 million cut from FY26—which she said would freeze hiring and leave 51 sworn officer vacancies unfilled. She highlighted legacy contracts ($1.5 million in debt), aging fleet (174 operational vehicles out of 449), and unfunded services such as animal control ($350,000 zeroed out), 911 dispatch costs ($435,000), and camera infrastructure ($264,000 annually). - Council members questioned the hiring freeze narrative, with Councilman Grizzell stating the council never imposed a hiring freeze on first responders. The chief clarified that previous administrative freezes and lack of posting led to vacancies. - Discussion covered recruitment strategies, retention, real-time command center plans, business camera integration, and the need for performance metrics. The mayor acknowledged a $4 million gap to restore FY26 service levels and noted the challenge of hiring 51 officers. Public Works Department Presentation (Director Anderson) - Director Anderson proposed a $16.2 million budget (up from the administration’s $14.25 million target) to increase staffing from 15 to 45 in paving, add crews for drainage, traffic, and blight, and purchase essential equipment like jet trucks, street sweepers, and a pavement marking machine. He noted that the current FY26 budget was $22 million, representing a 35-40% cut. - Council members discussed the need for core equipment, safety concerns (e.g., vegetation overgrowth, missing signs), and the potential for using robots for park maintenance. Director Anderson confirmed that 311 calls are used to prioritize work but that only 60% of calls are addressed due to staffing. - The council requested verified personnel numbers, cost-benefit analysis for in-house vs. contract work, and performance metrics (KPIs). Key Outcomes - No votes were taken on any budget items. The committee will continue deliberating and expects to pass a final budget by September 15, 2026. - The council moved into closed session to discuss personnel matters; no official action was taken. - Directors were encouraged to return with updated budget proposals, cost savings, and performance data before the September deadline.