A report prepared by MTAS on the feasibility of converting a two-way street, Broadway, to a one-way street. A sample ordinance prepared by MTAS to convert a two-way street to a one-way street was also prepared and provided with the report.

MTAS was requested to facilitate a management evaluation of the Building & Codes Department for the Town of Signal Mountain. One of the findings of the management evaluation was a significant disparity between permit fee revenues and expenses incurred by the department. The disparity had been growing year-over-year during the 3-year period analyzed as part of the management evaluation. To reduce the gap between revenues and expenditures, it was recommended the Town explore permit fee adjustments to increase revenues to more closely align with actual expenses.

MTAS conducted an analysis of revenues and expenditures that was utilized as the basis for preparing adjustments in various permit fees. Adjustments in fees were outlined in a comparative analysis that provided a side-by-side comparison of the existing permit fee schedule with an amended permit fee schedule to illustrate to decision-makers where amendments were being considered. Rather than attempting to make up all the difference with one comprehensive amendment, it was recommended the Town consider a multi-step process where initial fee amendments would be adopted and at the end of the fiscal year a subsequent financial analysis would be performed to determine if additional adjustments would be needed to further reduce the disparity between permit revenues and expenses. A draft ordinance was prepared with the recommended amended fee schedule as an exhibit to the ordinance. The ordinance repealed the previously adopted fee schedule and adopted the amended fee schedule in its place. The governing body approved the amendment to the permit fee schedule. 

Twelve Tennessee municipalities responded to a survey about their inclement weather policy, including how the city or town compensates non-exempt, essential employees if they are required to work during inclement weather.

MTAS performed a management evaluation of the Building and Zoning Department for the City of Lakesite. The management evaluation revealed a significant disparity existed between plan review, permitting and inspection fee revenues and associated expenditures. The governing body expressed desire for development to more adequately cover expenditures through adjustments that would be needed in the current fee schedule. Because of the significant disparity that existed, MTAS recommended a multi-year approach be undertaken to adjust fees incrementally each year following performing a financial analysis to determine the effectiveness of prior fee schedule adjustments in reducing the gap between revenues and expenditures. MTAS prepared a comparison exhibit illustrating the current fee schedule and the adjusted fee schedule to provide for a side-by-side comparison. MTAS also prepared an ordinance that contained the adjusted fee schedule as an exhibit. Adoption of the ordinance and subsequent ordinances to further adjust the fee schedules will provide the opportunity to increase plan review, permitting, and inspection fee revenues to more adequately cover corresponding expenditures for development related services.

Eight Tennessee municipalities responded to a survey about their city manager/administator position, including annual salary, contract status, vehicle allowance, and other compensation.

The Madisonville Board of Mayor and Alderman requested that MTAS conduct a session to set goals for the next three to five years.

In early 2023, Will Johnson, city recorder and Vice Mayor Andrew Roberto requested that MTAS study the functions of the legislative department, including internal processes of staff, utilization of resources, adherence to policies, and how technology supports the department. Additionally, it was also requested to survey the city council, to bring more clarity to issues from the goal setting session.

The City Manager for the City of Shelbyville initially requested technical assistance from MTAS to prepare an analysis and justification for adding additional staff to finance and administration departments. Upon initial investigation it was determined that the City was not tracking performance or operations metrics to measure work performance and output of each department and function to provide the necessary data to help support and justify alocation of additional staff resources. MTAS evaluated job duties and responsibilities for all positions in Finance and Administration. MTAS conducted research on best practices from municipalities in Tennessee that utilize performance and operations measures to develop a recommended list of performance and operations measures for the City to consider implementing for Finance and Administration. It was also evident from staff interviews that cross-training and continuity planning was needed to ensure seamless and timely coverage of key functions and responsibilities. A report and recommendations was prepared and presented to the City Manager for implementation along with a corresponding Excel worksheet containing the performance and operations measures organized by department and functional area that could be utilized by department leadership to prepare monthly or quarterly performance and operations reports that could be shared with the governing body.

Municipalities in middle Tennessee over the past decade have experienced significant and unprecedented growth and development. Strategic planning is recognized by municipalities as an important long-term planning tool to provide direction and prioritization of goals, objectives, projects, and programs to improve the delivery of public investments and services to meet the growing needs of the community.

MTAS has facilitated the preparation and adoption of strategic plans for several years for Mount Pleasant including most recently in 2017 and 2021 (2021 plan attached as reference). The City is committed to performing a periodic update of the strategic plan every 3-4 years in order to ensure the plan reflects the desired direction and priorities of the City as well as any changing conditions that need to be addressed as part of the strategic planning process. In 2021, MTAS facilitated an update to the 2017 strategic plan. During the 2021 work session, City staff presented a status update on the programs and initiatives identified in the 2017 plan demonstrating the value of strategic planning as signified by the significant progress made to plan elements in the short time period following adoption of the plan.

In 2024, MTAS facilitated an update of the City's strategic plan adopted in 2021 that included a strategic plan work session with municipal staff and elected officials. The work session included a review of the City’s mission statement, a SWOT analysis, a review of the implementation of the prior adopted strategic plan, a review of department goals and objectives, and the identification and prioritization of projects, programs and initiatives in an interactive prioritization exercise. The strategic plan prioritized objectives, projects, programs, and initiatives that were categorized into six distinct plan elements consistent with the structure past strategic plans for plan continuity. The updated 2024 Strategic Plan was adopted by resolution unanimously by the governing body.