09/06/2026
STOP THE DROP
My First 100 Days for Springhill
Springhill doesn’t need another plan that sits on a shelf. We need a plan that produces results.
For too long, Springhill has watched the numbers move in the wrong direction — population, housing, businesses and opportunity.
In 2010, Springhill had 5,269 residents. By 2020, that number had fallen to 4,801 — a loss of 468 people in just ten years.
We cannot reverse decades of decline in 100 days.
But we can change the direction of City Hall in 100 days.
As mayor, my first 100 days will be focused on establishing the facts, increasing accountability, identifying opportunities for growth and putting measurable goals behind our decisions.
It’s time to stop managing decline and start building Springhill for growth.
THE FIRST 100 DAYS
1. ACCOUNT FOR YOUR MONEY
Before asking taxpayers for more, City Hall needs to demonstrate that we’re making the best possible use of what we already have.
During my first 30 days, I will begin a comprehensive review of city finances and departmental spending.
We will examine:
● Departmental expenditures
● Personnel and overtime
● Purchasing
● Vehicles and equipment
● Dedicated and restricted revenues
● Public-safety expenditures
● Recreation expenditures
● Infrastructure spending
● Available grants and outside funding
The purpose isn’t simply to cut.
The purpose is to make sure Springhill’s money is producing results for Springhill’s citizens.
2. PUBLIC SAFETY + ACCOUNTABILITY
A growing community must first be a safe community.
We will conduct a detailed review of public-safety spending, staffing, equipment, overtime and other expenditures and compare Springhill with similarly sized Louisiana communities.
We will respect the legal authority of our elected officials while also recognizing City Hall’s responsibility for budgeting, accountability and responsible stewardship of taxpayer dollars.
The question will be simple:
Are we getting the best possible public-safety results for the money we’re spending?
3. PUT HOUSES BACK INTO HOMES
Springhill cannot grow without places for people to live.
During the first 100 days, we will:
Identify at least 25 properties with potential for rehabilitation or redevelopment.
Identify at least 5 residential development opportunities for new housing.
Create a strategy for vacant and blighted properties based on four possible outcomes:
REHABILITATE • SELL • REDEVELOP • REMOVE
Our objective won’t simply be demolishing abandoned houses.
Our objective is putting property back into productive use and putting families back into Springhill.
STOP THE DROP
The Plan Continues
4. MAKE SPRINGHILL DEVELOPMENT-READY
We shouldn’t sit at City Hall waiting for somebody to discover Springhill.
We should go find them.
Within 100 days, we will begin assembling a Development-Ready Springhill portfolio containing at least:
5 RESIDENTIAL OPPORTUNITIES
5 COMMERCIAL OR INDUSTRIAL OPPORTUNITIES
For each location, we will begin identifying ownership, acreage, zoning, utilities, road access and obstacles preventing development.
When we talk to a developer, I want Springhill prepared to say:
“Here is the opportunity. Here’s the property. And here’s how we can help you make it happen.”
5. GO AFTER BUSINESS — AND KEEP THE BUSINESSES WE HAVE
Economic development starts with taking care of the employers and entrepreneurs who are already investing in Springhill.
During my first 100 days, I will personally meet with at least 25 Springhill businesses and employers.
I want answers to three questions:
What is preventing you from growing?
What could cause you to leave Springhill?
What can City Hall realistically do about either one?
We will also begin identifying the products and services Springhill residents are leaving town to purchase and use that information to target businesses that fit our market.
6. FIX INFRASTRUCTURE WITH GROWTH IN MIND
We will identify and rank Springhill’s 10 highest-priority infrastructure needs.
But we’ll add another question to the traditional discussion about streets, sewer, water and drainage:
“Which investments can unlock private investment, housing or jobs?”
Maintaining our existing neighborhoods remains essential.
But when infrastructure dollars can also create new housing, business development and tax base, that economic impact should be part of the decision.
7. MEASURE THE RESULTS
We will create a public STOP THE DROP Dashboard to establish Springhill’s baseline and measure our progress.
We will track indicators such as:
Population • Households • Housing • Vacancies • Utility Connections • Business Activity • Private Investment • Sales Tax • Development
And on Day 100, I will report the results to the citizens of Springhill.
THE DAY-100 SCORECARD
✓ STOP THE DROP Dashboard — Operational
✓ 25+ properties evaluated for rehabilitation/redevelopment
✓ 5+ residential development opportunities identified
✓ 5+ commercial/industrial opportunities identified
✓ 25+ businesses and employers personally contacted
✓ Top 10 infrastructure priorities identified
✓ City financial and departmental review underway
✓ Public-safety spending benchmarked against comparable communities
✓ Development-Ready Springhill portfolio created
✓ First 100-Day Report presented to the public
THIS IS WHAT STOP THE DROP MEANS.
We won’t turn around decades of population loss in 100 days.
But we can establish accountability.
We can identify the opportunities.
We can start removing the obstacles.
We can measure whether we’re succeeding.
And we can give people a reason to believe that Springhill’s best days don’t have to be behind us.
