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Friday Recap October 31st, 2025

Bill Petty

01 Nov 2025 — 20 min read

I don't even know what to say. The apparent apathy of the electorate in Franklin is stunning. With two weeks of early voting and election day, less than 8% of registered voters participated, which tells me that most of the residents are unengaged and don't care or even know who is running the city.

U.S Representative district 7

We all need to get behind our Republican candidate Matt Van Epps as this is not a lay down election. The Democrats are well organized and energized. As I mentioned earlier, the vote differential between Republicans and Democrats in the recent primary was only 18%, 36,854 Republicans to 31,002 Democrats for a difference of only 5,852 votes. The Democrat establishment is zeroing in on this election and if they can flip this seat to blue, it will change the dynamic in Washington and give the Democrats a win that will reverberate around the country. We cannot let this happen.

Van Epps' opponent is a leftist who would fit right in with AOC and her cohorts. Here is her press release from October 7th.

Behn declares victory in the TN-07 Democratic Primary — proving that corporate money can’t buy the heart of Tennessee.

CLARKSVILLE, TN — State Representative Aftyn Behn wins the Democratic nomination for Tennessee’s 7th Congressional District, emerging from a crowded field to carry a populist, people-powered message into one of the nation’s most closely watched special elections.

Behn, the only woman and youngest Democrat in the race, declared victory Tuesday night, saying the results send a clear message that voters are ready for change — and that Tennessee is not the lost cause pundits make it out to be.

“This campaign proved what the pundits said was impossible — that grassroots organizing can go toe-to-toe with corporate money, that a woman from the movement can take on the machine, and that Tennessee is ready for a new kind of Democrat.

This isn’t just a win — it’s a warning shot. The path to flipping TN-07 runs through authenticity, organizing, and a candidate who knows how to fight and how to win.

For too long, Tennessee Democrats have been told to moderate more, spend more, and hope for the best. If that playbook worked, we’d already have a blue state. What we proved tonight is that energy, honesty, and people-power beat corporate money and poll-tested messaging every single time.

This win isn’t the end — it’s the spark. In sixty days, we can flip this seat and shift the balance of power in Washington. Tennessee just sent a message: women still fight, organizers still win, and Democrats in the Deep South are far from done.”

The special election was triggered by the resignation of Republican Congressman Mark Green, who left to take a lucrative lobbying position. The race has drawn national attention as the first major election since the passage of the so-called ‘Big Ugly Bill’ and the first referendum of the Trump 2.0 era.

Tennessee’s 7th District, an R+18 seat spanning Middle and West Tennessee, has become an unexpected battleground. Early vote totals showed Republicans at 50.52% and Democrats at 49.28%, underscoring the competitiveness of a race many assumed would be unwinnable for Democrats.

Behn’s grassroots campaign built momentum through authenticity and organizing power rather than corporate money. With nearly 3,000 grassroots contributions, 600+ volunteers, and endorsements from Indivisible Tennessee, Her Bold Move, Tennessee College Democrats, and Progressive Democrats of America and others, her team created a multi-county coalition uniting urban and rural voters alike.

Recent independent polling shows Behn within three points of her Republican opponent heading into the general election. National Democrats are closely watching Tennessee’s 7th as a potential bellwether for 2026, with Donald Trump’s favorability underwater at 55% in the district and Democrats outperforming Republicans by double digits in special elections nationwide.

The general election for Tennessee’s 7th Congressional District will take place on Tuesday, December 2nd.

This is no joke, you must get out and vote, the country depends on it.

The voter registration deadline for the District 7 special election is Nov. 3, 2025.

Key dates:

Voter registration deadline: Nov. 3
Early voting: Nov. 12-26
Absentee ballot request deadline: Nov. 22
Election Day: Dec. 2

If you have any questions contact the Williamson County Election Commission at 615-790-5711.

Sheriff's Department

The latest Sheriff's report is here. Longevity awards are here

30 Years of service recognition

On Wednesday, County employees with 30 years of service were recognized at a standing room only ceremony in the Executive Conference room:

Community Development George King

County Clerk’s Office Stacey Whisenant

Juvenile Court Margaret Mahew, Lisa Raines

Landfill Don Gray

Parks and Rec William Harris, Frank Hubbuch

Sewage Disposal Brenda Bradford

Sheriff’s Office Lt. Cleve Johnson, Capt. Tameka Sanders

I have gotten to know a number of county employees in my first year as commissioner and I am impressed with the quality work they deliver on a regular basis.

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The AI program I use is pretty accurate, but it does make mistakes from time to time and I don't always catch them. I provide agendas and videos/audios when I have them available and recommend that you watch the video and follow along with the summary to get the most accurate report.

One of the limitations of AI is that if a participant's name is not called out, then they are listed as participant 1, 2, etc. A limitation with audio, as opposed to video, is that one cannot always identify a person by voice alone. As imperfect as these AI summaries are, they still give a pretty good account of a meeting.

Williamson County School District

Monday November 3rd

Policy Committee will meet at 6:00 pm in the Training Center at the Williamson County Administrative Building located at 1320 West Main Street, Franklin Agenda Video scroll down to Policy Committee at 6:00 pm and after.

Williamson County Commission

Monday October 27th

Education Committee Agenda Audio Committee members: Steve Smith (C), Bill Petty (VC), Chris Richards, Drew Torres, Judy Herbert

AI Summary

Overview

Committee elected Steve Smith as chair and Bill Petty as vice chair
Committee approved $3,184,000 to purchase 19 replacement buses—8 gen ed buses (retiring 14) and 11 special ed buses (retiring 7)
Special ed ridership continues growing despite flat overall enrollment, requiring fleet expansion while gen ed fleet shrinks
Committee approved $12,465,616 intercategory budget adjustment to distribute approved pay raises across correct budget lines
Teachers received 4% total raise (2% step increase plus 2% chart increase), while classified employees received 2% raise

Committee leadership elections

Committee elected Steve Smith as chair
Committee elected Bill Petty as vice chair

School bus fleet purchase and driver staffing

Committee approved $3,184,000 to purchase 19 replacement buses for 2025-2026 school year
Fleet changes reduce total buses by 2:
- Retiring 14 gen ed buses, purchasing 8 (net reduction of 6)
- Retiring 7 special ed buses, purchasing 11 (net increase of 4)
Gen ed buses cost $167,000 each, special ed buses cost $168,000 each
New special ed buses are larger models with 20 plus 2 capacity compared to older 10 plus 2 models
Fleet maintains over 20% spare buses, which is standard for the district's size
Driver staffing remains at similar level as last year with 4 drivers currently in training
District conducts all driver training and testing in-house

Special education ridership growth

Special ed ridership continues growing despite flat overall student enrollment
Growth trend has continued for past 4 years
Larger special ed buses needed because students often require individual seats and aides

Employee pay adjustments

Committee approved $12,465,616 intercategory adjustment to distribute approved raises into correct budget lines
Teachers received 4% total raise consisting of 2% salary chart step increase plus 2% overall chart increase
All classified employees (office staff, cafeteria workers, bus drivers) received 2% raise
Adjustment also includes increased supplements and additional paid days for 10-month classified employees
Budget originally placed all raise money in single line item during budgeting process, then redistributed after actual hiring and experience levels were established
Any unused funds from unfilled positions will roll into fund balance

Tuesday October 28th

The Public Building Authority conducted two interviews for the Owners Representative position for the Williamson County Court System Project. The first company was CPS and the second was Oversite. After deliberation of the committee, Oversite was awarded the contract.

AI Summary

Capital Project Solutions

CPS is available to start immediately with perfect timing—Mike Martin is rolling off pre-construction for their large Juvenile Justice Campus courthouse project just as Franklin's design phase would begin
Team brings deep courthouse experience: 14 projects in operating courthouse facilities, detailed historical cost data from 8 courthouse projects, and currently managing $324M Juvenile Justice Campus courthouse (completion June 2027)
Fees are based on hourly rates with not-to-exceed maximum, NOT percentage of construction cost—Jim emphasized this avoids conflict of interest where higher budgets mean higher fees
Proposed team: Jim Kowalski (founder, 18 years), Nancy Littlemore (former Director of General Services for 18 years, was CPS client for 13 years), Mike Martin (registered architect with Franklin design experience), and Cole Darity (site manager with nearly 10 years experience)
CPS acknowledged significant logistics challenges—project sits downtown between ongoing city hall construction and margin district work, plus occupied courthouse requiring coordination with judges schedules and safety protocols
Technology platform includes Procore for real-time owner access, BIM clash detection to prevent change orders by fixing conflicts "in cyber world before it goes on paper," 10 FAA-licensed drone pilots, and 360 cameras

CPS team introduction and staffing approach

Jim Kowalski (founder), Nancy Littlemore (executive team, former Director of General Services for 18 years and CPS client for 13 years), Mike Martin (registered architect handling pre-construction), and Cole Darity (site manager, nearly 10 years with CPS) presented as the proposed team
CPS has 16 total staff including 5 senior level guys with about a decade of experience on large complex projects
Staffing approach follows phases: Jim and Mike lead initiation/programming, Mike leads pre-construction/design with support, Cole leads construction and closeout with support
All senior staff cross-trained in same processes—Nancy, Mike, or Cole could take project executive role, and Cole can handle pre-construction if needed
Team will be on site 100% during construction with daily inspections, morning standups, and space provided by construction company
Pre-construction percentages fluctuate based on design team quality and robustness
Staffing levels are negotiable and can be adjusted up or down based on actual scope and needs

Experience with occupied courthouse renovations

CPS completed 14 projects in operating courthouse facilities over the years
Experience includes historic courthouse renovations and the Burch Building
Jim emphasized constant communication with courthouse staff, understanding judges schedules, and safety/security of public and staff are absolutely key
Common practices: badging, sign-in sheets for security, ensuring spaces are clean and ready for use at end of every day
Team does nighttime and weekend work when needed for workarounds
Nancy shared Burch Building story—judges could hear commodes flush (reported on CNN), required retro-commissioning, led to commissioning becoming standard on all General Services buildings

Project availability and start timeline

CPS is available to start immediately—could begin this afternoon if needed
Timing works perfectly: Juvenile Justice Campus is 50% pre-construction done and 40% construction complete, so Mike has already rolled off pre-construction phase and is ready for Franklin's design phase
By the time Franklin design is complete, team will be rolling off Juvenile Justice Campus construction (most buildings complete end of 2026, courthouse move-in June 2027)
No current projects conflict with Franklin project timing among their 14 active projects

Fee structure and cost approach

CPS bases all fees on manpower and time, NOT percentage of construction cost—Jim emphasized percentage-based fees create conflict of interest where budget overruns increase their pay
Approach: agree on staffing level, scope of work, hourly rates, and not-to-exceed maximum fee
Fees only vary if duration changes due to factors outside anyone's control (like delay between design and construction phases)
CPS bills actual hours and doesn't charge for unused portion if they come in under maximum
If project duration is shorter than expected, owner gets the savings
Adams expressed difficulty comparing 11 different RFP responses with varied fee structures (percentage, monthly, hourly)
Jim acknowledged can't provide firm number yet without knowing scope, duration, and schedule details, but willing to negotiate and scale back scope if initial estimate exceeds expectations

Estimating methodology and comprehensive budgeting

CPS does programming level and concept level estimates in-house with online takeoff capability
Jim recommends architect include third-party estimator in their services
Strong recommendation to bring CM contractor on board early—no later than schematics—because they provide most accurate detailed estimates with subcontractor input and logistics factors
CPS provides comprehensive project budgets including: construction costs, all soft costs, design fees, consultants, testing, FF&E budget, IT needs, and infrastructure
Team has detailed historical cost database from 8 courthouse facilities with very current, accurate information—currently managing active courthouse project
Uses Cost Track in-house system for monthly budget updates showing current budget, encumbered amounts, invoiced amounts, and anticipated commitments
Always projects costs to end of project, not just snapshots in time, ensuring proper contingency management

Punch list management process

All punch lists managed through Procore cloud-based project management software
Every line item detailed with status updates on daily basis
Cole explained everyone on owner, construction, and design teams has real-time access via phone or laptop
Each item includes verbal descriptions and photo documentation—before photos and finished product photos after contractor corrections
Process involves walkthroughs with contractors and architects
Nothing accepted until owner pushes final approval button
Philosophy focuses on quality inspections during construction to correct issues before punch list stage
Cole said goal is smallest possible punch list through daily inspections

Commissioning agent services

CPS recommends getting commissioning agent involved early to develop owner project requirements for building function
Agent reviews designs during design phase to ensure architects and engineers comply with MEP system requirements
Agent reviews submittals to verify products match specifications
Agent does inspections during installation—above ceiling, behind walls, before closeup
Cole explained CPS works hand-in-hand with commissioning agent throughout project, heavily coordinating with contractors at end to ensure systems operate per design
CPS does 10-month walkthrough after occupancy to verify continued proper function
CPS helps with code inspections and training process for owner's maintenance staff on equipment operation

Q&A on commissioning necessity and costs

Ron questioned whether commissioning agent is necessary on smaller project, suggested might be overkill
Jim acknowledged commissioning is not required but highly recommended, with minimal cost in big picture
Nancy explained owners can scope commissioning—just MEP systems vs full building envelope—and make decisions on what to include
Jim estimated cost at $15,000 to $20,000 for just submittal review and end-of-project commissioning
Nancy emphasized commissioning saves money long-term by ensuring systems function efficiently, affecting utility costs and catching issues before warranty expires
Committee member asked why owner's rep wouldn't be the commissioning agent—Jim explained it requires specialized skill set with registered engineers
Jim said CPS can deliver commissioning services through subcontractor (Solely Diagnostics, who they have long-term relationship with)
Bobby raised concern about commissioning agent adding another layer in potential lawsuit and triggering procurement requirements
Jim clarified if agent is subcontracted through CPS, contract isn't with county so avoids separate procurement process

Technology platforms and tools

Procore is CPS's project management platform storing everything: RFIs, submittals, drawings, meeting minutes, site reports, photo documentation
Owner gets real-time access to all project documentation wherever they are
CPS has 10 FAA-licensed drone pilots on staff for progress documentation and quality checks—can inspect roof and building tops not easily accessible
360 camera provides real-time room views without being on site, used for above-ceiling and in-wall inspections before closeup
BIM modeling used with computerized software for design coordination
Clash detection is critical—identifies when architect hasn't coordinated subconsultants well (insufficient ceiling space for ductwork, elevation conflicts)
Mike explained clash detection prevents change orders by fixing issues in model before field work—"a lot cheaper to point and click"
Makes contractor and subcontractor estimating more accurate, reducing later change orders
Cost Track is in-house system tracking all project costs with monthly updates and continuous projection to project end

Q&A on clash detection and conflict resolution

Eric asked how clash detection helps determine ownership of errors between architect and builder to avoid change orders hitting county
Mike explained monthly meetings where team reviews Navisworks software on screen, clicking through all conflict points
Team discusses each conflict—usually steel beam locations are fixed, MEP elements like ductwork can be flattened/elongated to fit
Process often identifies maintenance access needs that design team hadn't considered
Software generates report with pictures of conflicts, location descriptions, and resolution plans
Mike emphasized at this stage there is no change order—issues are resolved before construction begins
Jim added it fixes problems "in cyber world before it goes on paper"

Franklin codes and planning familiarity

Mike Martin designed projects in Franklin for 5 years at H. Michael Heinman Architects in Cool Springs, working on commercial, mixed-use, hospitality, and retail facilities
Mike is familiar with Franklin building codes
Nancy served 2 terms on Franklin sustainability commission appointed by Mayor Moore, knows Director Wright and Andrew
Nancy lives downtown on Third Avenue and did full renovation (studs-out interior, exterior addition) working closely with Historical Commission and codes department
Franklin uses 2018 IBC code, working toward 2024 code
CPS maintains good relationships with codes and planning departments through early communication to avoid permitting delays

Current project portfolio and capacity

CPS currently manages 14 projects in various stages with 5 senior level staff, 2 project managers, and half a dozen project engineers
No current projects conflict with Franklin project
Average project size is $10M to $15M range, though CPS has done projects over $1M and under
Projects currently managed for Metro Nashville unless otherwise noted

Juvenile Justice Campus project tour

Jim showed drone footage from yesterday morning of their largest current project
Project includes main courthouse, detention cottages (softer approach to juvenile detention), and family services facility
Total project cost is $330M including property, $324M without property (courthouse is $324M, cottages around $60M)
Also includes large parking deck as part of entire campus
Most buildings complete by end of 2026, courthouse move-in June 2027
Construction manager is Bell
Project was unique due to power district needs—had to get occupants out of existing facility 9 months earlier than planned because existing General Justice Center is in way of Titans Plaza
Team had to pivot and create multiple early release bid packages, fast-tracking very late in process
Jim noted he doesn't recommend fast-tracking because it's challenging for architects, contractors, and everyone involved
Project demonstrates CPS capability on large, complex courthouse work with current, up-to-date experience

Q&A on fee clarity and pricing

Adams expressed difficulty understanding costs to compare among 11 applicants—some proposed percentage of construction cost, some monthly rates without duration clarity
Jim explained it's very difficult to compare different companies' fee structures
Jim reiterated CPS doesn't use percentage of cost because it's a conflict of interest in his opinion after doing this work a long time
Process: sit down with owner, work out scope of work over expected duration, provide hours by staff member with hourly rates, establish maximum fee
If maximum exceeds owner's budget, can scale back scope accordingly
Jim acknowledged can't provide firm number without knowing duration, scope, and schedule details
Adams confirmed he understood the approach and recognized they need to fully review project needs before providing accurate pricing

Oversite

Oversite highlighted their existing relationship with Williams County and completion of multiple projects under budget
Jim emphasized they completed the animal shelter $1.7M under the $19.5M budget after value engineering $1.7M during the process
Team knows county and city staff, internal workings of user groups, and how to navigate between county and city requirements
JJJ projects connect to the 2019 master plan, and Oversight has been implementing that plan through current work
Oversite's CMAR delivery method has consistently delivered projects within or under budget across all county work

Team structure and staffing

Will has worked with the county since 2019 on animal shelter, archives, special operations building, and innovation hub projects
David Miles joined Oversite in February 2025 after 10 years with DF Chase and previous work with Jim at Century Construction
David focuses primarily on JJJ projects day-to-day and assists Jim with project management
Support staff includes Reeves Berry (part-time while getting MBA at Owen School of Business), Mary Michael (project administration), and Paula Harris (business development)
Team meets weekly to ensure everyone knows status of all projects so there's no drop-off if someone is unavailable
Oversight has relationship with Resource Network to bring in retired architects/engineers/PMs as 1099 employees on project-specific basis when needed to supplement full-time staff

Past project track record

Animal shelter completed at $17.8M against $19.5M budget after $1.7M value engineering savings
Archives project initially came in $4M-$5M over budget, Oversight pulled out $3M, then saved additional $400,000 without reducing square footage or program goals
Innovation Hub: 25,000 square foot building with $15M budget, achieved $400,000 in value engineering savings (grant-funded project)
Special Operations building finished roughly $200,000 under $12.8M budget after recovering from $600,000 code-related cost increase

Value engineering and cost savings

Oversite emphasized budget certainty as core to their approach—won't move to next design phase until budget is confirmed
Archives project lost some initial savings to inflationary period but still came in under budget
Innovation Hub savings were challenging because grant funding meant they needed to spend allocated amount rather than return money

Special Ops building challenges

Building houses ammunition, guns, explosives, helicopters, and jet fuel—roughly 5 different explosive materials requiring complex code compliance
County-city line ran directly through the building site, requiring interlocal agreement
Franklin Fire Marshal's code interpretation added $600,000 to project after design was complete
Will and team identified $600,000 in construction savings after demo and GMP were signed, including site work changes and more affordable fencing
Interlocal agreement allowed designing to city standards while reserving county's right to override requirements, avoiding lengthy annexation process

Project management platform

Oversite uses Ingenious Build platform for all project management activities
Platform handles schedules, budgets, budget tracking, invoicing, RFP processes, task management, and project photos
Architects and contractors will be required to use Ingenious Build and submit invoices through the platform
System auto-populates budget software and creates consolidated monthly draw packages instead of random invoices
County and stakeholders can have logins to see live budget, schedule, photos, and project pulse checks for full transparency
Team working on better reporting for projects not yet in construction phase

Fee structure proposal

Oversite proposed $5,000 per month flat fee during pre-development and due diligence phase
Flat fee continues until RFP for full design services is issued, could run for months or years
Once project becomes confirmed, fee structure converts to 1.75% of project cost
All monthly $5,000 payments credit toward the 1.75% fee
Based on one-year due diligence period, effective fee would be approximately 1.63%
Structure designed to be good stewards of county resources if project doesn't move forward

Architect RFP process

Jim strongly recommended going through competitive RFP process for courthouse architect selection
Gresham Smith completed 2019 master plan but that contract doesn't include courthouse design work
Same approach used for JJJ projects where Gresham Smith did master plan but still had to compete in RFP
Master plan provides preliminary work showing courthouse expansion options, but no schematic design completed yet
Rogers and judges want to see all available options, not just limit to 2019 master plan approach
Whatever design is selected will need refinement to account for 6 years since master plan was completed
Project requires going back to county commission for design fee funding—that would trigger start of Oversight's work

PBA deliberation and selection vote

PBA compared Oversite and CPS for owner's representative role
Participant 3 noted CPS has institutional depth and technical sophistication, but this smaller project better suited to Oversight's familiarity and efficiency
PBA members raised concerns about CPS's open-ended fee structure with no clear cost estimate
Participant 3 emphasized Oversite's local knowledge, ability to create interlocal agreements, and connections with Eric Stuckey and county/city teams as major advantages
Participant 3 stated common sense from Oversite will be reflected in design decisions
Participant 4 confirmed PBA can negotiate with second choice if unable to reach terms with first selection
Participant 3 moved to select Oversite, motion seconded and passed unanimously
PBA also approved February 13th meeting minutes and 2026 meeting schedule with 4 planned dates

JJJ project schedule

Design team received notice to proceed Friday, October 24th after several months on hold
Jail is through design development and moving immediately into construction documents
JJC and ALC moving from schematic design into design development
Demolition of existing JJC building should start before end of December 2025
First grading permit ready for issue January or early February 2026
Vertical construction by fall 2026 or third quarter 2026
Schedule currently being revised after 2-month pause—full update going to county commission November 10th, 2025
Original design durations from architects were not acceptable and didn't align with proposal, team asked them to condense timeline
Recycling center had to be built at landfill before Special Ops building could start, which pushed that project out roughly 1 year
Canine operations and IT fiber connection discovered in building to be demolished, now being relocated
Sheriff's Office schematic design done under previous Sheriff Dusty, will be revisited with current Sheriff Jeff before proceeding

There was more information on the JJJ project, but since Oversite is going to give a full presentation at the upcoming Commission meeting on the 10th, I want to wait so I can give a more complete report.

Monday November 3rd

The Budget Committee will meet at 4:30 pm in the Executive Conference Room of the Williamson County Administrative Complex at 1320 W. main, Franklin Resolutions Transfers Committee members: Chas Morton (C), Guy Carden, Betsy Hester, Paul Web, Mayor Anderson

Tuesday November 4th

The Economic Development Council will be meeting at 1:30 pm in the Executive Conference Room of the Williamson County Administrative Complex at 1320 W. main, Franklin Agenda

The Parks and Rec. Committee will meet at 5:30 pm in the Executive Conference Room of the Williamson County Administrative Complex at 1320 W. main, Franklin Agenda Committee members: Lisa Hayes, Gregg Lawrence, Mary Smith, Drew Torres, Meghan Guffee, Sean Aiello

Wednesday November 5th

Williamson County Highway Commission will be meeting at 8:30 am in the Highway Facility Building 302 Beasley Drive, Franklin Agenda

The Rules Committee will meet at 4:30 pm in the Executive Conference Room of the Williamson County Administrative Complex at 1320 W. main, Franklin Agenda Committee members: Brian Clifford (C), David O’Neil (VC), Ricky Jones, Guy Carden, Barb Sturgeon, Chas Morton

Thursday November 6th

Williamson County Board of Adjustments and Appeals will meet at 8:30 am in First Floor Conference Room at the County Administrative Complex, 1320 West Main Street, Franklin, TN. Agenda

The Public Health Committee will meet at 5:30 pm in the Executive Conference Room of the Williamson County Administrative Complex at 1320 W. main, Franklin Agenda Committee members: Sean Aiello, David O’Neil, Chris Richards, Mary Smith, Barb Sturgeon

Special Note: Since Williamson County does not record any meetings other than the commission, budget committee and planning commission meetings, I am recording all the meetings that I attend on my iPhone. We are in the process of reviewing a technology upgrade that will allow the county to record more meetings as well as include agendas, minutes and packets on our website. I will keep you up to date when progress is made

Board of Mayor and Aldermen

For all meetings last week and next week, go here

Election Commission

Nothing this week or next

If not me, who?

If not now, when?

“Now faith is the substance of things hoped for, the evidence of things not seen (Heb. 11:1)

“We work hard with our own hands. W 2:3hen we are vilified, we bless; when we are persecuted, we endure it; when we are slandered, we answer gently.” (1^st Corinthians 4:12-13)

"Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves" (Philippians 2:3)

Blessings,

Bill

pettyandassociates@gmail.com

Community resources

If you like Friday Recap, check out these other grassroots conservative projects!

Grassroots Citizens of Williamson County Provides free tools and information to help grassroots conservatives exercise their citizenship here in Williamson County.
Tennessee Voters for Election Integrity is helping restore confidence in Tennessee Elections.
TruthWire Local news and commentary.
Williamson County Republican Party is one of the most active parties in the state and captures the conservative heart of Tennessee.
Mom's For Liberty Williamson County is dedicated to fighting for the American family by unifying, educating and empowering parents to defend their parental rights at all levels of government.
Tennessee Stands produces video media, podcasts, and live events, and provides social commentary on relevant issues in our state.
M4LU is a new site developed by the national Mom's for Liberty but generated right here in Williamson County. The mission of M4LU is to to inform, equip, and empower parents with knowledge, understanding and practical tools.
WCSB Substack. This site reports on the Williamson County School Board meetings. It provides accurate summaries of all WCSB meetings.

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