AJ Turner’s Platform
A Vision for Jefferson County's Future
As your At-Large City Councilman, I have always believed in putting people first and ensuring that our city government works for everyone—not just a select few. Over the past term, I have worked tirelessly to make real, impactful changes that improve the lives of our residents. However, there is still more work to be done, and I am committed to continuing the progress we’ve started together.
That’s why I am introducing The Big 5—a comprehensive plan focused on five key areas that will drive growth, ensure public safety, strengthen our infrastructure, and enhance the overall quality of life for every citizen in Pct. 4. Each of these priorities is rooted in listening to the community, identifying real solutions, and taking action to create a stronger, safer, and more prosperous city for all.
From investing in economic development and youth engagement to supporting our senior citizens and veterans, The Big 5 outlines my clear vision for the future of Pct. 4. With a strategic approach, we will continue building a city that prioritizes innovation, fairness, and sustainability while maintaining responsible fiscal policies.
This is a movement to push Beaumont forward, and I can’t do it alone. I need your support, your voice, and your vote to continue making positive changes that impact our community. Together, we can accomplish The Big 5 and ensure a brighter future for Beaumont.
1. True Strategic Planning
Strategic Planning
Scheduled Responses:
The City of Beaumont maintains a year-round street and ditch maintenance schedule — not a seasonal one — ensuring consistent service delivery across the city. Precinct 4 deserves the same level of proactive planning. Establishing an annual maintenance schedule will improve accountability, transparency, and efficiency in how resources are deployed.
Communication:
Effective communication builds trust. I initiated The City of Beaumont upgrading to a user-friendly, regularly updated website that allows residents to easily access important information. I will advocate for similar accessibility in Precinct 4.
I actively use social media to engage with constituents and attend & organize neighborhood association meetings and community events to stay connected. Additionally, I would promote Hazard Mitigation Projects so residents are informed, not left in the dark, about what’s happening in their community.
To strengthen emergency readiness, I would implement a “Know Your Zone” initiative featuring clear evacuation maps and encourage residents to sign up for real-time updates through the VAN system.
Fiscal Responsibility:
Precinct 4 is the largest and longest-served precinct, yet it lacks a long-term maintenance and financial plan. I will implement a Fleet Retirement and Replacement Program that allows for financial forecasting, ensuring our employees have the modern, reliable equipment they need to perform their jobs effectively. Our community deserves this level of planning and professionalism.
Quality of Life:
Quality of life is a cornerstone of my leadership. I have led improvements in over 10 parks in less than four years, giving neighborhoods across Beaumont a fresh, family-friendly environment. In contrast, Precinct 4 currently manages only two under-invested parks and Ford Park, which often appears neglected — especially the image of the Facility at night, and it’s been this way for years. I believe our parks should reflect pride in our community, and I will make their revitalization a top priority.
Accountability
When tough conversations or issues arise, I face them head-on rather than run from them. I regularly meet with citizens and speak before large groups to foster open communication. I also started a podcast and host live Q&A sessions on my social media platforms to promote true transparency and discuss community matters and the decisions I make as an elected official. I don’t believe in passing the buck, hiding, or making excuses — accountability is the foundation of effective leadership.
2. Roads & Bridges
Roads & Bridges
Size and Maintenance
Precinct 4 covers 101 miles of roads and bridges and 202 miles of ditches. This scale demands daily maintenance, not seasonal work. In many areas, the grass and weeds in the ditches are now higher than the roads themselves. When heavy rain or storms occur, this neglect prevents proper water flow, creating flooding hazards.
To fix this, ditch maintenance must be treated as a full-time responsibility, not a part-time or seasonal task. Consistency is the key to staying ahead instead of constantly trying to catch up.
New Road Construction and Repairs
Many so-called “new” or “repaved” roads do not reflect quality construction. Dust and debris often blow into residents’ homes and vehicles, creating health and property risks. This is not a staff issue—it’s a leadership issue. If staff lack proper equipment or resources, that falls on the Commissioner’s failure to plan and budget effectively.
Proactive, Not Reactive Leadership
Precinct 4 needs a proactive approach, not one that reacts only after complaints are made. I will create a Precinct 4 App and reporting system that allows residents to report road or drainage issues, track their status, and see when they are resolved. This transparency ensures accountability and builds trust.
Strategic Planning and Funding
I will partner directly with constituents to create a Street and Infrastructure Needs Assessment Plan, prioritizing the areas most in need. Together, we can advocate before Commissioners Court for the necessary funding to make our precinct a top priority.
Equipment and Work Conditions
You can’t deliver quality results with outdated or unsafe equipment. Some workers are forced to operate heavy machinery with doors open in extreme heat—over 100 degrees—just to cope with the conditions. That’s unsafe and unacceptable.
As Commissioner, I will budget for upgraded equipment, ensure a safe and productive work environment, and empower our staff to take pride in their work. When our team has the right tools and support, it will be reflected in the quality of our roads, bridges, and ditches.
3. Economic Development
Economic Development
Jefferson County is not taking full advantage of the modern economic development tools that are transforming other areas. I led the creation of a TIRZ District that generated $1.7 million in its first year—funds that can be reinvested into infrastructure and economic development. The City invited the County to participate in this effort, but unfortunately, that partnership did not take place.
While Diversion Centers are now being discussed—and I commend our Sheriff for her proactive approach—this was a need identified years ago. As a leader, I will continue to push for forward-thinking solutions that bring new revenue streams and resources to our County.
I also initiated a voluntary beautification fee, allowing residents to directly contribute to improving our medians, intersections, and gateways, making our community more attractive for residents and investors alike.
Additionally, I helped author House Bill 5012, which provides a 10-year state tax exemption for a new Hotel and Convention Center, saving the City over $1 million annually.
I’ve worked to bring a grocery store to food deserts in our community—turning words about equity into action.
When it comes to tax abatements, I support them — but they must come with accountability. We should require guaranteed jobs within our precinct and include real penalties for industries that fail to meet their commitments. These partnerships should not be one-sided.
Just as I have successfully negotiated with the City to secure upfront funds from development agreements, I believe the County should also ensure there is an immediate return to address our community’s current needs, while still planning for long-term growth.
If we offer incentives to large industries, we must also offer relief to our seniors—the people who have sustained this community the longest. That’s why I fought for two years to freeze water rates for seniors—and got it done.
I also believe we need P3 (Public-Private Partnership) agreements and a Diversion Center to help address the capacity issues at our Jefferson County Sheriff’s Department.
Finally, I will work with—not against—County employees to understand their challenges, improve departmental efficiency, and ensure they receive competitive pay for the important work they do.
4. Disaster Readiness
DISASTER READINESS
As an Emergency Manager Certified leader, I believe that if you fail to plan, you plan to fail. My focus will be on preparedness, communication, and coordination to ensure the safety and resilience of every resident in Precinct 4.
1. Community Preparedness & Education
I will host quarterly Disaster Relief Meetings and launch Public Information Campaigns to educate residents on available emergency services and resources. These efforts will ensure that every family knows what to do and where to go when disaster strikes.
2. Protecting Vulnerable Populations
I will identify and prioritize support for our elderly, disabled, and low-income residents by ensuring they have access to transportation and ADA-compliant shelters during evacuations. Additionally, I will strengthen our volunteer registry to connect willing citizens with those in need during emergencies.
3. Strengthening the Emergency Management Office
I will advocate for proper funding, modern equipment, updated communication systems, and sufficient staffing for the Emergency Management Office. The safety of our community cannot be compromised by a lack of resources or neglect.
4. Transparent Communication
I will provide regular updates through newsletters, emails, and community briefings to keep residents informed about any major developments or decisions that could affect Precinct 4.
5. Partnership & Coordination
I will collaborate closely with state and federal partners, including FEMA and the Texas Division of Emergency Management, to bring additional resources and training opportunities to our area.
6. Local Engagement
I will listen to and work hand-in-hand with the residents of Hampshire, Cheek, and Beaumont to ensure their unique needs are met and their voices are heard in disaster planning and response.
Together, we can build a safer, more resilient Precinct 4 — prepared for whatever challenges come our way.
5. Healthy Work environment
HEALTHY WORK ENVIRONMENT
Toxic or unhealthy work environments drain energy, creativity, and trust. Even the most talented people cannot perform at their best when they feel disrespected, excluded, or constantly under pressure.
Mistreatment destroys morale faster than anything else. People do not quit jobs—they quit toxic work environments.
If elected, I will rebuild the culture of my staff and lead by values that foster growth, trust, and unity:
• Respect – Valuing every person’s role and input.
• Trust – Knowing your colleagues have your back.
• Communication – Being open, honest, and solution-oriented.
• Accountability – Holding everyone, including leadership—starting with me—to the same standard.
Without these principles, work turns into survival, not service. It kills collaboration and leads to:
• Lower productivity
• Higher turnover
• Poor customer service
• Fear-based culture
• Loss of trust in leadership
People will work hard for a paycheck, but they will give their heart to a leader who values them.
Good leaders lift people up, not tear them down. They build confidence, not fear.
The current work conditions are unacceptable. Employees have even been put in positions where the water was taken away, forcing them to work in temperatures often exceeding 100 degrees. No one should be treated that way.
Culture is everything, and I will never ask anyone to do something I would not be willing to do myself.