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Community Development proposes reorganization, regional managers and expanded violence‑interrupters
Summary
Administrator Cedric Henson detailed a realignment that adds three assistant directors to manage community centers regionally and funds expansion of violence‑interrupter staffing; council pressed for measurable program outcomes and clearer grant reporting.
Community Development presented an FY27 package that reallocates previously one‑time funds and adds leadership to support a programmatic shift toward outcome‑driven services across the city’s community centers.
Administrator Cedric Henson said the department is proposing three assistant director roles to reduce a heavy span of control (roughly 19 center managers currently reporting to a single deputy) and to regionalize oversight (each assistant director would manage about six to seven centers). "This level of leadership will help dissolve silos and translate strategic initiatives into what happens on the ground," Henson said.
The department also described the continued expansion of gun‑violence prevention work using $500,000 allocated in the FY26 amendment. Rather than leave that money in one line, staff reallocated it in FY27 across personnel, temporary staffing (employment agencies for violence interrupters) and program expenses; the budget adds a manager of community safety to support expanded interrupter coverage.
Henson proposed piloting six community resource hubs (East Lake, South Chattanooga, Avondale, Carver, Hixon and the Chris Ramsey center) with a consistent Monday–Friday programming model across four buckets: health & wellness, community support/social services, education & workforce development, and recreation. Hubs would be augmented with "resource row" kiosks and virtual service points (driver‑license kiosks cited as an example).
Council response focused on evidence and capacity. Members generally supported the goal of regional management and better partnerships with nonprofits, but several asked for clearer outcome metrics and grant reporting before endorsing additional permanent leadership layers. "We need to see program results and the data that supports grant applications before we add new ongoing positions," Councilwoman Hill said.
Why it matters: The proposal alters how community services are organized and funded and accelerates an operational shift toward partnerships and measured program outcomes. It also carries personnel implications if pilots scale into permanent roles.
What’s next: Staff will circulate the reorganization chart, the draft job descriptions and program metrics tied to grants and the violence‑interrupter expansion ahead of follow‑up meetings.
