Government Accountability & Better Management

A City Hall That Works

Residents deserve a government that answers their questions, delivers dependable services, manages public dollars responsibly, and follows through on its commitments.

As mayor, I will establish clear responsibilities, modernize city operations, and make performance visible to the public. Employees need the staffing, tools, training, and leadership to succeed, and residents need a reliable way to hold their government accountable.

Review City Operations and Financial Practices

During my first 100 days, I will begin a citywide review of staffing, salaries, vacancies, contracts, finances, technology, and service delivery.

The review will identify where operations are falling behind, why problems persist, and what corrective action is needed. Priorities include:

• Reviewing spending, overtime, purchasing, revenue collection, and the use of surplus.

• Examining outstanding audit findings and establishing a corrective action plan with responsible officials and deadlines.

• Assessing staffing shortages, outdated procedures, and recurring service backlogs.

• Reviewing major operations, including Trenton Water Works, sewer services, housing and economic development, police, and health services.

• Commissioning targeted independent forensic reviews where evidence warrants deeper examination.

Findings will guide budget and management decisions, with public updates on corrective actions.

Establish an Office of Quality & Compliance

I will establish an Office of Quality & Compliance to coordinate operating standards, monitor performance, and track whether departments resolve identified problems.

The office will:

• Develop clear standard operating procedures with department leadership.

• Track audit findings, corrective actions, and compliance deadlines.

• Monitor service standards, backlogs, and unresolved requests.

• Coordinate public performance dashboards.

• Identify recurring breakdowns between departments and recommend improvements.

I will define its responsibilities and staffing through the organizational and budget process, coordinating with existing oversight functions so its work strengthens accountability.

Hire Qualified Leaders and Fill Critical Vacancies

I will recruit qualified, capable, and creative department directors with relevant experience, sound judgment, and a commitment to public service.

Each director will have clear expectations for managing staff, delivering services, controlling spending, and reporting results.

My administration will prioritize critical vacancies and review compensation, recruitment procedures, and hiring delays. Working with Council and through applicable civil-service and collective-bargaining processes, I will pursue changes that help Trenton attract and retain the professionals it needs.

Vacancy reporting will show which positions remain open, how long they have been vacant, and what is being done to fill them.

Build Budgets Around Actual Service Needs

A credible budget must reflect what departments need to operate effectively and what the city can afford.

I will require departments to justify staffing, overtime, contracts, and other major expenses using actual costs and service needs. We will identify recurring overspending, assess whether persistent vacancies are masking staffing problems, and include appropriate contingencies.

My administration will provide Council with budget information early enough for meaningful review and discussion. Throughout the year, we will monitor spending against the adopted budget and address emerging problems before they become year-end surprises.

I will also evaluate shared-service opportunities with Mercer County and neighboring municipalities where they can improve service or reduce costs.

Modernize Systems and Make Processes Fair

I will replace fragmented, paper-heavy processes with coordinated digital systems that make applications, payments, records, and service requests easier to manage.

Priorities include:

• Online applications and status tracking for permits, licenses, and property transactions.

• Automated routing, reminders, and notifications for routine steps.

• Published requirements, fees, processing timelines, and review criteria.

• Documented decisions and audit trails showing who acted, when, and why.

• Appropriate protections for personal information and secure management of city records.

• Staff training and continued assistance for residents who need help accessing services.

Clear processing rules and documented exceptions will reduce opportunities for favoritism, unexplained delays, and inconsistent treatment.

Improve Constituent Services and Follow-Through

Residents should receive a clear answer and a responsible point of contact when they request help.

I will establish a coordinated constituent-service system that assigns each request a tracking number, routes it to the appropriate department, and follows it through resolution.

Residents will receive updates, and unresolved requests will be escalated to management. When a problem involves multiple departments, the city will assign a lead responsible for coordinating the response.

I will also evaluate public-facing hours and expand access where staffing and demand support it, including options for residents who cannot visit City Hall during the workday.

Hold Contracts and Projects to Clear Standards

Public contracts and development agreements must produce the results promised.

I will require clear deliverables, milestones, responsible project managers, and documentation supporting payment. Departments will track contract expiration dates, project delays, change orders, and contractor performance.

When commitments are missed, my administration will document the problem and pursue corrective action or available remedies. Major projects will receive public status updates so residents can see what has been completed, what remains outstanding, and why.

Publish Results and Act on Them

Every department will establish measurable goals tied to its responsibilities. Depending on the service, those measures may include response times, application backlogs, completed inspections, collections, project milestones, and resident-request resolution.

My administration will publish understandable financial information and regular performance updates, with an annual report for every department. Reports will explain shortfalls and the action being taken to address them.

Trenton’s accountability problems require stronger oversight systems, effective leadership, and consistent follow-through. I will give employees clear expectations and the tools to meet them, while holding managers responsible for results.

GOAL: Publish an annual performance report for every department, make budgets and financial results readily accessible, and fill critical vacancies within the first year.

During the initial review, we will identify the critical positions and publish a hiring plan. Where recruitment or required hiring procedures delay an appointment, residents will receive an explanation and an updated timeline.