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Home My WebLink AboutAgenda Packet 02-14-2023ROLL CALL INVOCATION PLEDGE OF ALLEGIANCE PROCLAMATION Joint Proclamation for Alpha, Kappa, Alpha Sorority, Inc. Beta Omega Omega Chapter Day - Doris Sarr ADDITIONS/DELETIONS Items on the Consent Agenda are considered to be routine by the Board of Commissioners and will be enacted by one motion and one vote. There will be no separate discussion of these items unless a Board member so requests, in which event the item will be removed from the Consent Agenda and considered separately. The City Clerk will read the items recommended for approval. CITY COMMISSION MEETING CONSENT AGENDA AGENDA FOR FEBRUARY 14, 2023 5:00 PM Approve Minutes for January 17, 2023, Special Call Meeting and January CITY HALL COMMISSION CHAMBERS 300 SOUTH FIFTH STREET 24, 2023, Board of Commissioners Meeting Any member of the public who wishes to make comments to the Board of Commissioners is asked to fill out a Public Comment Sheet and place it in the box located at the end of the Commissioner's desk on the left side of the Commission Chambers. The Mayor will call on you to speak during the Public Comments section of the Agenda. ROLL CALL INVOCATION PLEDGE OF ALLEGIANCE PROCLAMATION Joint Proclamation for Alpha, Kappa, Alpha Sorority, Inc. Beta Omega Omega Chapter Day - Doris Sarr ADDITIONS/DELETIONS Items on the Consent Agenda are considered to be routine by the Board of Commissioners and will be enacted by one motion and one vote. There will be no separate discussion of these items unless a Board member so requests, in which event the item will be removed from the Consent Agenda and considered separately. The City Clerk will read the items recommended for approval. I. CONSENT AGENDA A. Approve Minutes for January 17, 2023, Special Call Meeting and January 24, 2023, Board of Commissioners Meeting B. Receive & File Documents C. Appointment of Mary Byrne to the Paducah Area Transit System Board D. Appointment of Jill Durham and Lucia Rogers Burkartto the Civic Beautification Board E. Personnel Actions F. Amend the FY22-23 Position and Pay Schedule - S. WILCOX G. Amend the FY22-23 Job Grade Schedule - S. WILCOX H. Approve a KDLA Local Records Program Grant Application in the amount of $46,000 for the Paducah Fire Department - Prevention Division - G. CHERRY L Approve a Contract with Tetra Tech in the Amount of $440,000 for the EPA Brownfields Grant - N. HUTCHISON J. Approve a Fleet Maintenance Service Agreement between the City of Paducah Fleet Division and the Barlow Kentucky Fire Department - C. YAR-BER IL MUNICIPAL ORDERS) A. Approve a Release and Agreement for $1,413,192.14 with Western Surety Company for the Costs Associated with the Default of Huffinan Construction, LLC on the Pump Station 92 Rehabilitation Project - R MURPHY III. ORDINANCE(S) - ADOPTION A. Amend Code of Ordinances Chapter 98 - Article VI and VII related to Parades and General Assemblies - L. PARISH IV. ORDINANCE(S) - INTRODUCTION A. Approve an Interlocal Cooperation Agreement for the City of Paducah/McCracken County 2045 Comprehensive Plan - N. HUTCHISON V. COMMENTS A. Comments from the City Manager B. Comments from the Board of Commissioners C. Comments from the Audience VI. EXECUTIVE SESSION January 17, 2023 At a Special Called Meeting of the Paducah Board of Commissioners held on Tuesday, January 17, 2023, at 4:00 p.m., in the Board of Commissioners Chambers, City Hall, 300 South 5h Street, Paducah, Kentucky, Mayor George Bray presided. Upon call of the roll by the City Clerk, Lindsay Parish, the following answered to their names: Commissioners Henderson, Smith, Wilson and Mayor Bray (4). Commissioner David Guess was present as Respondent to the misconduct charges filed against him. A transcript of this Public Hearing is on file in the City Clerk's Office. RATIFY MAYOR'S ORDERS Commissioner Henderson offered motion, seconded by Commissioner Smith, "to ratify the Orders issued by the Board of Commissioners and signed by Mayor George Bray. Specifically, • The Order on Pre -Hearing Evidentiary Motions dated January 17, 2023 • The Order on Respondent's Motion to Dismiss dated January 17, 2023 • The Order on Respondent's Motion for Written Decision on Motion to Dismiss and/or Continuance dated January 17, 2023 • The Order on Respondent's Motion for Clarification and/or Reconsideration re: `Zero Tolerance' Policy dated January 17, 2023 • The Order on Respondent's Motion for Clarification and/or Reconsideration re: `Not Privy' Communications" Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson and Mayor Bray (4). PUBLIC HEARING RELATED TO MISCONDUCT CHARGES FILED AGAINST COMMISSIONER DAVID GUESS Carol Schureck Petitt of Vaughn Petitt Legal Group, PLLC served as Complainant Counsel. David T. Riley of Grumley, Riley & Stewart, P.S.C. served as Respondent Counsel. Stacey Blankenship served as Counsel to the City Commission. Ms. Petitt was allowed 10 minutes to make an opening statement. Mr. Riley was allowed 10 minutes to make an opening statement. Each witness was sworn in by the City Clerk before testifying before the City Commission. Ms. Petitt called the following witnesses: • David Guess • Greg Cherry • Stefanie Wilcox Mr. Riley called the following witnesses: • J.W. Cleary Ms. Petitt entered the following Exhibits into the record of the meeting: • Exhibit 1 — Resolution of the Board of Commissioner of the City of Paducah, Kentucky Charging Commissioner David Guess with Misconduct Pursuant to KRS 83A.040(9) • Exhibit 2 — Text Message exchange between David Guess and Greg Cherry January 17, 2023 • Exhibit 3 — Statement from David Guess made on Facebook Exhibit 6 — City of Paducah Attachment A: Notice of Counseling or Disciplinary Action Exhibit 7 — Termination Notice Letter from Stefanie Wilcox dated September 16, 2022 Mr. Riley entered the following Exhibits into the record of the meeting: • Exhibit 4 - Text Message exchange between David Guess and Greg Cherry with time stamps • Exhibit 8 — Lions Club Minutes from December 19, 2022 • Exhibit 9 — Text Message Chain between David Guess, Sandra Wilson, and Carol Gault on November 8, 2022 (Note: No Exhibit 5 was entered into the record. Copies of all Exhibits listed above are on file in the minute folder for this meeting in the City Clerk's Office.) Ms. Petitt was allowed 10 minutes to make a closing statement. Mr. Riley was allowed 10 minutes to make a closing statement. EXECUTIVE SESSION Commissioner Smith offered motion, seconded by Commissioner Henderson, that the Board go into closed session for discussion of matters pertaining to the following topic: • Issues which might lead to the discipline or dismissal of a member, i.e., Commissioner, as permitted by KRS 61.810(1)(f). Adopted on call of the roll yeas, Commissioners Henderson, Wilson, Smith and Mayor Bray (4). No vote was taken in Executive Session. RECONVENE IN OPEN SESSION Commissioner Wilson offered motion, seconded by Commissioner Smith, that the Paducah Board of Commissioners reconvene in open session. Adopted on call of the roll yeas, Commissioners Henderson, Wilson, Smith and Mayor Bray (4). ACTION RELATED TO MISCONDUCT CHARGES FILED AGAINST COMMISSIONER DAVID GUESS Mayor Bray offered motion, seconded by Commissioner Henderson, that "the Board of Commissioners issue the following finding: Having heard and reviewed the evidence presented at this hearing, the Board of Commissioners finds that Commissioner David Guess committed the offense of misconduct as that term is used in KRS 83A.040(9) when he sent text messages to a City employee which stated, `You got Dujuan under control?' And `Whitey keeping a black man down. "' Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson and Mayor Bray (4). Mayor Bray offered Motion, seconded by Commissioner Smith, "that the Board of Commissioners remove Commissioner David Guess from the office of City Commissioner, effective immediately." January 17, 2023 Adopted on call of the roll yeas, Commissioners Henderson, Wilson, Smith and Mayor Bray (4). ADJOURN Commissioner Wilson offered motion, seconded by Commissioner Henderson that the meeting be adjourned. Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson and Mayor Bray (4). TIME ADJOURNED: 7:40 p.m. ADOPTED: February 14, 2023 George P. Bray, Mayor ATTEST: Lindsay Parish, City Clerk January 24, 2023 At a Regular Meeting of the Paducah Board of Commissioners held on Tuesday, January 24, 2023, at 5:00 p.m., in the Commission Chambers of City Hall located at 300 South 5th Street, Mayor George Bray presided. Upon call of the roll by the City Clerk, Lindsay Parish, the following answered to their names: Commissioners Henderson, Smith, and Wilson and Mayor Bray (4). INVOCATION Commissioner Smith led the invocation. PLEDGE OF ALLEGIANCE Maggie Beavers led the pledge. PROCLAMATIONS The Mayor presented Proclamations to Patti Sanders in recognition of the 175th Anniversary of St. Francis de Sales Church and to Monica Hayden, St. Mary School System Director, in recognition of Catholic Schools Week. PRESENTATION Carolyn MacKay and Clay Norton presented the Commission with a framed print entitled, "Farewell Delta Queen" that was painted by Wil MacKay. ADDITION/DELETIONS City Manager Daron Jordan requested that Discussion Item VI(B) Discussion and Potential Action related to the appointment of a City Commission Member pursuant to KRS 83A.040 — be removed from the agenda. MAYOR'S REMARKS Mayor Bray invited everyone to the City Block Groundbreaking on January 27th at 2:00 p.m. CONSENT AGENDA Mayor Bray asked if the Board wanted any items on the Consent Agenda removed for separate consideration. No items were removed for separate consideration. Mayor Bray asked the City Clerk to read the items on the Consent Agenda. I(A) Approve Minutes of Special Called Meeting of the Board of Commissioners for January 10, 2023 I(B) Receive and File Documents Minute File: 1. Notice of Special Called Meeting of the Board of Commissioners on Tuesday, January 10, 2023, at 5:00 p.m. 2. Notice of Special Called Meeting of the Board of Commissioners on Tuesday, January 17, 2023 at 4:00 p.m. 3. Notice of Activation Agreement —TIF January 24, 2023 4. Order dated January 17, 2023, removing Commissioner David Guess from the office of City Commissioner 5. Letter dated January 18, 2023, notifying County Clerk Jamie Huskey of the Board of Commissioners' intent to fill a vacancy created by the removal of City Commissioner David Guess 6. Letter dated January 18, 2023, notifying Kentucky Secretary of State Michael G. Adams of the Board of Commissioners' intent to fill a vacancy created by the removal of City Commissioner David Guess Deed File: 1. Deed of Correction — 3179 Jackson Street — MO 92573 2. Deed of Conveyance — City of Paducah, Kentucky and Jefferson and Waters, LLC — 2.88 acres located at 122 Broadway — Tract 1 - City Block Project — MO 92688 3. Deed of Access between the City of Paducah, Kentucky and Jefferson and Watters — LLC Tracts and 3 — City Block Project — MO 92688 Contract File: I . Recommended Bid of MagneGrip for Diesel Exhaust Extraction System — MO 92678 2. Amended and Restated Development Agreement between City of Paducah and Weyland Ventures Development, LLC — City Block Project - MO 92688 3. Partial Assignment of Development Agreement — Tract 1 — the Boutique Hotel Facility — Jefferson and Waters LLC and Weyland Ventures Development LLC — City Block Project — MO 92688 4. Seller's Lien Affidavit — Weyland Ventures Development LLC — City Block Project — MO #2688 5. Contract for Legal Services Vaughn Petitt — Representation of City of Paducah against David Guess — City Commission Misconduct Charge MO #2692 6. Franchise Agreement between City of Paducah and Quad State Internet, LLC ORD 2023-01-8757 (IC) Reappointment of Angela Copeland to the Commissioners of Water Works. Said term shall expire January 10, 2027 I(D) Appointment of Mark Thompson to the Paducah Convention & Visitors Bureau to replace Kristen Williams, who resigned. Said term shall expire Deeemben 1, 2024. Scrivener's Error December 31, 2024. I(E) Appointment of Trey Griffin to the Paducah Planning Commission to replace Cathy Crecelius, who resigned. Said term shall expire August 31, 2026. I(F) Appointment of Mary Hammond to the Public Monument Committee. Said term shall expire January 24, 2027. I(G) Appointment of Marcus Turnley to Board of Ethics, to replace Maurie McGarvey, whose term shall expire February 10, 2023. Said term shall expire February 10, 2026. I(H) Reappointment of Chad Beyer, Greg Croft, Jason Hickey and Rick Windhorst to the Building, Electrical & Fire Codes Appeals Board. Said terms shall expire January 22, 2027. I(I) Personnel Actions January 24, 2023 I(J) A MUNICIPAL ORDER AUTHORIZING THE APPLICATION FOR AND ACCEPTANCE OF A FY2024 HIGHWAY SAFETY GRANT IN THE AMOUNT OF $35,000 THROUGH THE KENTUCKY TRANSPORTATION CABINET FOR OVERTIME PAY FOR OFFICERS AND THE PURCHASE OF FOUR (4) MOVING RADAR UNITS, AND AUTHORIZING THE MAYOR TO EXECUTE ALL DOCUMENTS RELATED TO SAME MO #2693; BK 12 I(K) A MUNICIPAL ORDER AUTHORIZING AND DIRECTING THE CITY MANAGER TO ISSUE A REQUEST FOR PROPOSALS FOR THE 2023 INDEPENDENCE DAY CELEBRATION DISPLAY MO #2694; BK 12 Commissioner Henderson offered Motion, seconded by Commissioner Smith, that the items on the consent agenda be adopted as presented. Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson, and Mayor Bray (4). BOARD APPOINTMENTS Paducah Riverfront Advisory Board Commissioner Smith offered Motion, seconded by Commissioner Henderson, that the Board of Commissioners approve the action of Mayor Bray in the reappointment of Commissioner Sandra Wilson to the Paducah Riverfront Development Advisory Board. Said term shall expire December 31, 2024. Adopted on call of the roll yeas, Commissioners Henderson, Smith, and Mayor Bray (3). Commissioner Wilson abstained from the vote (1). Commissioners of Water Works Commissioner Wilson offered Motion, seconded by Commissioner Henderson, that the Board of Commissioners approve the action of Mayor Bray in the appointment of Commissioner Robert Buz Smith to the Commissioners of Water Works, said term shall expire December 31, 2024. Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson, and Mayor Bray (4). Brooks Stadium Commission Commissioner Henderson offered Motion, seconded by Commissioner Wilson, that the Board of Commissioners approve the action of Mayor Bray in the appointment of Commissioner Robert Buz Smith to the Brooks Stadium Commission, said term shall expire December 31, 2024. Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson, and Mayor Bray (4). Electric Plant Board Commissioner Henderson offered Motion, seconded by Commissioner Smith, that the Board of Commissioners approve the action of Mayor Bray in the reappointment of Commissioner Sandra Wilson to the Electric Plant Board. Said term shall expire December 31, 2024. Adopted on call of the roll yeas, Commissioners Henderson, Smith, and Mayor Bray (3). Commissioner Wilson abstained from the vote (1). January 24, 2023 Municipal Housing Commission Commissioner Wilson offered Motion, seconded by Commissioner Smith, that the Board of Commissioners approve the action of Mayor Bray in the reappointment of Commissioner Raynarldo Henderson as the Mayor's designee to the Municipal Housing Commission. Said term shall expire December 31, 2024. Adopted on call of the roll yeas, Commissioners Smith, Wilson, and Mayor Bray (3). Commissioner Henderson abstained from the vote (1). MUNICIPAL ORDER Commissioner Wilson offered Motion, seconded by Commissioner Smith, that the Board of Commissioners adopt a Municipal Order entitled, "A MUNICIPAL ORDER OF THE CITY OF PADUCAH DISBANDING THE 911 COMMUNICATION SERVICES OVERSIGHT COMMITTEE." Adopted on call of the roll yeas, Commissioners Henderson, Smith Wilson, and Mayor Bray (4). (MO #2695; BK 12) ORDINANCE ADOPTIONS AMEND CODE OF ORDINANCES SECTION 2-145 RELATED TO PUBLIC COMMENTS Commissioner Henderson offered Motion, seconded by Commissioner Smith, that the Board of Commissioners adopt an Ordinance entitled, "AN ORDINANCE AMENDING CHAPTER 2, SECTION 2-145 "ORDER OF BUSINESS; NAMES OF MEMBERS PRESENT TO BE NOTED; HEARING OF SPECTATORS" OF THE CODE OF ORDINANCES OF THE CITY OF PADUCAH, KENTUCKY" This Ordinance is summarized as follows: This Ordinance amends Chapter 2, Section 2-145 to clarify when the public is allowed to make comments at a City Commission meeting and setting forth the provisions under which such public comments are allowed. Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson, and Mayor Bray (4). (ORD 2023-01-8758; BK 36) AMEND SECTION 2-315 FIREFIGHTER TRAINING AND QUALIFICATIONS; APPOINTEE PROBATIONARY PERIOD Commissioner Smith offered Motion, seconded by Commissioner Wilson that the Board of Commissioners adopt an Ordinance entitled, "AN ORDINANCE AMENDING CHAPTER 2, SECTION 2-315 "FIREFIGHTER TRAINING AND QUALIFICATIONS; APPOINTEE PROBATIONARY PERIOD" OF THE CODE OF ORDINANCES OF THE CITY OF PADUCAH, KENTUCKY." This Ordinance is summarized as follows: This Ordinance amends Section 2-315(c) to extend the initial training period for Fire Department appointees from a maximum of twenty (20) weeks to a maximum of thirty-two (32) weeks. Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson, and Mayor Bray (4). (ORD 2023-01-8759; BK 36) January 24, 2023 ORDINANCE INTRODUCTION AMEND CODE OF ORDINANCES CHAPTER 98 — ARTICLE VI AND VII RELATED TO PARADES AND GENERAL ASSEMBLIES Commissioner Smith offered Motion, seconded by Commissioner Wilson, that the Board of Commissioners introduce an Ordinance entitled, "AN ORDINANCE REPEALING CHAPTER 98, ARTICLE VI PARADES & ARTICLE VII GENERAL ASSEMBLIES OF THE CODE OF ORDINANCES OF THE CITY OF PADUCAH, KENTUCKY AND REPLACING THEM IN THEIR ENTIRETY" This Ordinance is summarized as follows: This Ordinance repeals and replaces Chapter 98 Article VI Parades and Article VII General Assemblies of the Code of Ordinances of the City of Paducah to update and expand the definition of special events; charge the City Manager with creating and maintaining an Administrative Policy which controls the specifics related to Special Events; and update wording to clarify that all permitted events must provide a minimum of $1,000,000 general liability coverage with the City named as additional insured. DISCUSSION Communications Manager Pam Spencer offered the following summary: Outdoor Sports Complex Discussion City Manager Daron Jordan led the Board through a discussion regarding the outdoor sports complex under design for the former Bluegrass Downs horse track complex and a portion of Stuart Nelson Park. City Manager Jordan and Parks & Recreation Department Director Amie Clark are the City's appointments to the facility's Project Working Group. The Working Group's goal is to finalize the design in the next few weeks. The project will affect the current location of the Dog Park at Stuart Nelson Park, and this week the project architect submitted a letter to the City and County recommending the Dog Park to be moved to Noble Park. Clark said a possible relocation site at Noble Park is Anna Baumer Field. This is the large field behind the amphitheater near the Greenway Trail. Jordan also said dog relief areas are included in the outdoor sports complex's design. The Dog Park relocation must be approved by the City, County, and McCracken County Sports Tourism Commission since the cost to relocate the park is included in the overall cost of the complex. Commissioner Smith inquired about the location of the Disc Golf Course. Parks and Recreation Director Arnie Clark stated that it is their goal to keep the disc golf course at its current location; however, a few holes may have to be moved. They will work with the original designer of the course regarding any change. January 24, 2023 AUDIENCE COMMENT Victoria Terra thanked the Commission for their leadership. ADJOURN Commissioner Wilson offered motion, seconded by Commissioner Smith, that the meeting be adjourned. Adopted on call of the roll yeas, Commissioners Henderson, Smith, Wilson, and Mayor Bray (4). TIME ADJOURNED: 5:58 p.m. ADOPTED: February 14, 2023. George P. Bray, Mayor ATTEST: Lindsay Parish, City Clerk February 14, 2023 RECEIVE AND FILE DOCUMENTS: Minute File: 1. Order to remove Commissioner David Guess from the Office of City Commissioner dated January 17, 2023 — recorded copy Deed File: 1. Deed in Lieu of Foreclosure — 1721 Broad Street — MO 92679 2. Deed in Lieu of Foreclosure — 1723 Broad Street — MO 92680 3. Agreement between BellSouth Telecommunications and Quad State Internet — Reference ORD 2023-01-8757 4. Pole Attachment Agreement between Paducah Power and Quad State Internet — Reference ORD 2023-01-8757 Contract File: 1. McCracken County Emergency Operations Plan - 2022 CITY OF PADUCAH February 14, 2023 Upon the recommendation of the City Manager's Office, the Board of Commissioners of the City of Paducah order that the personnel changes on the attached list be approved. smaem City Manager's Office Signature 2/9/2023 Date CITY OF PADUCAH PERSONNEL ACTIONS February 14, 2023 NEW HIRES - PART-TIME (PIT PARKS & RECREATION POSITION RATE NCS/CS FLSA EFFECTIVE DATE Shelton, Jose F. Park Ranger $14.00/hr NCS Non -Ex January 21, 2023 PAYROLL ADJUSTMENTS/TRANSFERS/PROMOTIONS/TEMPORARY ASSIGNMENTS (FULL-TIME) PREVIOUS POSITION CURRENT POSITION E-911 AND BASE RATE OF PAY AND BASE RATE OF PAY NCS/CS FLSA EFFECTIVE DATE Fowler, Hillary Telecom municator Telecommunicator NCS Non -Ex January 26, 2023 $22.47/hr $21.84/hr ADMINISTRATION Underwood, Beverly A. Senior Administrative Assistant Senior Administrative Assistant NCS Non -Ex December 1, 2022 $26.39/hr $26.65/hr FINANCE Arellano-Tapia, Anayeli Revenue Technician Revenue Technician NCS Non -Ex February 9, 2023 $18.02/hr $18.47/hr FIRE - PREVENTION Cherry, Joseph G. Deputy Chief Deputy Chief NCS Ex January 12, 2023 $49.89/hr $51.39/hr FIRE - SUPPRESSION Burton, Joseph L. Assistant Fire Chief Assistant Fire Chief NCS Ex February 9, 2023 $31.22/hr $32.16/hr Denton, David A. Deputy Chief Deputy Chief NCS Ex December 29, 2022 $46.99/hr $48.40/hr POLICE Martin, Carly D. Records Clerk Records Clerk NCS Non -Ex February 9, 2023 $17.80/hr $18.25/hr TERMINATIONS - FULL-TIME (FIT) PARKS & RECREATION POSITION REASON EFFECTIVE DATE Weems, James Recreation Specialist Resignation February 28, 2023 POLICE Armstrong, Jason M. Patrolman Resignation February 12, 2023 Brown, Adam M. Patrolman Resignation February 12, 2023 Agenda Action Form Paducah City Commission Short Title: Amend the FY22-23 Position and Pay Schedule - S. WILCOX Category: Municipal Order Meeting Date: February 14, 2023 Staff Work By: Stefanie Wilcox Presentation By: Stefanie Wilcox Background Information: The position and pay schedule is being submitted in preparation for the fiscal year 2024 budget cycle. The Enterprise Resource Planning Manager has changed to Software Manager and the Business Analyst job title has changed to Software Specialist. Both positions have moved into the Technology Department. A Solid Waste Supervisor position will be reclassified as a Solid Waste Superintendent, and the Park Maintenance Supervisors are being moved to the same job grade as the Public Works Maintenance Supervisors. All other changes are related to new hires, employees leaving and wage rates increasing. Does this Agenda Action Item align with a Commission Priority? No If yes, please list the Commission Priority: Communications Plan: Funds Available: Account Name: Account Number: Staff Recommendation: Approved the updated position and pay schedule with recommended changes. Attachments: 1. MO Position and Pay Schedule FY2022-2023 2-14-23 2. Position and Pay Schedule -Feb 14 MUNICIPAL ORDER NO. A MUNICIPAL ORDER AMENDING THE FY2022-2023 POSITION AND PAY SCHEDULE FOR THE FULL-TIME EMPLOYEES OF THE CITY OF PADUCAH, KENTUCKY WHEREAS, the City of Paducah adopted the FY2022-2023 Position and Pay Schedule by Municipal Order No. 2591 on June 14, 2022; and WHEREAS, the City desires to amend the Position and Pay Schedule in order to change the job titles for the Enterprise Resource Planning Manager to the Software Manager and the Business Analyst to a Software Specialist and to move both positions to the Technology Department; and WHEREAS, the City desires to amend the Position and Pay Schedule in order to reclassify a Solid Waste Supervisor position as a Solid Waste Superintendent and to move the Park Maintenance Supervisors to the same job grade as the Public Works Maintenance Supervisors; and WHEREAS, the City desires to amend the Position and Pay Schedule in order to update information in preparation for the Fiscal Year 2024 budget cycle; and WHEREAS, in order to implement the changes, it is necessary to amend the FY2022-2023 Position and Pay Schedule. BE IT ORDERED BY THE CITY OF PADUCAH, KENTUCKY: SECTION 1. That the City of Paducah hereby approves an amendment to the FY2022-2023 Position and Pay Schedule for the employees of the City of Paducah as attached hereto. SECTION 2. This Order will be in full force and effect from and after the date of its adoption. George Bray, Mayor ATTEST: Lindsay Parish, City Clerk Adopted by the Board of Commissioners, February 14, 2023 Recorded by Lindsay Parish, City Clerk, February 14, 2023 mo/Position and Pay Schedule FY2022-2023 2-14-23 CITY OF PADUCAH FY 2023 February 14, 2023 POSITION AND PAY SCHEDULE Section A. WAGE ADJ. ADJ. VACANT 40 ADMINISTRATION AUTHORIZED POSITIONS FY 23 FY23 43.05 28_94 28_10 24_90 HOURLY HOURLY 21.47 7 ADJ. HOURS WAGE WAGE POSITIONS TOTAL NON -CS RCSSICS RATE BUDGET FILLED VACANT ADJ. ADJ. HOURS EXEMPT PAY POSITIONS TOTAL NON -CS RCSSICS RATE RATE WORK NON-EXEMPT GRADE City Manager 1 1 79_72 77.40 40 E 18 Assistant City Manager 1 1 54_64 53.05 40 E 17 Assistant to the City Manager Accounting/Payroll 40 E Grants Administrator 1 1 25.38 25.38 40 E 10 FRte FP.i Se Remi FGe DI.,..... ng M.,... geF 4- ;- 39_�5 39-9 40 & 43 BUS Bess Analyst 4 4 27-M 40 € 44 Senior Administrative Assistant 1 1 26.39 26.39 40 NE 9 Communications Manager 1 1 42.03 40.81 40 E 13 Total Budgeted/Filled for Department 0 0 Note: Moved ERP Manager and BA Positions to Technology Department (02/23) Revenue Manager 1 1 42_55 41.31 40 Note: Moved Grants Administrator position from Finance to Administration 14 Account Clerk Section B. NE CITY CLERK / CUSTOMER EXPERIENCE DEPT. AUTHORIZED POSITIONS FY 23 FY23 Revenue Tech II 1 1 POSITIONS City Clerk / Customer Experience Director Assistant City Clerk Senior Customer Experience Representative Customer Experience Representatives BUDGET FILLED TOTAL NON -CS RCSS/CS 1 1 1 1 1 1 1 1 HOURLY HOURLY WAGE WAGE ADJ. ADJ. VACANT 40 RATE RATE 44_35 43.05 28_94 28_10 24_90 24_17 21.47 21.47 AUTHORIZED POSITIONS FY 23 FY23 HOURS EXEMPT PAY WORK NON-EXEMPT GRADE 40 E 15 40 NE 10 40 E 9 40 NE 7 Section D. TECHNOLOGY DEPARTMENT AUTHORIZED POSITIONS FY 23 FY23 Page 1 of 8 HOURLY HOURLY WAGE WAGE BUDGET FILLED VACANT ADJ. ADJ. HOURS EXEMPT PAY POSITIONS TOTAL NON -CS RCSSICS RATE RATE WORK NON-EXEMPT GRADE Administration Director of Finance 1 1 79.15 76.85 40 E 17 Senior Administrative Assistant 1 1 21.17 21.06 40 NE 9 Accounting/Payroll Controller 1 1 50_67 49.19 40 E 15 Senior Accountant 1 1 32.70 31.75 40 E 12 Accountant 2 1 24.11 23.41 40 E 10 1 24.08 24.08 40 E 10 Revenue Revenue Manager 1 1 42_55 41.31 40 E 14 Account Clerk 40 NE 40 NE Revenue Tech II 1 1 21_87 21.34 40 NE 9 Revenue Tech. 2 1 4 19.99 19.99 40 NE 8 1 18_02 40 NE 8 Revenue Auditor 1 1 27.56 26.76 40 E 11 Total u ge e i e or Department 11 11 0 0 Note: The Revenue Tech III was removed and a Revenue Tech added. * Position Red Light 2021 Note: RCSS - Individuals Retain Civil Service Status Section D. TECHNOLOGY DEPARTMENT AUTHORIZED POSITIONS FY 23 FY23 Page 1 of 8 CITY OF PADUCAH FY 2023 February 14, 2023 POSITION AND PAY SCHEDULE HOURS EXEMPT PAY WORK NONEXEMPT GRADE 40 E 16 HOURLY HOURLY 13 40 E WAGE WAGE E BUDGET FILLED VACANT ADJ. ADJ. POSITIONS TOTAL NON -CS RCSSICS RATE RATE Chief Technology Director 1 1 E 50_68 49.44 Software FnteFPF Se ReSOUFGe Plann ng Manager 1 1 RATE 38.25 38.25 Software Specialist P s�e ,.,� ^^ lyst 1 4 1 27.88 27.88 Systems Administrator 1 1 RATE 25_82 25.31 Systems Technician 1 1 4 27_68 0.00 Help Desk Technician 1 1 E 18_25 0.00 GIS and Application Support Manager 1 1 0.00 0.00 GIS Specialist 1 1 0.00 0.00 Total Budgeted/Filled for Department 86 1 530 3 Business Development Specialist 1 1 HOURS EXEMPT PAY WORK NONEXEMPT GRADE 40 E 16 40 E 13 40 E 11 40 E 11 40 E 10 40 NE 8 40 E 12 40 E 11 Section E. HOURLY HOURLY PLANNING DEPARTMENT AUTHORIZED POSITIONS FY 23 FY23 WAGE WAGE HOURLY HOURLY FILLED VACANT ADJ. ADJ. HOURS EXEMPT WAGE WAGE TOTAL NON -CS RCSSICS RATE RATE BUDGET FILLED VACANT ADJ. ADJ. HOURS EXEMPT PAY POSITIONS TOTAL NON -CS RCSSICS RATE RATE WORK NONEXEMPT GRADE Director of Planning 1 1 46_89 45.53 40 E 16 Planner III 1 1 32.34 32.34 40 E 12 Senior Administrative Assistant 1 1 27.93 27.93 40 NE 9 Business Development Specialist 1 1 26.67 26.67 40 E 11 Administrative Assistant 1 40 NE 7 Planner II 1 1 0.00 0.00 40 E 11 Planner 1 1 1 4 23_32 0.00 40 E 10 Downtown Development Specialist 1 1 24_36 23.77 40 E 10 Total Budgeted/Filled for Department 7 6 0 1 40 NE 5 years Position Red Light 2021 31.30 31.30 10 years Section F. 35 32.87 32.87 POLICE DEPARTMENT AUTHORIZED POSITIONS FY 23 FY23 34.51 Page 2 of 8 HOURLY HOURLY WAGE WAGE BUDGET FILLED VACANT ADJ. ADJ. HOURS EXEMPT PAY POSITIONS TOTAL NON -CS RCSSICS RATE RATE WORK NON-EXEMPT GRADE Police Chief 1 1 59.98 58.24 40 E 17 Police Assistant Chief 2 2 48.62 47.20 40 E 15 Captains 6 40 E 14 1 43_50 42.23 1 43_29 42.03 1 42_23 41.00 1 39_92 37.85 2 37.80 37.80 Sergeants 9 2 40 NE 5 years 2 31.30 31.30 10 years 35 32.87 32.87 15 years 2 34.51 34.51 20 years 36.24 36.24 25+ years 38.05 38.05 Police Officer 63*** 02 40 NE Police Officer - Recruit 6 24.87 24.87 1 year 14 24.87 24.87 3 years 11 26.17 26.17 5 years 12 27.47 27.47 10 years 9 28.85 28.85 15 years 8 30.29 30.29 20 years 5 31.81 31.81 Page 2 of 8 CITY OF PADUCAH FY 2023 POSITION AND PAY SCHEDULE 25 years Senior Administrative Assistant 2 1 1 Administrative Assistant Crime Analyst Crime Analyst II 1 1 Crime Scene Investigator 1 Records Manager 1 1 Senior Records Clerk 1 1 Records Clerk 2 1 1 Senior Evidence Technician 1 1 Evidence Technician 1 1 Total Budgeted/Filled for Department 90 89 0 1 Position Red Light 2021 POLICE DEPARTMENT CONT AUTHORIZED POSITION POSITIONS 911 Communications Services 911 Communications Services Manager Assistant 911 Communications Services Manager Terminal Agency Coordinator 911 System Administrator Shift Supervisor Telecom municator Senior Administrative Assistant BUDGET FILLED TOTAL NON -CS RCSSICS 1 1 1 1 1 1 1 4 1 1 33.40 30.11 21.95 0.00 0.00 0.00 24.20 22.03 21.74 17.80 20.66 18.55 33.40 29.23 21.31 0.00 0.00 0.00 23.49 21.38 21.10 17.80 20.05 18.09 S FY 23 FY23 HOURLY HOURLY WAGE WAGE ADJ. ADJ. VACANT 25.77 RATE RATE 44_16 43.08 34_24 33.07 1 0.00 0.00 27_85 27.04 24 22.82 0.00 24.04 14 3 E 1 27_54 25.77 1 26_03 25.27 1 24_49 24.01 1 24_12 22.67 1 22_47 20.84 1 18_65 18.47 2 18.46 18.46 3 18.02 18.02 28_35 27.52 February 14, 2023 40 NE 9 40 NE 7 40 E 10 40 E 11 40 40 40 E 9 40 NE 8 40 NE 7 40 NE 8 40 NE 7 HOURS EXEMPT PAY WORK NON-EXEMPT GRADE 40 E 13 40 E 12 36/48 NE 8 40 E 10 36/48 NE 10 36/48 NE 10 36/48 NE 8 36/48 NE 8 36/48 NE 8 36/48 NE 8 36/48 NE 8 36/48 NE 8 36/48 NE 8 36/48 NE 8 36/48 NE 8 40 NE 9 * Position Red Light 2021 Note: Police Department Secretary/Public Information Officer is provided two hours minimum call -out pay. **Note: Police Department adjustments will be made in accordance to Union Contract once the Captain's promotional process is completed. ***Note: The Police Officer authorization number increased by 3 in order to fullfil the COPS Grant for School Resource Officers for the next 4 years. 6/22/2021 **911 *Note: 36/48 referes to the 12 hour schedule that has DeoDle workina an alternatina three and four 12 -hour shifts Der week. or 2184 hours Der vear New system administrator position added and data entry clerk moved into position. Add Pays: 1) 1 TAC $1/hr 2) 2 CTO's $0.50/hr A supervisor position is filled Total Budgeted/Filled for Department 23 1 17 0 6 Section G FIRE DEPARTMENT AUTHORIZED POSITION POSITIONS Administrative Division Fire Chief Deputy Fire Chief - Fire Prevention Deputy Fire Chief - Operations BUDGET FILLED TOTAL NON -CS RCSSICS 1 1 1 1 1 1 Page 3 of 8 S FY 23 FY23 HOURLY HOURLY WAGE WAGE ADJ. ADJ. VACANT 40 RATE RATE 64_43 62.55 49.89 49.89 46.99 46.99 HOURS EXEMPT PAY WORK NONEXEMPT GRADE 40 E 17 40 E 15 40 E 15 CITY OF PADUCAH FY 2023 NE POSITION AND PAY SCHEDULE 2 Training Division 2072. 10 years Battalion Chief/ Training Officer 1 1 3232=99 32.19 40 Fire Prevention Division 10 21.77 Battalion Chief/ Fire Marshal 20 years 1 Deputy Fire Marshal 2 1 1 3333=66 32.68 4 28-73 28-7-3 Senior Administrative Assistant 1 1 2628 25.76 Code Enforcement Officer 3 1 2525=82 25.07 40 18.84 1 2424=03 23.56 1 1 2121=93 21.50 Permit Technician 1 1 1975. 1955. 40 Permit Specialist 20 years 40 Chief Building Inspector 1 1 3737=52 36.78 40 Deputy Building Inspector 1 1 2727=22 26.69 40 Chief Electrical Inspector 1 1 3333=04 3208. 40 Deputy Electrical Inspector 1 1 2426 2426 40 Suppression Division 14.32 6 months Fire Assistant Chief 3 1 32.31 31.37 40 1 year 1 3122 3122 15.83 1 2929=59 28.87 February 14, 2023 E E NE NE NE NE NE NE NE NE NE E Captains 15 NE <10 years 2 2072. 2072. 10 years 2 2124 2124 15 years 10 21.77 21.77 20 years 1 22.32 22.32 25 years 22.87 22.87 Lieutenants 15 4 NE <10 years 9 18.84 18.84 10 years 1 1931. 1931. 15 years 1 1979. 1979. 20 years 2029 2029 25 years 2080. 2080. Firefighter 29 2** NE Firefighter (Appointee) 4 14.32 14.32 6 months 6 15.44 15.44 1 year 4 15.83 15.83 3 years 6 1622 1622 5 years 16.63 16.63 10 years 17.05 17.05 15 years 17.47 17.47 Firefighter (Relief Driver) NE COLA + $0.39 + $0.10 2 years 3 16.69 16.69 3 years 4 17.10 17.10 5 years 4 17.53 17.53 10 years 17.97 17.97 15 years 18.42 18.42 Total Budgeted/Filled for Department 77 75 0 2 * Position Red Light 2021 ** Position Frozen 2009 Note: Executive Assistant I moved to Prevention from Administration Note: Firefighter Relief Driver is not a new position. $0.10 is factored in the pay rate Note: A person may hold the position of Code Enforcement Officer I for a period not to exceed one year without becoming a certified Property Maintenance Inspector. Note: To be considered for the position of Code Enforcement Officer II must obtain Property Maintenance Inspector I, Level I Building Inspector and successful review. Note:* A person may hold the position of Deputy Building Inspector Level I for a period not to exceed two years without becoming certified. Note: A person may hold the position of Deputy Electrical Inspector Level I for a period not to exceed one year without becoming certified. Note: Building Inspector levels are equivalent to steps. These levels are dictated by state certification, and successful performance review. Page 4 of 8 12 12 9 8 7 12 10 12 10 14 CITY OF PADUCAH FY 2023 February 14, 2023 POSITION AND PAY SCHEDULE Note: Deputy Fire Marshal to have State certification within one year. Note: To be considered for Deputy Fire Marshal II must obtain NFPA Fire Inspector I, and II, and successful review. Note: To be considered for Deputy Fire Marshal III must obtain NFPA Fire protection plan review and successful performance review. Note: As Inspection's Civil Service positions are eliminated through attrition they will be filled as Non-Civil Service positions. Note: RCSS - Individuals Retain Civil Service Status Section H. AUTHORIZED POSITIONS FY 23 FY 23 HOURLY HOURLY WAGE WAGE ENGINEERING BUDGET FILLED VACANT ADJ. ADJ. HOURS EXEMPT PAY POSITIONS TOTAL NON-CS RCSSICS RATE RATE WORK NONEXEMPT GRADE City Engineer 1 1 71_93 69.83 40 E 17 Assistant City Engineer 1 1 43.15 43.15 40 E 14 Engineer Project Manager 1 1 34.18 34.18 40 E 13 Engineering Technician 1 1 26.92 26.92 40 E 11 Engineering Tech III 1 1 39.61 39.61 40 E 13 Senior Administrative Assistant 1 1 24.38 24.38 40 NE 9 Floodwall Division EPW Floodwall Superintendent 1 1 3526 3526 40 E 13 Floodwall Operator 4 40 NE 80% 18.34 18.34 NE 85% 1948. 1948. NE 90% 2063. 2063. NE 95% 21.77 21.77 NE 100% 2 2 22.92 22.92 NE Total Budgeted/Filled for Department 11 9 2 Position Red Light 2021 Note: positions are eliminated through attrition they will be filled as a Non-Civil Service positions. Note: RCSS - Individuals Retain Civil Service Status Note: As the Floodwall Operators' CS positions are eliminated through attrition they will be filled as Non-Civil Service positions. Section I. AUTHORIZED POSITIONS FY 23 FY 23 HOURLY HOURLY WAGE WAGE PUBLIC WORKS DEPT. BUDGET FILLED VACANT ADJ. ADJ. HOURS EXEMPT PAY POSITIONS TOTAL NON-CS RCSSICS RATE RATE WORK NONEXEMPT GRADE Public Works Director 1 1 54.82 5322 40 E 16 Assistant Public Works Director 1 1 47.04 45.89 40 E 14 Administrative Assistant 1 1 18.57 1821 40 NE 7 Street Division Street Superintendent 1 1 3333=60 32.62 40 E 13 Street Supervisor 1 1 2727=19 26.40 40 E 11 Landscape Supervisor 1 1 30.76 30.76 40 E 11 Equipment Operator 3 NE 80% 18.52 18.52 85% 1968. 1968. 90% 2084. 2084. 95% 21.99 21.99 100% 3 23.15 23.15 Concrete Finisher 1 1• NE 80% 17.71 17.71 85% 18.82 18.82 90% 1993. 1993. 95% 21.03 21.03 100% 22.14 22.14 Right-Of-Way Maintenance Person 15 3 NE 80% 17.14 17.14 85% 1822 1822 90% 1 1929 1929 95% 2036. 2036. 100% 11 21.43 21.43 Page 5 of 8 CITY OF PADUCAH FY 2023 February 14, 2023 POSITION AND PAY SCHEDULE Laborer NE 80% 15.96 15.96 85% 16.96 16.96 90% 17.96 17.96 95% 18.95 18.95 100% 1995. 1995. Maintenance Division Maintenance Superintendent 1 1 3535=59 34.72 40 E 13 Maintenance Supervisor 1 1 4 2626=77 0.00 E 11 Janitor / Collector 4 1 NE 80% 15.58 15.58 85% 16.56 16.56 90% 1 17.53 17.53 95% 1 18.51 18.51 100% 1 4 1948. 1948. Traffic Technician 1 1 NE 80% 17.85 17.85 85% 18.96 18.96 90% 2008. 2008. 95% 2120 2120 100% 22.31 22.31 Master Electrician 1 1` 0.00 0.00 NE 10 Maintenance Technician 5 1` NE 80% 17.85 17.85 85% 18.96 18.96 90% 1 2008. 2008. 95% 2 2120 2120 100% 1 22.31 22.31 Fleet Maintenance Division Fleet Superintendent 1 1 3434=01 33.18 40 E 13 Fleet Supervisor 1 1 2929=56 28.84 40 E 11 Senior Administrative Assistant 1 1 22.77 22.11 40 NE 7 Fleet Mechanic I NE 8 Fleet Mechanic II 5 4 NE 9 1 2020=18 0.00 1 2121=32 2070. 1 2121=96 21.42 1 2222=40 21.75 1 2525=04 24.79 Solid Waste Division Solid Waste Superintendent 1 1 40 E 13 Solid Waste Supervisor 12 1 28.06 28.06 40 E 11 4 27-24 27-24 Compost Operations Supervisor 1 1 24.72 24.72 40 E 10 Administrative Assistant 1 1 2032. 1973. 40 NE 7 Laborer 1 NE 80% 15.96 15.96 85% 16.96 16.96 90% 17.96 17.96 95% 18.95 18.95 100% 1 1995. 1995. Truck Driver 17 5 NE 80% 17.51 17.51 85% 18.61 18.61 90% 1 1970. 1970. 95% 2080. 2080. 100% 10 1 21.89 21.89 Right -Of -Way Maintenance Person 0 NE 80% 17.14 17.14 85% 18.22 18.22 Page 6 of 8 CITY OF PADUCAH FY 2023 February 14, 2023 POSITION AND PAY SCHEDULE 90% 95% 100% 1929 1929 2036. 2036. 21.43 21.43 Compost Equipment Operator 2 1 AUTHORIZED POSITIONS NE 80% 18.52 18.52 85% 1968. 1968. 90% 2084. 2084. 95% 21.99 21.99 100% 12 23.15 23.15 WAGE Total Budgeted/Filled for Department 70 1 52 3 15 Position Red Light 2021 Note: positions are eliminated through attrition they will be filled as a Non -Civil Service positions. BUDGET FILLED Note: RCSS - Individuals Retain Civil Service Status ADJ. ADJ. Note: As the Floodwall Operators' CS positions are eliminated through attrition they will be filled as Non -Civil Service positions. NON-EXEMPT GRADE Note: AFSCME employees in the classificaton above shall be eligible to receive "Shift Differential' of $0.35/Hr. TOTAL NON -CS RCSSICS Note: AFSCME employees in the above classification shall be eligible to receive $0.50/Hr as a "Work Leader". RATE RATE Section J PARKS & RECREATION DEPARTMENT AUTHORIZED POSITIONS FY 23 FY 23 HOURS EXEMPT PAY HOURLY HOURLY WAGE WAGE BUDGET FILLED VACANT ADJ. ADJ. WORK NON-EXEMPT GRADE POSITION TOTAL NON -CS RCSSICS RATE RATE Director of Parks & Recreation 1 1 4724 46.34 40 E 16 Assistant Director of Parks 1 1 39.40 38.63 40 E 14 Assistant Director of Recreation 1 1 39.40 38.63 Recreation Superintendent 1 1 3223 3223 40 E 13 Senior Recreation Specialist 1 1 2222=15 21.61 40 E 10 Recreation Specialist 3 4 24! 2121=13 2072. 40 E 9 1 2020=58 2018. Senior Administrative Assistant 1 1 23.47 23.47 NE 9 Administrative Assistant 1 1 18.64 18.64 NE 7 Maintenance Division Supervisor 2 14 E 1140 4 25-96 2&96 1 24_60 24.00 Laborer 13 24 NE 80% 2 15.96 15.96 85% 1 16.96 16.96 90% 17.96 17.96 95% 1 18.95 18.95 100% 5 2 1995. 1995. Right-Of-Way Maintenance Person 1 NE 80% 17.14 17.14 85% 1822 1822 90% 1929 1929 95% 2036. 2036. 100% 1 21.43 21.43 Total Budgeted/Filled for Department 26 18 3 5 Position Red Light 2021 Note: Recreation Superintendent moved to Assistant Director Position, and Parks Maintenenace Superintendent moved to Public works, and then Parks & Rec. Super created and Rec. Specialist promoted. Note: As positions are eliminated through attrition they will be filled as Non -Civil Service positions. Note: RCSS - Individuals Retain Civil Service Status Note: AFSCME employees in the classificaton above shall be eligible to receive "Shift Differential' of $0.35/Hr. Note: AFSCME employees in the above classification shall be eligible to receive $0.50/Hr as a "Work Leader". Section K. Page 7 of 8 CITY OF PADUCAH FY 2023 February 14, 2023 POSITION AND PAY SCHEDULE HUMAN RESOURCES & RISK AUTHORIZED POSITION BUDGET FILLED POSITIONS TOTAL NON -CS RCSSICS Director of Human Resources 1 1 Risk Manager 1 1 H R Generalist 1 1 Administrative Assistant 1 4 S FY 23 FY 23 HOURLY HOURLY WAGE WAGE VACANT ADJ. ADJ. RATE RATE 50_14 48.94 34.52 34.52 23_54 22.85 1 20.23 20.23 Total Budgeted/Filled for Department 4 1 3 10 1 Page 8 of 8 HOURS EXEMPT PAY WORK NON-EXEMPT GRADE 40 E 15 40 E 13 40 E 9 40 NE 7 Agenda Action Form Paducah City Commission Short Title: Amend the FY22-23 Job Grade Schedule - S. WILCOX Category: Municipal Order Meeting Date: February 14, 2023 Staff Work By: Stefanie Wilcox Presentation By: Stefanie Wilcox Background Information: The job grade schedule is being updated to change the job titles for the Enterprise Resource Planning Manager to the Software Manager and the Business Analyst to a Software Specialist. We have added the Solid Waste Superintendent position in grade thirteen, and moved the Park Maintenance Supervisors into the same job grade as the Public Works Maintenance Supervisors. Does this Agenda Action Item align with a Commission Priority? No If yes, please list the Commission Priority: Communications Plan: Funds Available: Account Name: Account Number: Staff Recommendation: Approved the job grade schedule with the recommended changes. Attachments: 1. MO job grade schedule FY2022-2023 2-14-22 2. Pay Grade Schedule 2 14 2023 MUNICIPAL ORDER NO. A MUNICIPAL ORDER ADOPTING AN AMENDMENT TO THE FY2022- 2023 JOB GRADE SCHEDULE FOR THE EMPLOYEES OF THE CITY OF PADUCAH, KENTUCKY WHEREAS, the City of Paducah adopted the FY2022-2023 Job Grade Schedule by Municipal Order No. 2590 on June 14, 2022; and WHEREAS, the City desires to amend the Job Grade Schedule in order to change the job titles for the Enterprise Resource Planning Manager to the Software Manager and the Business Analyst to a Software Specialist, to add the Solid Waste Superintendent position in grade thirteen, and moved the Park Maintenance Supervisors into the same job grade as the Public Works Maintenance Supervisors; WHEREAS, in order to implement the changes, it is necessary to amend the FY2022-2023 Job Grade Schedule. BE IT ORDERED BY THE CITY OF PADUCAH, KENTUCKY: SECTION 1. The City of Paducah hereby adopts and approves the amendment to the FY2022-2023 Job Grade Schedule as attached hereto. SECTION 2. This Order will be in full force and effect from and after the date of its adoption. George Bray, Mayor ATTEST: Lindsay Parish, City Clerk Adopted by the Board of Commissioners, February 14, 2023 Recorded by Lindsay Parish, City Clerk, February 14, 2023 \mo\job grade schedule FY2022-2023 2-14-22 ATTACHMENT A City of Paducah, KY Job Grade Schedule Effective February 14, 2023 City Manager 118,121 153,557 188,994 Assistant City Manager 100,364 127,964 155,565 City Engineer 100,364 127,964 155,565 Director of Finance 100,364 127,964 155,565 Fire Chief 100,364 127,964 155,565 Police Chief 100,364 127,964 155,565 Chief Technology Director 85,416 108,906 132,395 Director of Parks & Recreation 85,416 108,906 132,395 Director of Planning 85,416 108,906 132,395 Director of Public Works 85,416 108,906 132,395 City Clerk/Director of Customer Experience 79,202 100,982 122,762 Controller 79,202 100,982 122,762 Deputy Fire Chief - Operations 79,202 100,982 122,762 Deputy Fire Chief - Prevention 79,202 100,982 122,762 Director of Human Resources 79,202 100,982 122,762 Police Assistant Chief 79,202 100,982 122,762 Assistant City Engineer 72,987 93,058 113,129 Assistant Director of Parks 72,987 93,058 113,129 Assistant Director of Public Works 72,987 93,058 113,129 Assistant Director of Recreation 72,987 93,058 113,129 Fire Assistant Chief 72,987 93,058 113,129 Police Captain 72,987 93,058 113,129 Revenue Manager 72,987 93,058 113,129 Communications Manager 65,882 82,352 98,823 E-911 Communication Services Manager 65,882 82,352 98,823 Engineer Project Manager 65,882 82,352 98,823 Engineer Technician III EnteFpFise D_-_�. Planning Man X65,88282,352 65,882 (98,823 98,23 -_ o_. Fleet Superintendent 65,882 O�JSL 82,352 98,823 Floodwall Superintendent 65,882 82,352 98,823 Maintenance Superintendent 65,882 82,352 98,823 Recreation Superintendent 65,882 82,352 98,823 Risk/Safety Manager 65,882 82,352 98,823 Software Manager 65,882 82,352 98,823 Solid Waste Superintendent 65,882 82,352 98,823 Streets Superintendent 65,882 82,352 98,823 Assistant E-911 Communication Services Manager 58,302 72,878 87,454 Battalion Chief/Fire Training Officer 58,302 72,878 87,454 Chief Building Inspector 58,302 72,878 87,454 Chief Electrical Inspector 58,302 72,878 87,454 Deputy Fire Marshal 58,302 72,878 87,454 GIS and Application Support Manager 58,302 72,878 87,454 Planner III 58,302 72,878 87,454 Senior Accountant 58,302 72,878 87,454 Business Development Specialist 51,595 64,494 77,393 BusinessAnalyst Crime Analyst 11 51,595 51,595 64,494 64,494 TT,393 77,393 Engineer Technician 51,595 64,494 77,393 GIS Specialist 51,595 64,494 77,393 Landscape Supervisor 51,595 64,494 77,393 Revenue Auditor 51,595 64,494 77,393 Planner II 51,595 64,494 77,393 Software Specialist 51,595 64,494 77,393 Supervisor Fleet 51,595 64,494 77,393 Supervisor Maintenance 51,595 64,494 77,393 Supervisor Solid Waste 51,595 64,494 77,393 Supervisor Street 51,595 64,494 77,393 Systems Administrator 51,595 64,494 77,393 Accountant 46,067 57,584 69,101 Assistant City Clerk 46,067 57,584 69,101 Crime Analyst 1 46,067 57,584 69,101 Deputy Building Inspector 46,067 57,584 69,101 Deputy Electrical Inspector 46,067 57,584 69,101 Downtown Development Specialist 46,067 57,584 69,101 E-911 Shift Supervisor 46,067 57,584 69,101 E-911 System Administrator 46,067 57,584 69,101 Grants Administrator 46,067 46,067 57,584 57,584 69,101 69,101 Planner 1 46,067 57,584 69,101 Senior Help Desk Technician 46,067 57,584 69,101 Senior Human Resources Generalist 46,067 57,584 69,101 Senior Recreation Specialist 46,067 57,584 69,101 Supervisor Compost 46,067 57,584 69,101 Systems Technician 46,067 57,584 69,101 Codes Enforcement Officer 11 41,971 51,414 60,858 Fleet Mechanic 11 41,971 51,414 60,858 Human Resources Generalist 41,971 51,414 60,858 Records Division Manager 41,971 51,414 60,858 Recreation Specialist 41,971 51,414 60,858 Revenue Technician II 41,971 51,414 60,858 Senior Administrative Assistant 41,971 51,414 60,858 Senior Customer Experience Representative 41,971 51,414 60,858 Codes Enforcement Officer 1 37,474 45,905 54,337 E-911 Telecom municator 37,474 45,905 54,337 E-911 Terminal Agency Coordinator 37,474 45,905 54,337 Fleet Mechanic 1 37,474 45,905 54,337 Help Desk Technician 37,474 45,905 54,337 Revenue Technician 37,474 45,905 54,337 Senior Evidence Technician 37,474 45,905 54,337 Senior Records Clerk 37,474 45,905 54,337 Administrative Assistant 33,760 41,356 48,952 Customer Experience Representative 33,760 41,356 48,952 Evidence Technician 33,760 41,356 48,952 Permit Technician 33,760 41,356 48,952 Records Clerk 33,760 41,356 48,952 Parking & Traffic Control Assistant 21,015 25,218 29,421 Agenda Action Form Paducah City Commission Meeting Date: February 14, 2023 Short Title: Approve a KDLA Local Records Program Grant Application in the amount of $46,000 for the Paducah Fire Department - Prevention Division - G. CHERRY Category: Municipal Order Staff Work By: Janet Dicke, Hope Reasons Presentation By: Greg Cherry Background Information: The Paducah Fire Department - Prevention Division is requesting to apply for a Kentucky Department of Libraries and Archives (KDLA) - Local Records Program Grant to create a comprehensive records management system. The funding will be used to contract with an archivist for a specific, time-limited project period to identify, sort, and organize department documents that are on paper prior to 2012. The archivist will also work with the department to establish a records management system to identify and conserve historically significant and culturally relevant documents the department maintains for the City of Paducah. The requested amount is $46,000 and there is no matching requirement. Does this Agenda Action Item align with a Commission Priority? No If yes, please list the Commission Priority: Communications Plan: Funds Available: Account Name: Account Number: Staff Recommendation: Approve the application for the KDLA grant and authorize the Mayor to sign all associated documents for the application. Attachments: MO - application- Ky Dept Libraries & Archives KDLA — Fire Prevention 2023 MUNICIPAL ORDER NO A MUNICIPAL ORDER AUTHORIZING THE APPLICATION FOR A KENTUCKY DEPARTMENT FOR LIBRARIES AND ARCHIVES GRANT THROUGH THE KENTUCKY LOCAL RECORDS BRANCH, IN THE AMOUNT OF $46,000, FOR THE PADUCAH FIRE PREVENTION DIVISION TO CREATE A COMPREHENSIVE RECORDS MANAGEMENT SYSTEM BE IT ORDERED BY THE CITY OF PADUCAH, KENTUCKY: SECTION 1. The City of Paducah hereby authorizes the submission of an application for a Kentucky Department for Libraries and Archives grant through the Kentucky Local Records Branch for the Paducah Fire Prevention Division, to be used to contract with an archivist to work with the department to organize department documents and establish a records management system. The requested amount of the grant is $46,000. No local cash or in-kind match is required. SECTION 2. This order will be in full force and effect from and after the date of its adoption. Mayor ATTEST: Lindsay Parish, City Clerk Adopted by the Board of Commissioners, February 14, 2023 Recorded by Lindsay Parish, City Clerk, February 14, 2023 mo\grants\application- Ky Dept Libraries & Archives KDLA — Fire Prevention 2023 Agenda Action Form Paducah City Commission Meeting Date: February 14, 2023 Short Title: Approve a Contract with Tetra Tech in the Amount of $440,000 for the EPA Brownfields Grant - N. HUTCHISON Category: Municipal Order Staff Work By: Hope Reasons, Nicholas Hutchison Presentation By: Nicholas Hutchison Background Information: Since its inception in 1995, EPA's Brownfields Program has worked to help states and communities around the country clean up and revitalize brownfield sites. Brownfields Grants not only support economic growth and job creation, but they also empower communities to address the environmental, public health, and social issues associated with contaminated land. On May 24, 2022, the Board of Commissioners approved the acceptance of a $500,000 Brownfields Assessment Grant. The Cooperative Agreement with the EPA was signed in August 2022. A Request for Qualifications for an environmental consultant firm was released in October 2022. Three proposals were submitted. All three proposals were scored and all three vendors were interviewed. Tetra Tech was the firm chosen for this grant project. Does this Agenda Action Item align with a Commission Priority? Yes If yes, please list the Commission Priority: Downtown, Southside Enhancements Communications Plan: Funds Available: Account Name: 2022 Brownfields Assess Grant 6.344 Account Number: MR0091-000-20000-20018 Staff Recommendation: Approve the contract with Tetra Tech and authorize the Mayor to sign all documents associated with the contract. Attachments: 1. MO contract - Tetra Tech - EPA Brownfields Grant 2023 2. TETRA TECH CONTRACT 2.2.23 3. ADDENDUM TO PROFESSIONAL SERVICES CONTRACT 2.2.23 MUNICIPAL ORDER NO. A MUNICIPAL ORDER AUTHORIZING AND APPROVING A CONTRACT BETWEEN THE CITY OF PADUCAH AND TETRA TECH IN THE AMOUNT OF $440,000 TO ACT AS AN ENVIRONMENTAL CONSULTING FIRM RELATED TO THE EPA BROWNFIELDS GRANT, AND AUTHORIZING THE MAYOR TO EXECUTE THE AGREEMENT AND ALL DOCUMENTS RELATED TO SAME WHEREAS, on May 24, 2022, the Board of Commissioners approved the acceptance of a $500,000 Brownfields Assessment Grant; and WHEREAS, the Cooperative Agreement with the EPA was signed in August 2022; and WHEREAS, a Request for Qualifications for an environmental consulting firm was released on October 2022, and three proposals were submitted; and WHEREAS, the City of Paducah now desires to enter into an agreement with Tetra Tech for consulting services. NOW, THEREFORE, BE IT ORDERED BY THE BOARD OF COMMISSIONERS OF THE CITY OF PADUCAH, KENTUCKY, AS FOLLOWS: SECTIONI. The City hereby authorizes and approves a contract between the City of Paducah and Tetra Tech for environmental consulting services related to EPA Brownfield Grant project, in the amount of $440,000 and authorizes the Mayor to execute the Agreement and all documents related to same. SECTION 2. The expenditure shall be charged to Project Account No. MR0091- 000-20000-20018. SECTION 3. This order shall be in full force and effect from and after the date of its adoption. George Bray, Mayor ATTEST: Lindsay Parish, City Clerk Adopted by the Board of Commissioners, February 14, 2023 Recorded by Lindsay Parish, City Clerk, February 14, 2023 \MO\contract Tetra Tech — EPA Brownfields Grant 2023 OTETRA TECH PROFESSIONAL SERVICES AGREEMENT PROJECTTITLE: City of Paducah BF Assessment Tetra Tech, Inc. TIN: 85-4148514 JOB #: Grant CLIENT: City of Paducah Kentucky ADDRESS: CONTACT NAME 300 South 5`h Street, Paducah, KY 42003 Hope Reasons, Grant Administrator TEL: 270-444-8509 EMAIL: hreasons@paducahky.gov CONSULTANT: TETRA TECH, INC. ADDRESS: 2000 Warrington Way, Suite 245, Louisville, KY 40222 CONTACT NAME: Sherry Weedman PROJECT DESCRIPTION: US EPA Brownfield Assessment Grant TEL: 502-569-9067 EMAIL: Sherry.weedman@tetratec h.com ® SCOPE OF SERVICES (See Attached Addendum). Scope of Services for support to US EPA Brownfield Assessment Grant Management with ❑ SCHEDULE (See Attached) activities that may consist of. Brownfield Inventories, Phase I & 11 Site Assessments, and Analysis of Brownfield Cleanup Alternatives (ABCA), Community Outreach, and Redevelopment Planning. Period of Performance: January 5, 2023 to December 31, 2025. COMPENSATION: ® FIRM FIXED PRICE/LUMP SUM. Compensation for these services shall be a Lump Sum of $440.000. Invoices will be based on the % of work completed during the billing period. ❑ TIME AND MATERIALS. Compensation for these services will not exceed $xxxx without written authorization and will be invoiced based on the following: LABOR: ❑ TETRA TECH Direct Job Wages times a factor of OR ❑ List of Tetra Tech's Hourly Rates and Subconsultant, Other Direct Costs, General & Administrative cost, and Associated Project Cost fees are provided on the ATTACHMENT. Direct Job Wages and Hourly Rates for Time and Materials contracts are subject to increase to reflect annual salary escalation, promotions/reclassifications of staff, or increases to overhead factors. SCHEDULE OF PAYMENTS: Tetra Tech shall submit monthly invoices for services performed and Client shall pay the full invoice amount within thirty (30) days of the invoice date. Invoices will be considered correct if not questioned in writing within ten (10) days of the invoice date. Should any portion of an invoice be questioned in writing, Client is obligated to pay the undisputed portion of invoice within 30 days. Tetra Tech shall be entitled to a 2% per month administrative charge in the event of payment delay. Client payment to Tetra Tech is not contingent on arrangement of project financing. Invoice payment delayed beyond sixty (60) days shall give Tetra Tech the right to stop work until payments are current. Non- payment beyond ninety (90) days shall be just cause for termination by Tetra Tech. EXECUTION: Execution of this document by duly authorized representatives of TETRA TECH, INC. and Client, including TETRA TECH, INC.'s Standard Terms & Conditions (attachment), Additional Provisions as indicated, and addenda, represents the entire Agreement between the parties hereto and supersedes all prior negotiations, representations, or agreements, either written or oral. This Agreement may be amended or modified by written instrument, but such instrument is valid only upon signature by both parties. Neither TETRA TECH, INC. nor Client shall assign, transfer, or encumber any rights, duties, or interests accruing from this Agreement without the express prior written consent of the other. CLIENT: BY: SIGNATURE: TITLE: DATE: CONSULTANT: TETRATECH.INC. BY: Curtis B a hqr SIGNATURE: TITLE: Vic residers DATE: February 2nd, 2023 Professional Services Agreement Tetra Tech, Inc. January 2022 PROFESSIONAL SERVICES - STANDARD TERMS & CONDITIONS DEFINITIONS AND CONTRACT FORMATION. (a) "Client" shall mean the person or entity identified in the Proposal for whom Services are to be performed. (b) "Client Order" shall mean the task order request, authorization or other notification, and additions or modifications thereto whereby Client indicates its desire that Tetra Tech, Inc. furnish Services. (c) "Contract" shall mean these Terms and Conditions, the Tetra Tech, Inc. Proposal, and the Professional Services Contract Addendum and shall include, only to the extent not inconsistent with any aspect of the Proposal and these Terms and Conditions, the provisions of the Client Order. Upon execution by Client or commencement of Services at Client's request, Tetra Tech, Inc.'s Proposal and these Terms and Conditions, and the Professional Services Contract Addendum shall constitute a binding Contract and govern exclusively any Services provided. (d) "Proposal" shall mean these terms and conditions and the letter, proposal, quotation, or other notification, including any response to the Client Order, wherein Tetra Tech, Inc. offers to furnish Services. (e) "Services" shall mean the Services of Tetra Tech, Inc. personnel described in the Proposal or Client Order and any other Services as may be added to, or performed in connection with, the Contract. SERVICES. Tetra Tech will perform services for the Project as set forth project specific Client Orders in the form of Exhibit A attached hereto and made part hereof, signed by both parties hereto, which will include the specific scope of the task, the schedule, cost and other terms related to the specific activity, provided all Client Orders agreed to shall be subject to the terms of this Agreement, as outlined herein. Any additional or inconsistent provisions, terms or conditions contained in any document or other communication from either Tetra Tech, Inc. or Client, which is in addition to or inconsistent with any of the provisions, terms or conditions of this Agreement or the Client Order are hereby rejected. Tetra Tech has developed the Project scope of service, schedule, and compensation based on available information and various assumptions. The Client acknowledges that adjustments to the schedule and compensation may be necessary based on the actual circumstances encountered by Tetra Tech in performing the services. Any such changes shall be effective only upon written agreement signed by Client and Tetra Tech. AUTHORIZED REPRESENTATIVES. The officer assigned to the Project by Tetra Tech is the only authorized representative to make decisions or commitments on behalf of Tetra Tech. The Client shall designate a representative with similar authority. PROJECT REQUIREMENTS. The Client shall confirm the objectives, requirements, constraints, and criteria for the Project at its inception. If the Client has established design standards, they shall be furnished to Tetra Tech at Project inception. Tetra Tech will review the Client design standards, and may recommend alternate standards considering the standard of care provision. SITE ACCESS. The Client shall obtain all necessary approvals for Tetra Tech to access the Project site(s). Access to the site shall not be unreasonably withheld. In the event that Tetra Tech is encumbered or prevented from entering the site through no fault of Tetra Tech, Client shall reimburse Tetra Tech for all costs related thereto. PERIOD OF SERVICE. Tetra Tech shall perform the services for the Project in a timely manner consistent with sound professional practice. Tetra Tech will strive to perform its services according to the Project schedule set forth in attachment. The services of each task shall be considered complete when deliverables for the task have been presented to the Client. Tetra Tech shall be entitled to an extension of time and compensation adjustment for any delay beyond Tetra Tech control. Tetra Tech shall not be responsible for any delays resulting from Client, government, or third -party actions or inactions. COMPENSATION. In consideration of the services performed by Tetra Tech, the Client shall pay Tetra Tech in the manner set forth in attachment. The parties acknowledge that terms of compensation are based on an orderly and continuous progress of the Project. Compensation shall be equitably adjusted for delays or extensions of time beyond the control of Tetra Tech, upon prior written agreement signed by both parties. PAYMENT TERMS. Tetra Tech shall submit monthly invoices for services performed and Client shall pay the full invoice amount within thirty (30) days of the invoice date. Invoices will be considered correct if not questioned in writing within ten (10) days of the invoice date. Should any portion of an invoice be questioned in writing, Client is obligated to pay the undisputed portion of invoice within 30 days. Tetra Tech shall be entitled to a 2% per month administrative charge in the event of payment delay. Client payment to Tetra Tech is not contingent on arrangement of project financing. Invoice payment delayed beyond sixty (60) days shall give Tetra Tech the right to stop work until payments are current. Non-payment beyond ninety (90) days shall be just cause for termination by Tetra Tech. ADDITIONAL SERVICES. The Client and Tetra Tech acknowledge that additional services may be necessary for the Project to address issues that may not be known at Project initiation or that may be required to address circumstances that were not foreseen, including guidance provided by and/or restrictions imposed by local, state of federal government. In that event, Tetra Tech shall notify the Client of the need for additional services and the Client shall pay for such additional services and extend contract schedule in an amount and manner as the parties may subsequently agree. INDEPENDENT CONSULTANT. Tetra Tech shall serve as an independent consultant for services, provided under this agreement and not as a partner, agent or fiduciary. Tetra Tech shall retain control over the means and methods used in performing their services and may retain subconsultants to perform certain services as determined by Tetra Tech. STANDARD OF CARE. Services provided by Tetra Tech will be performed with the care and skill ordinarily exercised by members of the same profession practicing under similar circumstances in a similar vicinity. The Client acknowledges that services involving Professional Services Agreement Tetra Tech, Inc. January 2022 COVID-19 will evolve as practices and protocols are developed and refined. COMPLIANCE WITH LAWS. Tetra Tech shall perform its services consistent with sound professional practice and endeavor to incorporate laws, regulations, codes, guidance, and standards applicable at the time the work is performed. In the event that standards of practice change during the Project, Tetra Tech shall be entitled to additional compensation where additional services are needed to conform to the standard of practice if agreed upon in writing signed by Client and Tetra Tech. Both Tetra Tech and the Client shall abide by all local, state, and federal regulations and laws, the U.S. Foreign Corrupt Practices Act, UK Bribery Act and other laws as may apply. EQUAL OPPORTUNITY. Tetra Tech is an equal opportunity employer and requires all contractors and subcontractors providing services under this Agreement, to comply with applicable regulations governing equal employment opportunity. PERMITS AND APPROVALS. If included in the scope of work, Tetra Tech will assist the Client in preparing applications and supporting documents for the Client to secure permits and approvals from agencies having jurisdiction over the Project. The Client agrees to pay all application and review fees. Tetra Tech shall not be responsible for any delays due to the action or inaction of the Client and any third parties. OWNERSHIP OF DOCUMENTS. Documents prepared by Tetra Tech for the Project are instruments of service and shall remain the property of Tetra Tech. Record documents of service shall be based on the printed copy. Tetra Tech will furnish documents electronically; however, the Client releases Tetra Tech from any liability that may result from documents used in this form. Any unauthorized reuse of the Documents on this or other projects, without Tetra Tech's prior written consent, shall be at the Client's sole risk, and Client shall defend, indemnify and hold Tetra Tech harmless from all claims, damages, and expenses, including attorney's fees, arising out of such unauthorized reuse of the Work Product by Client or by others acting through Client. INSURANCE. Tetra Tech will maintain the following insurance and coverage limits during the period of service. The Client will be named as an additional insured on the Commercial General Liability and Automobile Liability policies. Workers' Compensation As required by applicable state statute. Commercial General $1,000,000 per occurrence (bodily injury Liability including death & property damage) $2,000,000 aggregate. Automobile Liability $1,000,000 combined single limit for bodily injury and property damage. Professional Liability $1,000,000 each claim and in the aggregate. The Client shall make arrangements for Builder's Risk, Protective Liability, Pollution Prevention, and other specific insurance coverage warranted for the Project in amounts appropriate to the Project value and risks. Tetra Tech shall be a named insured on those policies where Tetra Tech may be at risk. The Client shall obtain the counsel of others in setting insurance limits for construction contracts. WAIVER OF SUBROGATION. To the extent damages are covered by insurance, the parties agree to waive all rights against each other and against the consultants, agents, and employees of the other, provided that Tetra Tech will not increase its exposure to risk and Client will pay the cost associated with any premium increase or special fees. INDEMNIFICATION. Tetra Tech shall indemnify the Client for direct losses, costs and expenses to the extent caused by Tetra Tech's negligence in the performance of services under the Project. If such damage results in part by the negligence of another party, Tetra Tech shall be liable only to the extent of its proportional negligence. Tetra Tech shall not have an obligation to defend any person under this indemnity; however, Tetra Tech shall have liability for reasonable and necessary defense cost incurred by persons indemnified to the extent caused by Tetra Tech's negligence herein and recoverable under applicable law on account of negligence. Notwithstanding anything contained herein, "Hazardous Substance Claims," as defined herein, shall be governed by that Article. LIMITATION OF LIABILITY. In recognition of the relative risks and benefits of the project to both the Client and Tetra Tech, the risks have been allocated. Notwithstanding any term in this Agreement including indemnifications, the liability of Tetra Tech to Client respecting all Claims arising in respect of this Agreement (regardless of the legal theory upon which any such damages Claim is based, even upon the fault, tort (including negligence), statute, regulation or any other theory of law or strict liability) will not exceed an aggregate amount equal to the lesser of: (i) the total fees for professional services rendered by Tetra Tech; or (ii) four hundred forty thousand thousand dollars ($440,000). THIRD PARTY CLAIMS. This Agreement and the Services and Work Product produced hereunder are solely for the benefit of the Parties identified in this Agreement and are not intended to be for the benefit, or to be construed as creating rights in favor, of any additional party. The Client will compensate Tetra Tech for services performed in defense of any third party claim unless the claim resulted from the sole negligence of Tetra Tech. LEGAL EXPENSE. In the event that either party takes legal action against the other that is not prosecuted, is dismissed, or if the decision is rendered for the other party, the party taking legal action agrees to pay the other their attorney fees, court costs, and defense expenses within thirty (30) days of the court action. LIEN RIGHTS. Tetra Tech may file a lien against the Client's property in the event that the Client does not make payment within the time prescribed in this agreement. The Client agrees that services by Tetra Tech are considered property improvements and the Client waives the right to any legal defense to the contrary. CONSEQUENTIAL DAMAGES. Neither the Client nor Tetra Tech shall be liable to the other for indirect, incidental or for consequential Professional Services Agreement Tetra Tech, Inc. January 2022 liabilities, damages, losses, costs or expenses, including specifically but without limitation, any based on loss of profits or revenue, loss of or interference, whether or not by third parties, with full or partial use of any equipment, facility or property, including real property, cost of replacement power, energy or product, delay in or failure to perform or to obtain permits or approvals, cost of capital, loss of goodwill, claims of customers, fines or penalties assessed against client or similar damages or any other similar damages or loss suffered or incurred by such other party, regardless of the legal theory upon which any such damages Claim is based, even upon the fault, tort (including negligence), statute, regulation, or any other theory of law or strict liability. These terms provide allocations of risk and reward consistent with the nature and extent of the Services and to that end include (i) protections against, and limitations on, liability of Tetra Tech and (ii) specific remedies of Client which shall be its sole and exclusive remedies. The allocations, including without limitation those set forth within the Warranty, Hazardous Substance Claims and Limitation of Liability Articles, shall survive this contract and apply to the fullest extent allowed by law irrespective of whether liability of Tetra Tech is claimed, or found, to be based in contract, tort or otherwise (including negligence, warranty, indemnity and strict liability) and Client hereby waives all rights of recovery and assumes all risks beyond those explicitly allocated to Tetra Tech herein. ENVIRONMENTAL MATTERS. The Client warrants they have disclosed all potential hazardous materials that may be encountered on the Project. In the event unknown hazardous materials are encountered, Tetra Tech shall be entitled to additional compensation for appropriate actions to protect the health and safety of its personnel, and for additional services required to comply with applicable laws. The Client acknowledges that Tetra Tech is not and shall not be required to be in any way an arranger, generator, operator or transporter of hazardous materials present at or near the Project Site. The Client shall indemnify Tetra Tech from any claim related to hazardous materials encountered on the Project except for those events caused by negligent acts of Tetra Tech. DIFFERING SITE CONDITIONS. Should Tetra Tech encounter, or Client discover, during the progress of the work, (i) subsurface or latent physical conditions at the site materially differing from those indicated in this Contract, or (ii) unknown physical conditions at the site, or of an unusual nature, as to be generally recognized as not inherent in work of the character provided for in this Contract, or (iii) guidance and/or restrictions imposed by local, state or federal government which materially changes, and if it causes an increase in the Tetra Tech's cost of, or the time required for, performance of any part of the work under this Contract, whether or not changed as a result of such conditions, an equitable adjustment shall be made and the Contract modified in writing accordingly. COST OPINIONS. If included in the scope of service, Tetra Tech shall prepare cost opinions for the Project based on historical information that represents the judgment of a qualified professional. The Client and Tetra Tech acknowledge that actual costs may vary from the cost opinions prepared and that Tetra Tech offers no guarantee related to the Project cost. INDEPENDENT COUNSEL. The Client agrees to obtain independent legal and financial counsel for the Project considering Tetra Tech does not furnish these services. CONTINGENCY FUND. The Client acknowledges the potential for changes in the work and the Client agrees to include a contingency fund in the Project budget appropriate to the potential risks and uncertainties associated with the Project. Tetra Tech may offer advice concerning the value of the contingency fund; however, Tetra Tech shall not be liable for additional costs that the Client may incur beyond the contingency fund they select unless such additional cost results from a negligent act, error, or omission related to services performed by Tetra Tech. CONTRACTOR SELECTION. Tetra Tech may make recommendations concerning award of construction contracts and products. The Client acknowledges that the final selection of construction contractors and products is their sole responsibility. SHOP DRAWING REVIEW. If included in the scope of service, Tetra Tech shall review shop drawing submittals from the contractor solely for their conformance with the design intent of and performance criteria specified for the Project. Tetra Tech shall not be liable for the performance of or consequential damages of any equipment, materials or systems furnished by the contractor under the Project. Review of such submittals is not for the purpose of determining the accuracy and completeness of other information such as dimensions, quantities, and installation or performance of equipment or systems, which are the Contractor's responsibility. Tetra Tech shall be entitled to rely upon, and shall not be responsible for, the adequacy and accuracy of the services, certifications, and approvals performed or provided by Contractor or others. CONSTRUCTION REVIEW. If included in the scope of service, Tetra Tech shall observe the progress and content of the work to determine if the work is proceeding in general accordance with the Contract Documents. This construction review is intended to observe, document, and report information concerning the construction process. Observation of work at the Project site shall not make Tetra Tech responsible for the work performed by another party; the means, methods, techniques, sequences, or procedures selected by another party; nor the safety precautions or programs of another party. REJECTION OF WORK. Tetra Tech may recommend that the Client reject work by construction contractors that does not conform to the requirements of the Project. SAFETY. Tetra Tech shall be responsible solely for the safety precautions or programs of its employees and no other party. INFORMATION FROM OTHER PARTIES. The Client and Tetra Tech acknowledge that Tetra Tech will rely on information furnished by other parties, as well as statements and representations made by Client in performing its services under the Project. In relying on such information, Tetra Tech shall have no obligation to investigate or independently verify the accuracy or completeness of such Professional Services Agreement Tetra Tech, Inc. January 2022 information, unless such review and verification is specifically included in Tetra Tech's scope and fee. Tetra Tech shall not be liable for any damages that may be incurred by the Client in the use of third party information. CONSTRUCTION RECORD DRAWINGS. If included in the scope of service, Tetra Tech will deliver drawings to the Client incorporating information furnished by construction contractors. In that construction record drawings are based on information provided by others, Tetra Tech cannot and does not warrant their accuracy. FORCE MAJEURE. Neither party will hold the other responsible for damages or unavoidable delay caused by Acts of God, acts of war, accidents, strikes, lockouts, acts of terrorism, riots, acts of governmental authorities, extraordinary weather conditions or other natural catastrophes, epidemic, pandemic, or any other cause beyond the reasonable control or contemplation of either party. Each party will take reasonable steps to mitigate the impact of any force majeure. Client shall adjust the schedule and compensation under this Agreement in agreement with Tetra Tech. DISPUTE RESOLUTION. The Client and Tetra Tech agree that they shall diligently pursue resolution of all disagreements within forty-five (45) days of either party's written notice using a mutually acceptable form of mediated dispute resolution prior to exercising their rights under law. Tetra Tech shall continue to perform services for the Project and the Client shall pay for such services during the dispute resolution process unless the Client issues a written notice to suspend work. SUSPENSION OF WORK. The Client may suspend services performed by Tetra Tech with cause upon fourteen (14) days written notice. Tetra Tech shall submit an invoice for services performed up to the effective date of the work suspension as well as reasonable demobilization costs and the Client shall pay Tetra Tech all outstanding invoices within fourteen (14) days. If the work suspension exceeds thirty (30) days from the effective work suspension date, Tetra Tech shall be entitled to renegotiate the Project schedule and the compensation terms for the Project. TERMINATION. The Client or Tetra Tech may terminate services on the Project upon seven (7) days written notice in the event of substantial failure by the other party to fulfill its obligations of the terms hereunder. The terminating party must provide written particulars of the failure to perform, and allow the other the opportunity to cure or submit a reasonably acceptable plan to cure any alleged deficiency prior to the end of the seven (7) day notice period. Tetra Tech shall submit an invoice for services performed up to the effective date of termination and reasonable demobilization costs and the Client shall pay Tetra Tech all outstanding invoices within fourteen (14) days. The Client may withhold an amount for services that may be in dispute provided that the Client furnishes a written notice of the basis for their dispute and that the amount withheld represents a reasonable value. GOVERNING LAW. The terms of agreement shall be governed by the Commonwealth of Kentucky provided that nothing contained herein shall be interpreted in such a manner as to render it unenforceable under the laws of the Commonwealth of Kentucky. The provisions of the TT Proposal, these Terms and Conditions, and the Professional Services Contract Addendum shall govern exclusively any Services furnished by TT and shall prevail over and render void any inconsistent or conflicting provision of the Client Order. ASSIGNMENT. Neither party shall assign its rights, interests, or obligations under the Project without the express written consent of the other party. WAIVER OF RIGHTS. The failure of either party to enforce any provision of these terms and conditions shall not constitute a waiver of such provision nor diminish the right of either party to the remedies of such provision. WARRANTY. Tetra Tech warrants that it will deliver products under the Project within the standard of care. Services involving such activities as the prediction of ecological or health impacts, clean-up criteria, extent or degree of contamination or dispersion, air or water movement, geologic and hydrogeologic conditions, extent of appropriate investigation, scheduling, and cost estimating are highly sensitive to changes in regulatory and scientific criteria, methodologies and interpretations thereof and require the balance of diverse, often conflicting, Client business, economic, legal and other priorities. Client acknowledges these conditions and accepts the risk that, although Tetra Tech may perform to the above standards, the Client's goals or desires may nevertheless not be realized. Tetra Tech makes no other warranties, express or implied, with respect to its performance under this Contract. Tetra Tech's liability hereunder, including any for damage to or loss of Client property, shall in no event extend beyond one year after completion of the Services in question or exceed the amount specified in the Limitation of Liability provision herein. SEVERABILITY. Any provision of these terms later held to violate any law shall be deemed void and all remaining provisions shall continue in force. In such event, the Client and Tetra Tech will work in good faith to replace an invalid provision with one that is valid with as close to the original meaning as possible. SURVIVAL. All provisions of these terms that allocate responsibility or liability between the Client and Tetra Tech shall survive the completion or termination of services for the Project. ENTIRE AGREEMENT. This Contract and any associated Client Orders contain the entire agreement between the parties as to the Services rendered hereunder. All previous or contemporaneous agreements, representations, warranties, promises, and conditions relating to the subject matter of this Contract are superseded by this Contract. This Contract shall not be changed or modified except written instrument executed by the parties. Professional Services Agreement Tetra Tech, Inc. January 2022 PROFESSIONAL SERVICES CONTRACT ADDENDUM THIS ADDENDUM is made this 2nd day of February 2023 by and between The City of Paducah, Kentucky, hereinafter referred to as the "City," and Tetra Tech, Inc., hereinafter referred to as "Contractor." This Addendum is intended to supplement the Professional Services Contract of even date herewith, is hereby incorporated therein. WITNESSETH: WHEREAS the City of Paducah was awarded a Cooperative Agreement with the U.S. Environmental Protection Agency for brownfields assessments, and WHEREAS, the Cooperative Agreement will provide funding to the City to inventory, characterize, assess, and conduct cleanup planning and community involvement related activities, and WHEREAS, the City anticipates conducting 10 Phase I and 9 Phase II environmental site assessments and reports, conducting 7 Site Edibility Determinations (SEDs), Conducting 9 Site -Specific Quality Assurance Project Plans (QAPPs), holding 12 community meetings, developing 5 site-specific cleanup plans/Analysis of Brownfield Cleanup Alternatives, developing 9 planning documents to initiate brownfields revitalization, and submitting 12 quarterly reports, and WHEREAS, Work conducted under the Cooperative Agreement will benefit the residents, business owners, and brownfields in and near Paducah, Kentucky; and WHEREAS, The City and Contractor have entered into a Professional Services Contract for Contractors provision of services relating to the Cooperative Agreement, and now wish to enter into this Addendum to supplement the terms thereof, NOW, THEREFORE, in consideration of the foregoing premises, and for other valuable consideration, the receipt of which is hereby acknowledged by the parties, the parties do hereby agree as follows: 1. Scope of Services Services to be provided by Contractor to the City shall include the following: • Ten Phase I Environmental Site Assessments according to the American Society for Testing Materials (ASTM) standard E 1527-05 and the EPA's All Appropriate Inquiries rule; 0 Property Profile Forms for assessment activity using ACRES; • Threatened and Endangered Species Survey to comply with Endangered Species Act standards; • Nine site-specific Quality Assurance Project Plans OAPP); Health & Safety Plans HASP and Site -Specific Sampling & Analytical Work Plans (SAP) in accordance with EPA requirements. Sampling/analysis work plans must be approved by the Project Manager and EPA before starting any sampling activities; • Nine Phase II Environmental Site Assessments according to a site-specific QAPP, EPA, State, ASTM Standard E-1903-97 and the approved work plan, including drilling and sampling activities as needed to evaluate the presence and extent of RECs; • Final reports on field sampling activities and analytical results with conclusions on recommendations for remedial alternatives; • Assistance in the following community outreach activities: o Participate in public meetings and provide educational materials, • Assist the City in reviewing, ranking and recommending sites to be cleaned up • Consult with prospective public and private landowners, realtors and developers to encourage and facilitate active participation in the program. • Help identify possible developers and facilitate redevelopment opportunities through cooperative work efforts with potential developers, investors, property owners, community leaders and the City of Paducah Project Team to encourage redevelopment and reuse of targeted priority assessment sites. • Twelve Quarterlyports documenting activities in a format agreed upon by the Project and Grants Managers; • Technical consultation to the Project Team in the preparation and submission of all necessary reporting forms to be submitted to the EPA (e.g. ACRES); • Site-specific risk assessments as needed where a Phase II ESA has been completed; • Analysis of Brownfields Cleanup Alternatives (ABCA) Plans; • Integrated Cleanup and Redevelopment Plans as needed; • Assistance with preparing and negotiating Voluntary Cleanup Contracts &/or Brownfield Agreements with the State Brownfield Program as needed; • Final project close-out reports which comply with 40 CFR Part 312; • Coordination with the Project Manager, coalition members and selected firms to ensure fulfillment of EPA & State regulations and the PTRC Brownfield Coalition Work Plan; • Assist with writing and data collection for applications as needed. • Assist interested community partners with supplemental funding available, to conduct targeted market analysis and/or community visioning or strategic planning workshops to generate site-specific redevelopment and reuse plans as needed or desired. 2. General Terms and Conditions 2 The Cooperative Agreement between the City and the EPA incorporates the EPA's general terms and conditions. The Contractor agrees to comply with the EPA's general terms and conditions as in effect as of the date of this agreement, and as applicable to the services to be provided by Contractor. Said terms and conditions are available at: https://www. epa. gov/system/files/documents/2022- 09/fy_2022_epa_general_terms_and conditions_effective_october_1_2022_or_later.pdf Additionally, in the performance of services under this agreement, the parties shall comply with DBE requirements found at 40 CFR Part 33; OSHA Worker Health & Safety Standard 29 CFR § 1910.120; Uniform Relocation Act (40 USC § 61); National Historic Preservation Act (16 USC § 470); Endangered Species Act (P.L. 93-205); Permits required by Section 404 of the Clean Water Act; Executive Order 11246, Equal Employment Opportunity, and implementing regulations at 41 CFR § 60-4; Contract Work Hours and Safety Standards Act, as amended (40 USC §§ 327-333); the Anti -Kickback Act (40 USC § 276c); and Section 504 of the rehabilitation Act of 1973 as implemented by Executive Orders 11914 and 11250, as applicable. 3. Uniform Administrative Requirements, Cost Principles and Audit Requirements for Federal Awards This Agreement is subject to the requirements of the Uniform Administrative Requirements, Cost Principles and Audit Requirements for Federal Awards; Title 2 CFR, Parts 200 and 1500. 2 CFR 1500.2, Adoption of 2 CFR Part 200, states the Environmental Protection Agency adopts the Office of Management and Budget (OMB) guidance Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards to Non -Federal Entities (subparts A through F of 2 CFR Part 200), as supplemented by 2 CFR Part 1500, as the Environmental Protection Agency (EPA) policies and procedures for financial assistance administration. 2 CFR Part 1500 satisfies the requirements of 2 CFR 200.110(a) and gives regulatory effect to the OMB guidance as supplemented by 2 CFR Part 1500. This contract is also subject to applicable requirements contained in EPA programmatic regulations located in 40 CFR Chapter 1 Subchapter B. 4. Federal Employee Costs The Contractor understands that none of the funds for this project (including funds contributed by a contractor as cost sharing) may be used to pay for the travel of Federal employees or for other costs associated with Federal participation in this project unless a Federal agency will be providing services to the recipient as authorized by a Federal statute. 5. Suspension and Debarment Contractor certifies that it is not currently debarred, suspended, or excluded from or for participation in Federal assistance programs, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions by any federal debarment or agency within a three-year period preceding the effective date of this Agreement. Contractor shall fully comply with Subpart C of 2 C.F.R. Part 180 entitled, "Responsibilities of Participants Regarding Transactions Doing Business With Other Persons," as implemented and supplemented by 2 C.F.R. Part 1532. Contractor is responsible for ensuring that any lower tier covered transaction, as described in Subpart B of 2 C.F.R. Part 180, entitled "Covered Transactions," and 2 C.F.R. § 1532.220, includes a term or condition requiring compliance with 2 C.F.R. Part 180, Subpart C. 6. Clean Air Act and Federal Water Pollution Control Act Contractor agrees to comply with all applicable standards, orders, or regulations issued pursuant to the Clean Air Act (42 U.S.C. 7401-7671q) and the Federal Water Pollution Control Act as amended (33 U.S.C. 1251-1387). Violations must be reported to the City, who will report to the Regional Office of the Environmental Protection Agency. 7. Utilization of Disadvantaged Business Enterprises The Contractor agrees to comply with the requirements of EPA's Disadvantaged Business Enterprise (DBE) Program for procurement activities under assistance agreements, contained in 40 CFR, Part 33, as applicable to this Agreement. 8. Acknowledgement Requirements for Non -ORD Assistance Agreements The Contractor agrees that any reports, documents, publications or other materials developed for public distribution supported by the assistance agreement between the City and the EPA shall contain the following statement: "This project has been funded wholly or in part by the United States Environmental Protection Agency under assistance agreement (number) to (recipient). The contents of this document do not necessarily reflect the views and policies of the Environmental Protection Agency, nor does the EPA endorse trade names or recommend the use of commercial products mentioned in this document." 9. Light Refreshments and/or Meals Unless the event(s) and all of its components are described in the approved workplan, the Contractor agrees to obtain prior approval from the City and EPA for the use of grant funds for light refreshments and/or meals served at meetings, conferences, training workshops and outreach activities (events). The Contractor must send requests for approval to the City to be forwarded to the EPA Project Officer and include: (1) An estimated budget and description for the light refreshments, meals, and/or M beverages to be served at the event(s); (2) A description of the purpose, agenda, location, length and timing for the event; and, (3) An estimated number of participants in the event and a description of their roles. Costs for light refreshments and meals for contractor staff meetings and similar day-to- day activities are not allowable under EPA assistance agreements. Contractor may address questions about whether costs for light refreshments, and meals for events may be allowable to the City to be forwarded to the EPA Project Officer; however, the Agency Award Official or Grant Management Officer will make final determinations on allowability. Agency policy prohibits the use of EPA funds for receptions, banquets and similar activities that take place after normal business hours unless the recipient has provided a justification that has been expressly approved by EPA's Award Official or Grants Management Officer. EPA funding for meals, light refreshments, and space rental may not be used for any portion of an event where alcohol is served, purchased, or otherwise available as part of the event or meeting, even if EPA funds are not used to purchase the alcohol. Note: U.S. General Services Administration regulations define light refreshments for morning, afternoon or evening breaks to include, but not be limited to, coffee, tea, milk, juice, soft drinks, donuts, bagels, fruit, pretzels, cookies, chips, or muffins. (41 CFR 301-74.7) 10. Civil Rights Obligations The Contractor agrees to comply fully with applicable civil rights statutes and implementing federal and EPA regulations, including the following: Statutory requirements: (1) Title VI of the Civil Rights Act of 1964, which prohibits discrimination based on race, color, and national origin, including limited English proficiency (LEP), by entities receiving Federal financial assistance. (2) Section 504 of the Rehabilitation Act of 1973, which prohibits discrimination against persons with disabilities by entities receiving Federal financial assistance; and (3) The Age Discrimination Act of 1975, which prohibits age discrimination by entities receiving Federal financial assistance. Regulatory requirements: (1) For Title IX obligations, 40 C.F.R. Part 5; and (2) For Title VI, Section 504, Age Discrimination Act, and Section 13 obligations, 40 CFR Part7. (3) For statutory and national policy requirements, including those prohibiting discrimination and those described in Executive Order 13798 promoting free speech and religious freedom, 2 CFR 200.300. 11. Drug -Free Workplace The Contractor must make an ongoing, good faith effort to maintain a drug-free workplace pursuant to the specific requirements set forth in Title 2 CFR Part 1536 Subpart B. 12. Hotel -Motel Fire Safety Pursuant to 15 USC 2225a, the Contractor agrees to ensure that all space for conferences, meetings, conventions or training seminars funded in whole or in part with federal funds complies with the protection and control guidelines of the Hotel and Motel Fire Safety Act (PL 101-391, as amended). Contractor may search the Hotel -Motel National Master List at https:Happs.usfa.fema.gov/hotel/ to see if a property is in compliance, or to find other information about the Act. 13. Domestic Preferences for Procurements. (a) As appropriate and to the extent consistent with law, Contractor should provide a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States (including but not limited to iron, aluminum, steel, cement, and other manufactured products). (b) For purposes of this section: (1) "Produced in the United States" means, for iron and steel products, that all manufacturing processes, from the initial melting stage through the application of coatings, occurred in the United States. (2) "Manufactured products" means items and construction materials composed in whole or in part of non-ferrous metals such as aluminum; plastics and polymer -based products such as polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and lumber, 14. Procurement of Recovered Materials Contractor agrees to comply with section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Act. The requirements of Section 6002 include procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 CFR part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired during the preceding fiscal year 0 exceeded $10,000; procuring solid waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines 15. Lobbying Restrictions By entering into this Agreement, the Contractor certifies, to the best of its knowledge and belief, that: (1) No Federal appropriated funds have been or will be paid, by or on behalf of the recipient, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. (2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, or any employee of a Member of Congress in connection with this Federal grant or cooperative agreement, the recipient shall complete and submit the linked Standard Form -- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each failure. IN WITNESS WHEREOF, the parties have executed this Addendum as of the day and date first above written. CITY OF PADUCAH TETRA TECH, INC. IM By: Title: Title: Vice President 7 Agenda Action Form Paducah City Commission Meeting Date: February 14, 2023 Short Title: Approve a Fleet Maintenance Service Agreement between the City of Paducah Fleet Division and the Barlow Kentucky Fire Department - C. YAR -BER Category: Municipal Order Staff Work By: Jim Scutt, Debbie Collins Presentation By: Chris Yarber Background Information: On January 11,2023, a Fleet Maintenance Service Agreement was entered into for the City of Paducah Fleet Division to provide all professional labor, materials, equipment, and operations necessary for scheduled maintenance, upkeep, repair and preventative maintenance, pursuant to the fee schedule for the Barlow Kentucky Fire Department. Does this Agenda Action Item align with a Commission Priority? No If yes, please list the Commission Priority: Communications Plan: Funds Available: Account Name: Account Number: Staff Recommendation: Approve a Municipal Order for the Fleet Maintenance Service agreement for the City of Paducah Fleet Division to provide all professional labor, materials, equipment, and operations necessary for scheduled maintenance, upkeep, repairs and preventive maintenance, pursuant to the fee schedule for the Barlow Kentucky Fire Department. Attachments: I. MO agree -fleet maintenance services — Barlow, Kentucky Fire Department 2. SERVICE AGREEMENT - BARLOW KY FIRE DEPT MUNICIPAL ORDER NO. A MUNICIPAL ORDER APPROVING A FLEET MAINTENANCE, MOTORIZED EQUIPMENT AND EMERGENCY APPARATUS SERVICE AGREEMENT WITH THE BARLOW, KENTUCKY FIRE DEPARTMENT, TO PROVIDE FLEET MAINTENANCE SERVICES AT HOURLY RATES AND AUTHORIZING THE EXECUTION OF ALL DOCUMENTS RELATED TO SAME WHEREAS, the City of Paducah wishes to enter into a Fleet Maintenance Service Agreement with Barlow, Kentucky Fire Department for the City of Paducah Fleet Department to provide fleet services at hourly rates. KENTUCKY: NOW, THEREFORE, BE IT ORDERED BY THE CITY OF PADUCAH, SECTION 1. That the Board of Commissioners hereby authorizes the Mayor to execute the City of Paducah Fleet Maintenance, Motorized Equipment and Emergency Apparatus Service Agreement (hereinafter the "Agreement") with the Barlow, Kentucky Fire Department in substantially the form attached hereto and made part hereof (Exhibit A). SECTION 2. That the hourly labor rates are as follows: Shore Hourly Labor Rate Heavy Truck $95 per hour Heavy Equipment $95 per hour Passenger Vehicle $85 per hour Light Truck $85 per hour Small Engine $75 per hour SECTION 3. That the initial term of the Agreement shall be for a period of one (1) year. Such term shall automatically renew at the end of the Initial Term unless either party terminates the Agreement upon sixty days written notice in accordance with Paragraph 7 of the Agreement. In addition, the City of Paducah may terminate the Agreement with cause upon a thirty -day written notice for non-payment of fees. of its adoption. SECTION 4. This Order shall be in full force and effect from and after the date George Bray, Mayor ATTEST: Lindsay Parish, City Clerk Adopted by the Board of Commissioners, February 14, 2023 Recorded by Lindsay Parish, City Clerk, February 14, 2023 mo/agree-fleet maintenance services — Barlow, Kentucky Fire Department EXHIBIT A CITY OF PADUCAH FLEET MAINTENANCE, MOTORIZED EQUIPMENT, AND EMERGENCY APPARATUS SERVICE AGREEMENT This Fleet Maintenance, Motorized Equipment and Emergency Apparatus Service Agreement (hereinafter "Agreement") is made and entered into by and between the City of Paducah, Kentucky, a municipal corporation, (hereinafter "Paducah") and Barlow, Kentucky Fire Department (hereinafter "Customer"). 1. SERVICES. Paducah agrees to provide all professional labor, materials, equipment, and operations necessary for scheduled maintenance, upkeep, repair and preventive maintenance, pursuant to the Fee Schedule attached hereto. The Fee Schedule will be updated on January Pt of each applicable year. 2. HOURS OF OPERATION. Normal operations are Monday through Friday from 6:30 a.m. until 3:00 p.m., with the exception of holidays. Repairs made outside regular operating hours will be performed at one and one half times the regular hourly fee. 3. WARRANTY OF WORKMANSHIP. Paducah will warrant its workmanship on repairs for a period of 30 days following completion of work. 4. TOWING. Customer will be responsible for towing any vehicles to the Department. 5. WORK AUTHORIZATION. Paducah is authorized to perform work on any equipment in which the fee is less than $1,000. Any service or repair exceeding $1,000 shall require prior written authorization from Customer's authorized representative. 6. TERM. This Agreement shall become effective on the date signed and be in effect for one year. Thereafter, the Agreement shall automatically renew unless terminated as specified in Paragraph 7. 7. TERMINATION. Either Party shall have the right to terminate this Agreement without cause upon sixty (60) days' written notice to the other Party. Paducah may terminate this Agreement with cause upon thirty (30) days' written notice for non-payment of fees. 8. PAYMENT. Paducah shall send monthly invoices to Customer with a due date of thirty (30) days. After sixty (60) days of non-payment, this Agreement shall be subject to Termination for Cause. 9. AUTHORIZED REPRESENTATIVE. Customer's authorized representative is LaDoy Owens (Chief). 10. INSURANCE. Customer shall maintain general and auto liability insurance with a single combined liability limit of not less than $1,000,000 for claims arising out of and in connection with the provision of service by Paducah under this Agreement. Customer hereby waives any claim against Paducah for any physical damage to its vehicle(s) while in Paducah's custody and control. 11. INDEMNIFICATION. Customer shall indemnify, hold harmless, and defend Paducah from and against any and all claims resulting or arising from Paducah's performance, or failure to perform, under this Agreement. CUSTOMER CITY OF PADUCAH By: Title: Date: 246362 Mayor By: Title: Date: Agenda Action Form Paducah City Commission Meeting Date: February 14, 2023 Short Title: Approve a Release and Agreement for $1,413,192.14 with Western Surety Company for the Costs Associated with the Default of Huffinan Construction, LLC on the Pump Station 92 Rehabilitation Project - R MURPHY Category: Municipal Order Staff Work By: Melanie Townsend Presentation By: Rick Murphy Background Information: The City of Paducah entered into a Contract with Huffinan Construction, LLC, dated May 3, 2018, for the Flood Pump Station # 2 Rehabilitation Project as approved by Ordinance 2018-04- 8623. Western Surety Company issued a payment and performance bond on behalf of Huffinan Construction, LLC in the amount of $4,947,000.00 plus Change Orders insuring the completion of the Pump Station 92 Rehabilitation Project. The City terminated the Contract with Huffinan Construction, LLC on May 26, 2020, as approved by Ordinance 2020-05-8636 due to Huffinan Construction, LLC's failure to pay vendors and make progress on the project. The City of Paducah was notified by Western Surety of its approval for the City to acquire another contractor and the City and its Engineering contractor to complete the project in an effective and efficient manner. On August 25, 2020, the Board of Commissioners approved Ordinance 2020-08-8652 authorizing a contract with Pace Contracting, LLC, for $4,500,000.00. Subsequently, a Change Order for $121,733.29 was required due to missing components, damaged materials, fabrication of a missing adjustment nut, and emergency repairs caused by failures on the part of Huffman Construction, LLC, for a total contract of $4,621,733.29. Therefore, the Huffinan Construction, LLC default resulted in a contract increase of $1,268,248.59. While changing contractors, the City incurred additional engineering costs of $138,442.82 from HDR Engineering and legal fees of $6500.71 with KKHB. The Pump Station 92 Rehabilitation Project is 99% complete as of December 31, 2022. Therefore, the City has requested payment of $1,413,192.14 from Western Surety for additional cost incurred by the city due to Huffman Construction, LLC's default. Western Surety has agreed to the City's request for reimbursement of its additional costs of $1,413,192.14 to the Pump Station 92 Rehabilitation Project and wishes to enter into a Release and Agreement with the City of Paducah. Contract overage $ 1,268,248.59 HDR additional costs $ 138,442.84 KKHB costs $ 6,500.71 Claim from Western Surety $ 1,413,192.14 Does this Agenda Action Item align with a Commission Priority? No If yes, please list the Commission Priority: Communications Plan: Funds Available: Account Name: Pump Station 2 Rehab Account Number: FW0014 Staff Recommendation: Authorize the Mayor to sign a Release and Agreement with Western Surety Company regarding the Pump Station 92 Rehabilitation Project. Also, authorize the Finance Director to accept payment of $1,413,192.14 from Western Surety into the FW0014 Pump Station 92 Rehab project account. Attachments: 1. MO Agree Western Surety Company — pump station 92 Rehab Project 2. RELEASE AND ASSIGNMENT AGREEMENT TO WESTERN SURETY 12.8.22 MUNICIPAL ORDER NO. A MUNICIPAL ORDER AUTHORIZING THE MAYOR TO SIGN A RELEASE AND AGREEMENT FOR $1,413,192.14 WITH WESTERN SURETY COMPANY FOR THE COSTS ASSOCIATED WITH THE DEFAULT OF HUFFMAN CONSTRUCTION, LLC ON THE PUMP STATION 92 REHABILITATION PROJECT WHEREAS, the City of Paducah entered into a Contract with Huffinan Construction, LLC, dated May 3, 2018, for the Flood Pump Station # 2 Rehabilitation Project as approved by Ordinance 2018-04-8623; and WHEREAS, Western Surety Company issued a payment and performance bond on behalf of Huffman Construction, LLC in the amount of $4,947,000.00 plus Change Orders insuring the completion of the Pump Station 92 Rehabilitation Project; and WHEREAS, the City terminated the Contract with Huffinan Construction, LLC on May 26, 2020, as approved by Ordinance 2020-05-8636 due to Huffinan Construction, LLC's failure to pay vendors and make progress on the project; and WHEREAS, the City of Paducah was notified by Western Surety of its approval for the City to acquire another contractor and the City and its Engineering contractor to complete the project in an effective and efficient manner; and WHEREAS, on August 25, 2020, the Board of Commissioners approved Ordinance 2020-08-8652 authorizing a contract with Pace Contracting, LLC, for $4,500,000.00; and WHEREAS, the Huffinan Construction, LLC default resulted in a contract increase of $1,268,248.59; and WHEREAS, while changing contractors, the City incurred additional engineering costs of $138,442.82 from HDR Engineering and legal fees of $6,500.71 with KKHB; and WHEREAS, the City has requested payment of $1,413,192.14 from Western Surety for additional costs incurred by the city due to Huffinan Construction, LLC's default. NOW, THEREFORE, BE IT ORDERED BY THE CITY OF PADUCAH, KENTUCKY: SECTION 1. That the Board of Commissioners hereby authorizes the Mayor to execute a Release and Agreement with Western Surety Company in the amount of $1,413,192.14 for the costs associated with the default of Huffinan Construction, LLC on the Pump Station 92 Rehabilitation Project. Further, the Finance Director his hereby authorized to accept payment of $1,413,192.14 from Western Surety into the Pump Station 92 Rehab project account no. FW0014. SECTION 2. That this Order shall be in full force and effect from and after the date of its adoption. George Bray, Mayor ATTEST: Lindsay Parish, City Clerk Adopted by the Board of Commissioners, February 14, 2023 Recorded by Lindsay Parish, City Clerk, February 14, 2023 mo/Agree Western Surety Company — pump station 92 Rehab Project RELEASE AND ASSIGNMENT WHEREAS, on or about April 23, 2018, City Of Paducah entered into a contract with Huffinan Construction, L.L.C. in the amount of $4,947,000.00 for Flood Pump Station 92 Rehabilitation (hereinafter referred to as the "Contract"); and WHEREAS, Western Surety Company issued Performance Bond Number 30032288 effective April 23, 2018 (hereinafter referred to as the "Bond") on behalf of Huffinan Construction, L.L.C. and in favor of City Of Paducah; and WHEREAS, the penal amount of the Bond is $4,947,000.00 plus changes; and WHEREAS, City Of Paducah has issued change orders to the Contract totaling $110,956.00, resulting in an adjusted contract price of $5,057,956.00; and WHEREAS, City Of Paducah has filed a claim with Western Surety Company alleging that Huffinan Construction, L.L.C. failed to pay suppliers and had fallen behind schedule on the project and following notice of the default to Huffinan Construction L.L.C., terminated the contract; and WHEREAS, City Of Paducah has obtained a bid from Pace Contracting L.L.C. in the amount of $4,500,000.00 to complete the work required to be performed under the Contract; and WHEREAS, the City of Paducah issued a change order to Pace Contracting L.L.C. in the amount of $121,733.29 which was necessary because of Huffman Construction L.L.C's failure to perform; and WHEREAS, the City of Paducah incurred additional engineering costs and fees from HDR Engineering totaling $138,442.84 relating to costs for re -bidding the project following Huffinan Construction, L.L.C's default and termination; and WHEREAS, the City of Paducah incurred legal fees of $6,500.71 from the law firm of Keuler, Kelly, Hutchins, Blankenship & Sigler LLP as a result of the default; and WHEREAS, City Of Paducah certifies to Western Surety Company that it has paid the sum of $1,704,471.30 on the Contract, leaving a contract balance of $3,353,484.70 which includes retainage; and WHEREAS, Western Surety Company has agreed to pay and City Of Paducah has agreed to accept the sum of $1,413,192.14 which in full and final compromise settlement of this and any and all claims which City Of Paducah ever had, now has, or can, shall, or may have under the Bond, it is therefore agreed as follows: NOW THEREFORE, in consideration of the sum of $1,413,192.14, City Of Paducah does hereby release and discharge Western Surety Company, as Surety, from any and all liability on its described Performance Bond. IN FURTHER CONSIDERATION of the aforesaid payment, and other good and valuable consideration, City Of Paducah hereby assigns, transfers, and sets over to Western Surety Company its rights, claims, actions, or causes of action which it now has or may have against any person, firm, or corporation arising or in any way growing out of the aforedescribed claim to the extent of this payment, and hereby appoints and constitutes said Western Surety Company its true, lawful, and irrevocable attorney to demand receipt for and enforce payment, and at the expense of Western Surety Company to sue for said claim. Dated: 2022 City Of Paducah Printed Name: Title: Commonwealth of Kentucky County. of McCracken.. Before me this date personally appeared known to me to be the person and agent subscribing hereinabove on behalfof City Of Paducah, who upon oath acknowledged to me that he is duly authorized to execute the above and foregoing Release And Assignment on behalf of City OfPaducah, that he has read the foregoing Release and Assignment, and that he has executed the same on behalf of City Of Paducah for the purposes and consideration therein expressed. My Commission Expires: 9A730162 -157434-J Douglas Mraz 2 Notary Public in and for said County and State Agenda Action Form Paducah City Commission Meeting Date: February 14, 2023 Short Title: Amend Code of Ordinances Chapter 98 - Article VI and VII related to Parades and General Assemblies - L. PARISH Category: Ordinance Staff Work By: Lindsay Parish, Arnie Clark, Daron Jordan, Michelle Smolen, Alex Sherwood Presentation By: Lindsay Parish Background Information: Chapter 98 of the Paducah Code of Ordinances governs permitting for parades and general assemblies (special events). Several updates need to be made to the ordinance to bring it up to date with current practices. This ordinance repeals the prior ordinance and replaces it with new language. New language includes: • Updated Special Event Definition: The ordinance updates and expands the definition of special events. It allows for the City to require a permit for large events which occur on private or county property when said events require a city road closure, or have a direct impact on traffic or which would appreciably impact the need for Police, Fire, or other public safety and emergency services. • Administrative Policy and Fees: This ordinance charges the City Manager with creating and maintaining an Administrative Policy which controls the specifics related to Special Events. The City policy on Special Events is being updated simultaneously with this ordinance update to ensure that both are current and accurate. Additionally, the ordinance authorizes the City Manager to set policy related to fees for special event services and applications. • Liability Insurance: The current policy has a tiered system for liability insurance requirements which requires events to provide a minimum of $1,000,000 general liability coverage, with the exemption of events categorized as "Hazard Level A". However, no events that require a Special Event Permit fall under Hazard Level A. This means that effectively all permitted events must provide a minimum of $1,000,000 general liability coverage. This ordinance updates wording to simply clarify that all permitted events must provide a minimum of $1,000,000 general liability coverage with the City named as additional insured. Does this Agenda Action Item align with a Commission Priority? No If yes, please list the Commission Priority: Communications Plan: Funds Available: Account Name: Account Number: Staff Recommendation: Approval. Attachments: ORD 98 - Special Events Ordinance Update 2023 Draft ORDINANCE NO. 2023 - AN ORDINANCE REPEALING CHAPTER 98, ARTICLE VI PARADES & ARTICLE VII GENERAL ASSEMBLIES OF THE CODE OF ORDINANCES OF THE CITY OF PADUCAH, KENTUCKY AND REPLACING THEM IN THEIR ENTIRETY WHEREAS, this Ordinance will repeal and supersede Chapter 98, Article VI Parades and Article VII General Assemblies of the Code of Ordinances of the City of Paducah, Kentucky, in their entirety; and WHEREAS, this Ordinance will replace these articles with a new Chapter 98, Article VI which will read as described below; NOW THEREFORE BE IT ORDAINED BY THE CITY COMMISSION OF THE CITY OF PADUCAH AS FOLLOWS: SECTION A. Chapter 98, Article VI, Parades and Article VII General Assemblies of the Code of Ordinances shall be repealed and replaced in their entirety as follows: ARTICLE VI. SPECIAL EVENTS Sec. 98-141. Definitions. The following words, terms and phrases, when used in this article, shall have the meanings ascribed to them in this section, except where the context clearly indicates a different meaning. Special Event means any meeting, demonstration, picket line, rally, festival, carnival, procession, parade, walk, autocade, bike ride, block party, fair, sportingevent, vent, production, fund raiser,, gala, celebration, ceremony, race, tournament, activity, general assembly or other events of more than twenty-five (25) persons, which the general public is invited to participate or attend, that is organized, promoted, conducted, or sponsored by the cit.. off. o�person, corporation, partnership, company, association, organization, or other entity, and which involves the use of publicly owned, leased, or controlled property, including public parks, facilities, right- of-way, and/or city services. Special events shall also include the above-mentioned events held on private property or county owned property that require street closures or would have a direct impact on traffic congestion and flow to and from the event or which would appreciabliMpact the need for police, fire, or other public safety and emergency services. Applicant shall mean the authorized officer, employ. e�presentative or agent of the organization or group who completes the application and who will be the primary contact for the special event. Organizer shall mean the person, business, corporation (profit or nonprofit), partnership, company, association, organization, or other enti . responsible for the special event to be held. Sec. 98-142. - Permit Required Except as expressly excluded herein, no person, agency, organization, shall organize or conduct a Special Event on any public street, alley, sidewalk, park, or other public area unless such person, agency, or organization shall obtain a permit and comply with the provisions set forth in the policy created and administered by the City Manager and/or his or her designee. Additionally, no person shall participate in any Special Event unless a permit has been issued for the Special Event. Sec. 98-143. - Exemptions. The provisions of this article shall not apply to: (1) Funeral processionseg nerally and funeral/memorial services conducted within Oak Grove Cemetery; (2) A reserved public meetingfacility utilized for its intended purpose and occupancy such as a convention center, civic center, ballfields, City Hall or similar facility unless the event would have a direct impact on traffic congestion or which would require police, fire, or other public safety and emergency services. (3) Private or personal events such as family reunions and otheratg herin sg not open to the public, which occur in public parks, unless said activity pacts traffic flow or the ability of others to utilize the park, and (4) Events and activities that do not anticipate more than twenty-five (25) people in attendance at any oneig ven period of time during the duration of the event, unless said activity impacts traffic flow or the ability of others to utilize the public space; and (5) A governmental agency acting within the scope of its functions. Sec. 98-144. - Administrative Policy The Board of Commissioners of the City of Paducah does hereby authorize and charge the City Manager with creating and maintaining a policy for the administration and oversight of Special Events in the City of Paducah not inconsistent with this ordinance. Sec. 98-145. — City Services & Support Costs The Board of Commissioners of the Citv of Paducah does herebv authorize the Citv Manaizer to set City service fees, application fees, clean-up fees, and equipment fees for special events by administrative policy. Further, the City reserves the right to limit services and equipment based on availability, staff capacity and budget constraints. Sec. 98-146 Liability Insurance Requirements At a minimum. the Citv shall reauire all Sbecial Event hermit holders to obtain liabili insurance with coverage of at least $1,000,000. The events permit holder shall be required to name the City of Paducah as an Additional Insured on the Certificate of Insurance. The Cil. may require higher levels of insurance based on risks factors related to each individual event. SECTION B. Conflicts. All ordinances, resolutions, orders or parts thereof in conflict with the provisions of this Ordinance are, to the extent of such conflict, hereby repealed and the provisions of this Ordinance shall prevail and be given effect. SECTION C. Severability. If any section, paragraph or provision of this Ordinance shall be held to be invalid or unenforceable for any reason, the invalidity or unenforceability of such section, paragraph or provision shall not affect any of the remaining provisions of this Ordinance. SECTION D. Effective Date. This ordinance shall be read on two separate days and will become effective upon summary publication pursuant to KRS Chapter 424. MAYOR ATTEST: City Clerk Introduced by the Board of Commissioners, Adopted by the Board of Commissioners, Recorded by City Clerk, Published by The Paducah Sun, \ord\98 — Special Events Ordinance Update 2023 Agenda Action Form Paducah City Commission Meeting Date: February 14, 2023 Short Title: Approve an Interlocal Cooperation Agreement for the City of Paducah/McCracken County 2045 Comprehensive Plan - N. HUTCHISON Category: Ordinance Staff Work By: Nicholas Hutchison Presentation By: Nicholas Hutchison Background Information: The City and the County currently operate separate Planning Commissions and have adopted separate Comprehensive Plans. The City and County have requested proposals for a Joint Agency Comprehensive Plan that will be implemented through each governing body. The Joint Comprehensive Plan would allow the City and County to provide an innovative and implementable Comprehensive Plan to the citizens of Paducah and McCracken County in a more efficient, economical and beneficial manner. The Interlocal Cooperative Agreement establishes the parameters of the joint agreement moving forward. Both parties have selected Kendig Keast Collaborative for the preparation of the document pursuant to Kentucky Interlocal Cooperation Act KRS65.210. The project cost for the planning document is $150,000 as outlined in Section D, Page 22, Cost Estimate of the Propoal for RFP 2022-001 McCracken County and City of Paducah, Kentucky Comprehensive Plan, attached hereto as Exhibit "A". The funding formula shall be as follows: Upon receipt of an invoice from Kendig Keast Collaborative, the City shall invoice the County 50% of invoice amount. Total payments from the City or County shall not exceed $75,000 each, with equals 50% of the $150,000 contract amount outlined in Section D, Page 22. Additional expenses not outlined in Section D. Cost Estimates of the Proposal for RFP 2022-001 McCracken County and City of Paducah, Kentucky Comprehensive Plan, will be paid equally by the City and County as long as those expenses do not exceed 5% of the contract amount of $150,000. Does this Agenda Action Item align with a Commission Priority? Yes If yes, please list the Commission Priority: Community Growth Communications Plan: Funds Available: Account Name: Comprehensive Plan Professional Service Consulting Account Number: MR0087 000 20000 20005 Staff Recommendation: Attachments: 1. ORD interlocal cooperation agreement - 2045 Comprehensive Plan 2. ILA Comp Plan Proposal for RFP 2022-001 McCracken County and Paducah Comprehensive Plan KendigKeastCollaborative_20221102 - Indexed ORDINANCE NO. 2023 - AN ORDINANCE AUTHORIZING THE MAYOR TO EXECUTE AN INTERLOCAL COOPERATION AGREEMENT BETWEEN THE CITY OF PADUCAH, KENTUCKY, AND THE COUNTY OF McCRACKEN, KENTUCKY, FOR ESTABLISHMENT OF A CITY/COUNTY COMPREHENSIVE PLAN WHEREAS, the City of Paducah and the County of McCracken currently operate separate Planning Commissions and have adopted separate Comprehensive Plans; and WHEREAS, the City and County have requested proposals for a Joint Agency Comprehensive Plan to provide an innovative and implementable Comprehensive Plan to the citizens of Paducah and McCracken County in a more efficient, economical and beneficial manner; and WHEREAS, the City and County now wish to enter into an Interlocal Cooperation Agreement in accordance with the Kentucky Interlocal Cooperation Act KRS 65.210, et seq, for the purpose of setting out the roles and responsibilities of each entity and selecting the company that will create the Comprehensive Plan. KENTUCKY: NOW, THEREFORE, BE IT ORDAINED BY THE CITY OF PADUCAH, SECTION 1. That the Mayor is authorized to execute an Interlocal Cooperation Agreement between the City of Paducah, Kentucky, and the County of McCracken, Kentucky, in substantially the form attached hereto and made a part hereof (Exhibit A) for Comprehensive Plan preparation services. SECTION 2. That the City of Paducah and County of McCracken will cooperatively consult with Kendig Keast Collaborative for the preparation of a City of Paducah/McCracken County 2045 Comprehensive Plan. SECTION 3. That said consulting work shall be in a contract amount of $150,000 with the City of Paducah and the County of McCracken each paying 50% of the cost. This expenditure shall be charged to Project Account MR0087. SECTION 4. This ordinance shall be read on two separate days and will become effective upon summary publication pursuant to KRS Chapter 424. George Bray, Mayor ATTEST: Lindsay Parish, City Clerk Adopted by the Board of Commissioners, February 14, 2023 Recorded by Lindsay Parish, City Clerk, February 14, 2023 \ord\interlocal cooperation agreement — 2045 Comprehensive Plan Exhibit A CITY OF PADUCAH/MCCRACKEN COUNTY 2045 COMPREHENSIVE PLAN INTERLOCAL COOPERATION AGREEMENT THIS AGREEMENT made and executed by and between the City of Paducah, Kentucky, a City of second class of the Commonwealth of Kentucky (City) and the County of McCracken, Kentucky, a County of the Commonwealth of Kentucky (County). WITNESSETH: WHEREAS, the City and County currently operate separate Planning Commissions and have adopted separate Comprehensive Plans; and WHEREAS, the City and County will jointly consult for a Comprehensive Plan while operating separate Planning Commission; and WHEREAS, a joint City/County Comprehensive Plan would allow the City and County to provide an innovative and implementable comprehensive plan to the citizens of Paducah and McCracken County in a more efficient, economical, and beneficial manner; NOW, THEREFORE, in consideration of the foregoing premises, and for other good and valuable consideration, the legal adequacy and sufficiency of which is hereby acknowledged by the parties, the City and County do hereby covenant and agree as follows: PURPOSE. Pursuant to the Kentucky Interlocal Cooperation Act KRS 65.210, et seq, the City and County do hereby agree to cooperatively consult with Kendig Keast Collaborative for the preparation of a City of Paducah/McCracken County 2045 Comprehensive Plan. ADMINISTRATION. The cooperative agreement shall be administered by the McCracken County Community Development Project Manager and the Director of Planning, City of Paducah. BUDGET/FUNDING. The project cost for the Comprehensive Plan is $150,000 as outlined in Section D, Page 22, Cost Estimate of the Proposal for RFP 2022-001 McCracken County and City of Paducah, Kentucky Comprehensive Plan, attached hereto as Exhibit "A." a) The funding formula shall be as follows: Upon receipt of an invoice from Kendig Keast Collaborative, the City shall invoice the County 50% of invoice amount. Total payments from the City or County shall not exceed $75,000 each, which equals 50% of the $150,000 contract amount outlined in Section D, Page 22, Cost Estimate of the Proposal for RFP 2022-001 McCracken County and City of Paducah, Kentucky Comprehensive Plan. b) Additional expenses not outlined in Section D, Cost Estimate of the Proposal for RFP 2022-001 McCracken County and City of Paducah, Kentucky Comprehensive Plan, will be paid equally by the City and County as long as those expenses do not exceed 5% of the contract amount of $150.000. City of Paducah/McCracken County 2045 Comprehensive Plan Interlocal Cooperation Agreement 4. PLAN COMPLIANCE. The joint City/County Comprehensive Plan shall be completed in compliance with KRS 100.183 through KRS 100.197. 5. PLAN REVIEW. The City and County agree to review the Plan every five years as required by KRS 100.197 and to comprehensively and jointly review all such information as required to make joint recommendations on the amendments to the City/County Comprehensive Plan. 6. DURATION OF AGREEMENT. This agreement shall remain in full force and effect for a period of 20 year(s). Such term shall automatically renew for additional 5 -year periods unless either the City or the County terminates this Agreement. Either party may terminate the Agreement by providing to the other a 12 -month prior written notification of such governmental unit's intent to terminate this agreement. In the event of an early termination, the City and County shall jointly own, and each shall have a right to receive and retain any and all work done by Kendig Keast Collaborative pursuant to this agreement. 7. MISCELLANEOUS PROVISION. This Agreement represents the entire understanding and Agreement reached between the parties, and all prior covenants, agreements, presentations, and understandings are merged herein. This Agreement shall be fully binding upon the parties hereto and shall be deemed fully enforceable in accordance with the terms and provisions hereof. If any provision of this Agreement shall be held invalid or unenforceable under any applicable laws, such invalidity shall not effect any other provision of this Agreement. 8. EFFECTIVE DATE. The effective date of this Agreement shall be on the date when said Agreement is executed by both the City and County. WITNESS these signatures of the undersigned KENTUCKY DEPARTMENT FOR LOCAL GOVERNMENT a Title CITY OF PADUCAH, KENTUCKY LIZ Title City of Paducah/McCracken County 2045 Comprehensive Plan Interlocal Cooperation Agreement 2 McCRACKEN, COUNTY, KENTUCKY M Title STATE OF KENTUCKY COUNTY OF The foregoing instrument was acknowledged before me this day of 12023, by (title), of the Kentucky Department for Local Government. My commission expires Notary Public, State at Large STATE OF KENTUCKY COUNTY OF ) County. The foregoing instrument was acknowledged before me this day of , 2023, by Craig Clymer, Judge/Executive, of McCracken, Kentucky, on behalf of Said My commission expires Notary Public, State at Large City of Paducah/McCracken County 2045 Comprehensive Plan Interlocal Cooperation Agreement 3 STATE OF KENTUCKY COUNTY OF The foregoing instrument was acknowledged before me this day of , 2023, by George Bray, Mayor of the City of Paducah, Kentucky, on behalf of the City. My commission expires Notary Public, State at Large City of Paducah/McCracken County 2045 Comprehensive Plan Interlocal Cooperation Agreement Proposal for RFP 2022-001 McCracken Couaty and City of Paducah, Kentucky Comprehensive Plan November 2, 2022 fa\ ,,, '. •7 � '�� 110 � �1'. '��'� f ME e RM S. 1 y Exhibit A Road Prepared by Kendig Keast Collaborative In association with Kaskaskia Engineering Group, LLC Point of Contact: Gary Mitchell, FAICP 281.721.4105 (itr KENDIG KEAST gary@kendigkeast.com C O L L A B O R A T II V E I I 1415 Highway 6 South, Suite A300 I Sugar Land, Texas 77478 (t3A. LETTER OF TRANSMITTAL KENDIG KEAST C O L L A B OR AT IV E 1415 Highway 6 South - Suite A300 I Sugar land, TX 77478 1281.721.4105 November 2, 2022 Nic Hutchison, Director of Planning City of Paducah — City Hall — Planning Department 300 South 5th Street — P.O. Box 2267 Paducah, Kentucky 42002-2267 Dear Mr. Hutchison: On behalf of Kendig Keast Collaborative (KKC) and our valued teaming partner, Kaskaskia Engineering Group, I am pleased to respond to the City/County Request for Proposals (#2022- 001) to facilitate the process of preparing a new joint Comprehensive Plan. This submission is organized to address the RFP specifications and also represents our acknowledgement of the terms and conditions, with no variations indicated pending negotiation of a final scope of services and fee if selected (per RFP page 13; and note that we combined page 11 items F -Proposed Operation Plan and K -Proposed Work Task Plan based on your October 12 email response to our RFP questions that we could do so to "describe your approach to the project"). This response is also designed to demonstrate how our credentials, relevant experience, professional tools and techniques, and personal demeanor and community engagement skills can help the City of Paducah and McCracken County achieve the objectives and outcomes they seek through this project. Given KKC's history and the backgrounds of our key personnel, along with those of our Kaskaskia colleagues, so many of your community's issues and needs resonate with us, making it a very comfortable scenario. We are highly interested in the prospect of working again in your area based on our past lead consulting role on the 2007 Comprehensive Plan for the City of Paducah, and as a subconsultant on the concurrent Paducah Riverfront Redevelopment Plan to provide state-of-the-art 3D imaging and a simulation model for visualizing potential improvements along the Ohio Riverfront and nearby downtown blocks — which attracted national coverage for Paducah in APA's Planning magazine. Our renewed interest is keener than ever after receiving your further RFP guidance and from our "homework" to date on your area's assets and outlook 15 years later. We appreciate this chance to summarize our capabilities and proven approach to positioning our client local governments for viable actions and tangible results through effective planning. I hope it is apparent through this submission that our team remains greatly interested in your area and its future prospects. We would look forward to working with citizens, public and private leaders, and staff to shape that future, building on the results and success of your past and ongoing planning efforts. Should your evaluation merit our team's selection, we stand ready to begin work immediately and complete this engagement in a 12-14 month timeframe or sooner, as is typical of such projects. Respectfully, KENDIG KE`AnnST COLLABORATIVE �K.. Gary Mitc cell, FAICP "\,President 'J www.kendigkeast.com B. EXECUTIVE SUMMARY We are pleased to itemize here some highlights of our RFP response, which we Adding Value have linked to the five evaluation criteria on RFP page 12. We recognize that the dollars Overall Proposal Quality, Clarity and Responsiveness the City and County intend to invest in a new joint Comprehensive As noted in our transmittal letter, we complete most of our plans within a 12-14 month Plan are very significant from your timeframe as expected here. We also appreciated learning of the budget available for this perspective and, in return, should effort and provided a fee estimate for completing the work within the$ 15 0,0 00 amount. result in substantial added value In preparing our response, we focused especially on the holistic, long-term to the area's leadership, staff and perspective and themes we were pleased to see in the RFP: residents. ♦ Connecting the Dots. The essence of the KKC approach to comprehensive planning is the "interconnection among land use, the built environment, the socioeconomic environment and the natural environment" (RFP page 7). Our KKC Mission Statement philosophy begins with the KKC mission statement, to the right. Our proven KKC's practice emphasizes approach to community planning and development regulation is founded on the good land stewardship, conserving principle of performance, meaning development that is in context with its built resources, preserving and enhancing and natural environments. community character, safeguarding ♦ Sustainability Foundation. An emphasis on community sustainability and neighborhood integrity, and ensuring resilience also links our team, whether involving the environment, economy, fiscal responsibility. tax base and fiscal health, housing market and neighborhoods, infrastructure and other physical assets, downtown and other districts/corridors, and disaster preparedness and recovery. While the RFP calls for a 20-25 year horizon, we approach our work recognizing that some planning considerations require a much longer view — especially to promote a more sustainable future. We trust that the Review Committee will be satisfied with the thoroughness and "INDOT chose to invest a portionof its capital project funds in quality of this response, within the allotted page limit. Part of our project philosophy Valparaiso's U.S. 30 improvements is to "Begin with the End in Mind." This includes setting a tone from the start based on the quality of Valparaiso's — through the standard set by our RFP response — for the quality of analysis, planning [led by consultant KKC]. " professional insights, and ultimate findings and action recommendations to come. Bob Zier Personnel Qualifications and Experience Former Chief of Staff Indiana Department of Transportation The team assembled for this project includes specialists in land use and environmental planning, land development code evaluation and updates (including a land use attorney), urban design, revitalization and redevelopment (including a certified economic developer), parks/trails/recreation, historic preservation, public infrastructure and facilities, transportation, spatial analysis and GIS mapping, and "It is most apparent that the KKC website and graphic design, among others. In particular, our team offers: consulting team is solid from top to ♦ A veteran Project Manager and FAICP planner, in Gary Mitchell, who brings bottom and their base of knowledge a wealth of relevant professional experience, effective interaction through client/ on the planning process is without consultant and prime/subconsultant teams, and a track record of shepherding question. " significant projects to successful outcomes and community -supported plan/ Chris Henderson ordinance adoptions. He has led and contributed to 60+ comprehensive plans in Development Services Director communities ranging from 2,000 to 200,000 people in 14 states. City of Ponca City, OK ♦ The public sector backgrounds of our Project Manager and other key personnel in local government, regional agencies and with multi -jurisdiction initiatives, carrying over into their consulting careers with Metropolitan Planning�� KENDIG KEAST Commissions and joint or coordinated City -County plans in various states. C O L L A B O R A T I V E We enjoy returning to communities where our past involvement has helped to shape outcomes on the ground. As noted in our transmittal letter, KKC led a previous Paducah Comprehensive Plan effort in 2006-07, along with involvement in a Riverfront Redevelopment Plan. Our Neighborhood Development Code for Covington (adopted fall 2020) received the Special Merit Award for Outstanding Project/Program/Tool from APA Kentucky. Two KKC plans completed nearby in southern Illinois (Belleville and Carbondale) garnered the APA Illinois Daniel Burnham Award for an Outstanding Comprehensive Plan. Steve Sizemore and KKC Associate Ashley Woolsey are based in the Louisville area. Two of our team members "I and the entire Council could not be more pleased with KKC. I have with KEG, Kent Ahrenholtz and Bryan Veale, are even closer in nearby Evansville, been around such efforts for a very Indiana (and KEG also has an office in Ste. Genevieve, Missouri). Additionally: long time and, I have to say, KKC's ♦ KKC is a niche community planning firm, with a 39 -year history of being approach is the best I've seen. " selected by local governments across the nation to prepare long-range and related Mark Relph plans and associated development ordinances, in Kentucky and 39 other states Former City Manager to date. We are known especially for our extensive and award-winning work City of Littleton, CO for small- and mid-size jurisdictions — many with comparable character and similar growth and revitalization issues as Paducah and McCracken County face. We have also worked with river/waterfront and regional hub communities from coast to coast. ♦ We are leaders in our profession, and unique by being specialists in both planning and development regulation and focusing almost exclusively on public sector clients. With our decades of success, we clearly have a proven business model of bringing fresh perspective and best practices to places where we have not worked before or for some time. Many clients turn to us again for ongoing support and added tasks. ♦ Subconsultant KEG offers full-service technical support, including specialties "It was interesting the way they did in transportation planning and traffic engineering (including corridor, bike/ everything. They took the comments ped and Safe Routes to School work), infrastructure analysis and planning, from the forum and essentially GIS mapping, environmental science, and water, wastewater and stormwater shaped the committee meetings planning and design. KEG is currently in the design phase of the I-64 Sherman around those comments. " Minton Ohio River Bridge Renewal, between Louisville and New Albany, Indiana, Honorable Jennifer Bixby with the Kentucky Transportation Cabinet. KEG also completed a Long -Range Former City Council Member Transportation Plan and State Freight Plan for Illinois DOT. City of Fremont, NE ♦ In our planning work we look beyond simple assessments of infrastructure status to consider the overall capacity of a jurisdiction to support projected growth — or revived growth — and to accommodate infill and redevelopment activity. This encompasses not only utility and roadway capacity, but also public safety and other basic services, community facilities, plus schools and medical services in ♦ The deep in-state experience of Deputy Project Manager Steve Sizemore, who "KKC is a terrific firm of passionate, worked 10 years as a Senior Planner for Louisville Metro Government in multiple experienced, and thoughtful planners and plan implementers. roles, especially on the neighborhood and long-range planning team. He was a They are a pleasure to work with, key member of the Vision Louisville project and also deputy project manager for and their work products are the Move Louisville long-range transportation plan. Along with his familiarity excellent. I would be pleased to with the Kentucky Revised Statutes and Chapter 100, Steve regularly attends and recommend them for any planning has spoken at in-state and regional APA conferences involving Kentucky planners. or plan implementation project." ♦ The depth of engagement and facilitation experience across our team, with Honorable Henry Martinez demonstrated adaptability during the COVID-19 pandemic era and beyond. Former Mayor ♦ Past collaboration between the KKC and KEG teams on an award-winning City of Zachary, LA Comprehensive Plan for Belleville, Illinois, a St. Louis suburban community. Relevant Experience and Quality of Work Products We enjoy returning to communities where our past involvement has helped to shape outcomes on the ground. As noted in our transmittal letter, KKC led a previous Paducah Comprehensive Plan effort in 2006-07, along with involvement in a Riverfront Redevelopment Plan. Our Neighborhood Development Code for Covington (adopted fall 2020) received the Special Merit Award for Outstanding Project/Program/Tool from APA Kentucky. Two KKC plans completed nearby in southern Illinois (Belleville and Carbondale) garnered the APA Illinois Daniel Burnham Award for an Outstanding Comprehensive Plan. Steve Sizemore and KKC Associate Ashley Woolsey are based in the Louisville area. Two of our team members "I and the entire Council could not be more pleased with KKC. I have with KEG, Kent Ahrenholtz and Bryan Veale, are even closer in nearby Evansville, been around such efforts for a very Indiana (and KEG also has an office in Ste. Genevieve, Missouri). Additionally: long time and, I have to say, KKC's ♦ KKC is a niche community planning firm, with a 39 -year history of being approach is the best I've seen. " selected by local governments across the nation to prepare long-range and related Mark Relph plans and associated development ordinances, in Kentucky and 39 other states Former City Manager to date. We are known especially for our extensive and award-winning work City of Littleton, CO for small- and mid-size jurisdictions — many with comparable character and similar growth and revitalization issues as Paducah and McCracken County face. We have also worked with river/waterfront and regional hub communities from coast to coast. ♦ We are leaders in our profession, and unique by being specialists in both planning and development regulation and focusing almost exclusively on public sector clients. With our decades of success, we clearly have a proven business model of bringing fresh perspective and best practices to places where we have not worked before or for some time. Many clients turn to us again for ongoing support and added tasks. ♦ Subconsultant KEG offers full-service technical support, including specialties "It was interesting the way they did in transportation planning and traffic engineering (including corridor, bike/ everything. They took the comments ped and Safe Routes to School work), infrastructure analysis and planning, from the forum and essentially GIS mapping, environmental science, and water, wastewater and stormwater shaped the committee meetings planning and design. KEG is currently in the design phase of the I-64 Sherman around those comments. " Minton Ohio River Bridge Renewal, between Louisville and New Albany, Indiana, Honorable Jennifer Bixby with the Kentucky Transportation Cabinet. KEG also completed a Long -Range Former City Council Member Transportation Plan and State Freight Plan for Illinois DOT. City of Fremont, NE ♦ In our planning work we look beyond simple assessments of infrastructure status to consider the overall capacity of a jurisdiction to support projected growth — or revived growth — and to accommodate infill and redevelopment activity. This encompasses not only utility and roadway capacity, but also public safety and other basic services, community facilities, plus schools and medical services in some plans. Planning across jurisdictions enables more holistic consideration of City and County functions, capabilities and joint programming. ♦ We also bring our body of work focused on growth management including annexation planning and rural/agricultural preservation considerations at the edge, a continual renewal focus within to keep core area investment and infill "The work that KKC has provided to attractive, and an emphasis on long-term economic and financial sustainability us has been first rate, professional, as part of all growth and revitalization strategies. The opportunity to coordinate timely and thorough. " city and countywide planning is also where KKC can best apply its Community Bob Turner Character methodology for growth and land use planning, addressing the entire Former City Manager spectrum from most natural and rural to most urban. KKC founder Lane Kendig City of Port Lavaca, TX is a nationally acclaimed expert in rural/agricultural preservation and overall growth management through character -based planning and zoning techniques. ♦ KKC regularly receives peer recognition for meritorious work, including 17 American Planning Association awards in nine states (Colorado, Iowa, Illinois, Indiana, Kentucky, Louisiana, Oklahoma, Texas and Wyoming) since 2010. Uniqueness or Innovativeness The overarching philosophy behind KKC's practice is our Community Character framework for local and regional planning. This approach emphasizes the physical design factors that establish and distinguish urban, suburban and rural character "From the beginning, it was clear while downplaying the significance of land use as a primary planning and regulatory to me and other members of our focus. Indeed, KKC was founded on the concept of bolstering community character project steering committee that KKC through new and more effective approaches to land use planning and regulation. offered a different approach than To our team, community character involves more than just aesthetics, architecture other firms we considered for the and the "feel" of a place. Community character is about the relative mix of buildings, contract. KKC offers a fresh way oflooking at a project ... and tailored pervious and impervious surfaces, and open space and landscaping. These are the the document to meet the specific essential factors that shape development character which, in turn, influence land needs of our community. " use compatibility, urban design, means of mobility (e.g., walkability), environmental Craig A. Phillips, AICP protection, and storm water runoff, among many other variables. How these Former Director of Planning, ingredients are interwoven and balanced affects the economics, function, ecology City of Valparaiso, IN and experience of a place. Additionally: ♦ As detailed in the Proposed Approach and Work Plan section, we design both our process and ultimate plan document to reflect a progression from assessing the community's current status and outlook (Paducah/McCracken Today) to where the new plan should focus based on this context (vision, guiding principles "KKC was extremely knowledgeable and confirmation of consensus to that point through the Plan Direction and on the subject, innovative, efficient Assumptions phase), and finally to the future -looking portion of the plan and professional. The written (Paducah/McCracken Tomorrow), concluding with a shorter -term strategic materials presented to !Stafford, TX] emphasis and community Action Agenda in the final Plan Implementation phase. City Council and P&Z were of the ♦ Each new project also elevates our professional interest in and commitment to highest quality. " bringing the latest thinking and best practices to the communities we serve. Barkley Peschel This includes efforts in our profession to make plans more visual, concise, Former Vice President Greater Fort Bend EconomicDevelopment understandable, on -point and relevant to local decision -makers, residents Council and staff who must rely on and apply them. Through KKC's sister company Sugar Land, TX enCodePlus (https://www.encodeplus.com/, also owned by KKC CEO Bret Keast), we offer a premier industry-leading platform for drafting, exploring and publishing plans online as graphic -rich, interactive documents, utilizing the WebPlan feature that is designed specifically for hosting online plans (https: www.encodeplus.com/products/plan-publishing//). The online plan content can be exported to PDF and Word format as needed for printing and for handling and disseminating electronic files. KKC now creates and publishes nearly allOltKENDIG KEAST C O L L A B O R A T I V E its new Comprehensive Plans in WebPlan. The WebPlan site facilitates public "Publishing the outreach and updates during plan development, including soliciting input Plan Comprehensive Plan with enCodePlus's WebPlan brought it to through surveys and geo-engagement (questions and input via a map interface). life. It allowed us to move policy out The site also serves as a portal to the web -based plan itself, so users can view of the binder and into the world. " the emerging new plan via an intuitive online interface. The site content can be Sue Schwartz, FAICP easily updated and published immediately to the web. Each community -branded Planning Director WebPlan site provides a graphics -rich online document that may also include City of Greensboro, NC — recently multimedia and cross-referenced links to related policies, programs, GIS mapping announced as winner of the or other information. WebPlan enables the plan to remain timely and fresh prestigious 2022 Daniel Burnham through implementation tracking/reporting and regular updates. It was designed Award from APA National for its by community planners who understand the need for planning documents to be GS02040 Comprehensive Plan more accessible and easy to edit, update, amend and maintain. online.encodeplus.com/regs✓ Ability to Collaborate with Staff and Stakeholders greenshoro-nc-comms/ KKC's work with any community starts with the encouragement of meaningful leadership and public engagement, a clear understanding of planning issues and implementation options from early and ongoing staff interaction, and a direct linkage between plans and ordinances to ensure they are grounded in reality, are politically feasible, and able to be implemented. Additionally, because of his 10 years of experience in the Council of Governments arena, where he ultimately served as Chief Regional Planner for a region with 4.5 million residents, our Project Manager Gary Mitchell always emphasizes intergovernmental coordination to leverage "This is really great work. I'm proud essential partnerships at the inter -city, county, school district, regional, state and to be involved!" federal agency levels. Subconsultant KEG also brings valuable experience working Marty Hill with public agencies and decision -makers at all levels. Former Chair, Planning & Zoning KKC also offers our experience coordinating plans between City and County Commission City Centennial, CO governments, including previously between the City of Paducah and McCracken County, and in Georgia (City of Savannah and Chatham County), Kansas (City of Manhattan and Pottawatomie County), Louisiana (Bossier City -Parish Metropolitan Planning Commission), North Carolina (Town of Zebulon and Wake County); Oklahoma (City of Claremore and Rogers County), South Carolina (City of Florence and Florence County) and Wyoming (City of Jackson and Teton County, and City of Gillette and Campbell County — where both governing bodies adopted a joint "Hands down the best consultants Future Land Use Map for the one -mile planning area around the city, which partly we have ever used. I will again use them in the future. When we led to the Urban Planning Project of the Year Award from the Wyoming Planning worked with other companies we Association). Along with KKC's extensive municipal experience, we have completed didn't feel like we received the county -level plans for Door County, Wisconsin; Flathead County, Montana; Fulton service that we liked. With KKC County, Ohio; Grenada County, Mississippi; Lake County, Illinois; Loudoun County, that wasn't the case, they are very Virginia; Miami County, Kansas; Monroe County, Florida; New Castle County, personal, friendly, and outstanding Delaware; Polk County, Iowa; Queen Anne's County, Maryland; and St. Mary and presenters. They have a unique Tangipahoa Parishes in Louisiana. We are able to apply experience gained in varied ability to work on complex and environments and cultures across the nation, from the coastal plains and Midwest volatile projects without causing heartland to desert and mountain settings. more problems. In fact I don't think my residents or Council would even We emphasize in our practice that Comprehensive Plans (and their associated want me to use anyone but KKC to implementing regulations), although ultimately adopted by a local governing be honest." body, are intended to guide and better the entire community and facilitate public - Chris Reed private partnerships. This calls for broad outreach and inclusive consensus -building Former City Manager, efforts throughout the process. Yet, we recognize that we must intentionally and City of Nassau Bay, TX continually focus on the viewpoints, concerns and priorities of elected officials. We build into our work program various ways to engage and involve local officials while ensuring that their participation does not deter or "drown out" other voices. C. ORGANIZATION Firm Profile: Kendig Keast Collaborative Kendig Keast Collaborative (KKC) represents the collaboration of Bret C. Keast, AICP, and Gary Mitchell, FAICP, and a select group of talented principals and associates. Our firm has earned a reputation for its innovation and repeated success in solving problems of varying complexities for small and large clients in a range of environments. Our practice emphasizes the pursuit of good land stewardship, as well as conserving resources, preserving and enhancing community character, safeguarding neighborhood integrity, and ensuring fiscal responsibility. Our proven approach is founded on the principle of performance, meaning development that is in context with its built and natural environments. KKC continues to build on the foundation and body of work of Lane Kendig, our founder and a respected authority in the urban planning field. The firm was originally established in December 1982 as Lane Kendig, Inc. In 2002, Bret C. Keast, AICP, joined the practice as Vice President and Partner. The firm name was changed to Kendig Keast Collaborative in 2007 to reflect the transition to Bret's ownership. In 2009, Lane Kendig retired, although he remains a Strategic Advisor to the firm and its employees. Bret remains as Owner and Chief Executive Officer, and together with Gary as KKC President, directs a small and highly qualified staff which provides professional services in the areas of comprehensive and strategic planning, zoning and other development regulations, growth management and resource protection, land planning, and various related specialties. KKC's unique process is grounded in the encouragement of meaningful public participation, a clear understanding of planning issues and implementation options, and a direct linkage between plans and ordinances to ensure they are both politically feasible and able to be implemented. We are proud of our firm's reputation for providing clients with highly customized and responsive approaches to challenging community planning issues, resulting in innovative yet viable solutions. Our Services KKC principals and personnel allocate their time nearly equally between comprehensive community plans and development code work. We also complete other special plans and studies for local government clients, including socioeconomic analyses; downtown, corridor, neighborhood, and redevelopment plans; parks, recreation, and trails master plans; land use and development impact studies; growth management and annexation assessments; and 3-D visualization and mapping projects. Planning Community planning is the foundation of KKC's consulting practice, along with development code work. Our principals and senior staff have led project teams and played substantial roles in the preparation of dozens of plans in more than 80 jurisdictions across the U.S. We offer significant experience with overall comprehensive plans, as well as with typical plan elements, which are sometimes the focus of stand-alone projects and work products: CORPORATE OFFICE Texas 1415 Highway 6 South, Ste. A-300 Sugar Land, TX 77478 (281) 242-2960 ADDITIONAL OFFICES Kentucky/Indiana 715 W. Saint Catherine Street Louisville, KY 40203 (812) 748-6070 Pennsylvania 1373 N. Sheridan Avenue Pittsburgh, PA 15206 (314) 304-7071 South Carolina 309 English Oak Road Simpsonville, SC 29681 (864) 248-6161 Texas 8120 Mainland Dr San Antonio, TX 78240 (812) 748-8111 IDIrKENDIG KEAST C O L L A B O R A T I V E Community Character, Principles for Design and Planning (Island Press, 2010) M A GutnF to PLANNING for 4 COMMUNITY'S CHARACTER Lane H. Kendig-11i with Bret C. Keast l A Guide to Planning for Community Character (Island Press, 2011) ♦ Comprehensive Planning to establish clear goals and policies for the community's future growth and enhancement, leading to specific, attainable action strategies, with appropriate implementation guidance. ♦ Land Use Planning to accommodate projected population growth and economic development objectives and to address central city redevelopment needs, neighborhood integrity, and image and character concerns along key corridors. ♦ Environmental Planning to protect a range of resources (floodplains, wetlands, water bodies, forests and woodlands, prairies, steep slopes, unstable slopes or soils, threatened or endangered species habitats, wellhead protection areas, hurricane surge areas, and earthquake hazard areas) and reduce hazards to people and property, often by setting the stage for land use regulations or other implementation initiatives. ♦ Strategic Planning to assess current conditions and future trends, pinpoint specific opportunities and challenges, and establish a consensus for pursuing particular public investments and community enhancement efforts through a prioritized action agenda. ♦ Parks, Recreation, and Trails Planning to evaluate local acreage and facilities relative to national benchmarks, assess needs and prioritize improvements based on both technical standards and community input, and make jurisdictions eligible for various grant opportunities. Community Character KKC submits that the central function of any long-range plan should be protecting and enhancing the community character traits that residents and visitors value. Put simply, character should be the central theme that ties the elements of the plan together. To our team, community character is more than just aesthetics and architecture. It is also more than just "urban" or "new urban" project design. In the big picture, community character is about the relative mix of buildings, pervious and impervious surfaces, and open space and landscaping. These are the essential factors that shape development character which, in turn, influence land use compatibility, urban design, means of mobility (e.g., walkability), environmental protection, and storm water runoff, among many other variables. How these ingredients are interwoven and balanced affects the economics, function, ecology and experience of a place. As such, tying plans together with the thread of community character ensures that decisions about land use, open space, resource protection, transportation, economic development, and utilities all support the City's articulated vision. In addition, the selection of appropriate sustainability and "smart growth" strategies depends, in large measure, upon the types of character the City intends to preserve and/or promote (e.g., urban, suburban, rural, natural). There is no stronger team to help a city develop a plan or code that protects its community character. Kendig Keast Collaborative is a leading innovator in this regard. From our founder Lane Kendig's seminal work, Performance Zoning (1980), to his new book Using the New Performance Zoning (2019), and to their co -written Community Character, Principles for Design and Planning (2010) and A Guide to Planning for Community Character (2011), Lane Kendig and Bret Keast are leaders in articulating and advancing comprehensive strategies to define, protect, and enhance community character. Indeed, KKC was founded on the concept of bolstering community character through new and more effective approaches to land use planning and regulation. Our firm frequently coordinates multi -firm project teams to develop comprehensive plans which do precisely that. Implementation KKC's implementation and regulatory practice includes code evaluations and performance assessments, drafting and unification of development codes, zoning district maps, and amending consensus -based land development regulations. Through meticulous analysis and close attention to community input, we tailor regulatory strategies to achieve specific desired outcomes and foster sensitive site design and creative development practices. This sometimes requires interim ordinances to ensure protection of community character or resources while permanent regulations are drafted. KKC also has developed model codes for specific purposes which are then adapted by a variety of jurisdictions. Our principals and senior staff have also drafted proposed zoning amendments on behalf of private -sector clients who seek to develop or redevelop property in progressive ways that are not permitted under existing zoning regulations in a particular community. Of course, plan implementation is more than regulation. Our practice also includes such non -regulatory measures as creating frameworks for interlocal agreements, public-private partnerships, transfer or purchase of development rights systems, Facilitation of Code Drafting and Amendment Processes, and Commission, Board, and Administration Training. Master Planning and Urban Design Services KKC has experience facilitating planning processes at all scales, from metropolitan and community -wide levels to downtowns, neighborhoods, corridors, and other special areas. It is at this enhanced level of detail that specific challenges and opportunities emerge, and unique planning and design solutions become necessary in order to spur the "3 Rs" — redevelopment, revitalization, and reinvestment. It is imperative to think three -dimensionally about the impacts of development at this level of planning. For example, within a neighborhood planning area, residents identify with the way a street feels — how wide it is, how far back and how tall the homes are, how old the trees are, etc. They can describe what a local shopping area looks like and how it is different from one across town. Similarly, they can express pride in their downtown and a specific identity for which they are proud. Planning for these areas requires a keen understanding of land use, pedestrian and vehicular circulation, building and site design, (re)development feasibility, strategic implementation, and public policy and financing. Our staff has the skills necessary to create special area plans that identify policies, projects, and strategies that respond to local demographics, district functionality, and identity. The following are cornerstones of our special area planning approach: Community Involvement that brings together residents, property owners, businesses, realtors and brokers, investors, developers, community organizations (i.e., business improvement districts, neighborhood organizations, and not -for - profits, etc.), elected officials and staff, municipal agencies, and all ages and social groups. Facilitating open and inclusive dialogue is absolutely essential for preparing a vision and creating a realistic, market -supported action plan that reflects local values and priorities and ensures broad-based support for long-term implementation. TRUSTED PARTNERS KKC has built working relationships with an array of other consulting firms that can provide specialty services in a subconsultant or advisory role, including in areas such as civil and traffic engineering, fiscal impact analysis, scenario planning and evaluation, economic development and market analysis, environmental assessment, housing and redevelopment, community surveys, and financing and special district mechanisms. BACKGROUNDSIN LOCAL GOVERNMENT The local government planning background of many of our team members is a valuable asset, essential to crafting plans that are realistic and implementable, and regulations that are easy to administer by staff, understandable to members of planning boards and municipal councils, and that articulate development and design standards that produce predictable and desirable outcomes. 0KENDIG KEAST C O L L A B O R A T I V E ♦ Master Planning that establishes a framework for general land use, transportation, and design character. The role of the master plan is to provide context within which specific projects or targeted areas of investment can be assessed. In this way, block or site-specific recommendations provide greater benefit to the overall land use balance, functionality, and identity of an area. Aspects of a master plan may include land use sub -districts, key redevelopment areas, streetscape enhancement corridors, civic open space elements, or unique character districts, among others. ♦ Urban Design and Visualization that transforms the vision into a three- dimensional environment. In the end, the community identifies most closely with how development will "look and feel." Our staff of planners and urban designers can demonstrate the end result of investment in the public realm, private development area, and open space, KKC uses various technologies for design visualization to help communities understand a collective manifestation of the desired outcomes, market realities, and achievable regulatory scheme. SketchUp, AutoCAD, and other graphics packages, together with hand renderings, simulate the built environment to spur dialogue regarding development alternatives, phasing, and specific aspects of community character. ♦ Redevelopment Planning to advance a vision towards market-based implementation. KKC staff members specialize in helping communities achieve redevelopment by identifying resources, partnerships, and policies that remove barriers to successful outcomes. Whether private -public partnerships, incentives, or leveraging of the private market, we craft plans that draw a clear path between concept and realization. ♦ Implementation through projects, policies, and strategies. The success of a plan depends on three factors: (1) identifying catalytic projects that foster additional investment, (2) aligning development policies and regulations with the vision, and (3) creating strategies to strengthen synergy among financiers, elected officials, public agencies, and the community at large. Any single action often involves all three factors. We consistently craft implementation programs that balance these three elements to maximize the likelihood of long-term implementation. Special Studies and Services KKC has experience facilitating planning processes at all levels, from the metropolitan area to the neighborhood. In support of special area planning — and to make visions and possibilities literally come to life — KKC brings expertise in design and 3D modeling and visualization to help clients envision and appreciate the implications of potential growth and development outcomes, boost enthusiasm among participants, and build consensus around planning or regulatory concepts. Growth Assessments and Strategy Papers help communities understand the implications of rapid growth and/or haphazard development patterns, assess their fiscal and service capacity to accommodate such trends, and consider their statutory authorities and options for better managing the location, timing, and nature of this growth. Firm Profile: Kaskaskia Engineering Group Kaskaskia Engineering Group, LLC (KEG) is a 100% woman -owned and managed engineering and contracting firm that was founded in 2006. From the beginning, they have recruited highly skilled employees from a variety of public and private sector backgrounds. This has allowed KEG to quickly amass an impressive portfolio of federal, state, county, and private project experience. They have established professional relationships with The Federal Highway Administration, the U.S. Army Corps of Engineers, the Illinois Department of Transportation, the Illinois Department of Natural Resources, Capital Development Board, Illinois American Water Company, East-West Gateway Council of Governments, Department of Commerce and Economic Opportunity, and area leaders. KEG is a certified Disadvantaged Business Enterprise (DBE) through the Illinois Unified Certification Program, licensed as a Women's Business Enterprise (WBE) by the Women's Business Enterprise National Council, and is recognized as a Women - Owned Small Business (WOSB) by the Small Business Administration. Their main office is located in downtown Belleville, Illinois, with branch offices in Geneva, Peoria, Champaign, Macomb, and Glen Carbon, Illinois; as well as Ste. Genevieve, Missouri; Evansville, Indiana; and St. Paul, Minnesota. Their goal is to provide extraordinary service through expert technical knowledge, collaboration, and communication early and often. KEG's full service capabilities include transportation engineering, traffic engineering, CADD design, public involvement, geotechnical engineering, structural engineering, general contracting, GIS mapping, environmental science, construction observation, infrastructure analysis and planning, right-of-way research and acquisition, cost estimating, and water resource management, including water, wastewater, and stormwater planning and design. The diversity of their in-house services affords KEG the ability to understand more than just how to complete a project. It allows them to view projects with a holistic approach — considering all phases of projects, as well as environmental, client, and stakeholder needs. KEG's purpose is to make the world a better place through the practice of engineering. Through partnerships with clients and regulatory agencies, they plan, design, and build projects that enhance communities, spur economic development, and respect the environment. They practice gratitude for their blessings by giving back to communities through service projects and active participation in community organizations. It is this diversity and commitment to public service that separates them from most other engineering firms. KEG SERVICES ♦ Traffic and Feasibility Studies ♦ Location and Design Studies ♦ Transportation Planning ♦ ADA Compliance ♦ Pedestrian and Bicycle Paths ♦ Construction Observation ♦ Structure Geotechnical Reports ♦ Subsurface Exploration ♦ Environmental Impact Studies ♦ Environmental Assessment ♦ Site Development ♦ Grant Writing ♦ Public Involvement ♦ Structural Services ♦ Parks KEG has nine locations throughout the Midwest and is licensed to work in Minnesota, Wisconsin, Indiana, Illinois, Missouri, Iowa, Kentucky and beyond. %a Kaskaskia VNEngineering Group, LLC HOURLY BILLING RATES Kendig Keast Collaborative $165 Gary Mitchell $135 Steve Sizemore $100 Ashley Woolsey $150 Greg Flisram $120 Marcia Boyle $135 Janis Burall $135 Jennifer Mak $90 Luis Mercado $145 Missy Quigley $50 Sharon Cadena $75 Kim Keast (Business Mgr.) Kaskaskia Engineering Group $300 Geri Boyer $250 Kent Ahrenholtz $165 Bryan Veale $165 Molly Barletta D. COST ESTIMATE We are pleased to provide the City of Paducah and McCracken County the following fee estimate based on the approach outlined for preparing a new joint Comprehensive Plan, and based on an anticipated project budget of $150,000. The amounts below reflect all estimated labor and direct expense costs plus professional fee. We emphasize that all of our estimated costs are entirely negotiable depending on the final scope of work and timeline set for the project. Most all project scoping processes require such give and take and work program refinement to arrive at mutually agreeable adjustments that will accomplish the project objectives while remaining within the available budget. We have a long track record of working through this process with our clients so contract execution may proceed and work can begin promptly. Estimated Cost by Phase Phase Project Start -Up and Client Coordination % 7% KKC $9,500 KEG $1,000 PHASE 1: Paducah/McCracken Today 25% $22,500 $15,000 PHASE 2: Plan Direction and Assumptions 8% $10,000 $2,000 PHASE 3: Paducah/McCracken Tomorrow 35% $29,500 $23,000 PHASE 4: Plan Implementation 17% $16,150 $9,350 PHASE 5: Finalization and Adoption 8% $10,000 $2,000 TOTAL $150,000 100 $97,650 $52,350 E. PROJECT EXPERIENCE PROJECT REFERENCES oNot ,yY .b. Imagine Belleville Comprehensive Plan - Belleville, Illinois The timing of the City of Belleville's Comprehensive Plan, Imagine Belleville, coincided with the community's 200 -year anniversary, a significant milestone that brought an increased level of attention and optimism to the planning process. As an inner -ring suburb on the Illinois side of the St. Louis region, the City competed with jurisdictions directly along the interstate and located at the periphery of the metropolitan area. These challenges were offset by ongoing and significant reinvestment in its first- class Downtown; major mobility projects that improved access to economic drivers, such as Scott Air Force Base; and a unique spirit of volunteerism that was heightened with the backdrop of the City's bicentennial celebration. As a steady -growth community, one of its most significant challenges was identifying ways to promote reinvestment in its interior and historic neighborhoods. As part of the comprehensive housing and neighborhoods strategy, KKC pulled in case study research from the region as well as its own reconnaissance efforts to identify practical solutions to vacancy and blight, such as scattered lot programs, loan and financing options, and small-scale neighborhood investments. This planning process was characterized by a multi -platform, robust public engagement program that involved on- and off-line formats, such as an online discussion forum and a community open house at a coffee shop (including a ukulele band). In fact, the excitement around the planning process spurred a spinoff Martin Luther King Jr. Celebration that was speared by two Comprehensive Planning Advisory Committee members. A panel of college and high school students reflected on the theme, "If I could change the community...," and the findings were tied into the plan. The Belleville Comprehensive Plan webpage is located here: https://www.belleville net/327/Comprehensive-Plan. DURATION June 2013 - June 2014 KEY PERSONNEL Bret C. Keast, AICP Gary Mitchell, FAICP AWARD WINNER! The Belleville Comprehensive Plan received the Daniel Burnham Award in 2014 from the Illinois Chapter of the American Planning Association (APA). REFERENCE Ms. Emily Calderon, AICP LEED-GA Former Director of Economic Development and Planning City of Belleville Current City Planner City of Edwardsville 118 Hillsboro Avenue Edwardsville, IL 62025 (618) 296-4468 ecalderon@cityofedwardsville.com IKENDIGII KEAST C O L L A B O R A T I V E DURATION OF SERVICES 2009 - Present KEY PERSONNEL Gary Mitchell, FAICP Greg Flisram Janis Burall, AICP Marcia Boyle, AICP Sharon Cadena REFERENCE Mr. Jerry B. Dudley, AICP Planning Director City of Florence 324 W. Evans Street Florence, SC 29501 (843) 665-2047 jd ud Iey0cityofflorence.com Comprehensive Plan Updates (2011, 2017, 2022), Downtown Master Plan Updates (2011, 2017, 2022), Unified Development Ordinance (2014) - Florence, South Carolina Since 2009, the City of Florence has engaged KKC multiple times, to update its Comprehensive Plan and to transition its development regulations into a Unified Development Ordinance (UDO). Working with the City and the Florence Downtown Development Corporation (FDDC), KKC has also completed several implementation - focused updates to Florence's Downtown Master Plan. KKC is currently preparing major updates of both the Comprehensive Plan and the Downtown Master Plan. Florence is an approximate midpoint between Miami, Florida and New York, New York, at the crossroads of Interstates 95 and 20. It functions as the hub city and employment center for the Pee Dee region, an eight -county area in northeast South Carolina. Florence is also the primary utility provider for the surrounding unincorporated areas. KKC's comprehensive planning efforts continue to emphasize managing Florence's growth in a fiscally and environmentally sound manner, setting out strategies to assure an adequate housing stock and ongoing neighborhood renewal, and protecting and enhancing community character and aesthetics. The swift, dramatic and award-winning transformation of Downtown through a systematic, plan -driven revitalization program has bolstered Florence's increasing focus on becoming an even more attractive city for investing, living and working. While Florence has achieved so much, the Pee Dee Region is competing with booming areas of the Carolinas for residents and workers. Strategies in the next citywide and downtown plan updates will promote radiating Florence's downtown success into surrounding neighborhoods, re -energizing "tired" roadway corridors, capitalizing on the City's extensive investments in new sports complexes and community centers, pursuing area -wide solutions to drainage challenges, and extending trails to enhance connectivity. The plans also highlight Florence's many enduring partnerships across levels of government, the private and non-profit sectors, and the area's rich institutional and cultural resources. Targeted updates to the City's UDO are anticipated next based on the newly adopted plans. KKC is now working with the City to update the Comprehensive Plan for the next 20 years. This work is an example of how KKC's commitment to a client and submersion in the character of a community, along with successful implementation toolsets following plans, can lead to the satisfaction of long client relationships and partnerships in planning. Littleton Vision and Comprehensive Littleton, Colorado The City of Littleton specifically sought out Kendig Keast Collaborative (KKC) to guide its Comprehensive Plan process. Littleton saw itself as a perfect fit for KKC's distinctive "Community Character" approach, which looks beyond just land use to consider the variation in physical conditions along a spectrum from natural and rural landscapes, through suburban and auto -oriented settings, to the most urban and walkable situations. Given a recent period of contention and resulting inaction on a number of fronts, the City first charged KKC with facilitating a nine-month "big picture" visioning process. Together with City staff, KKC executed an intensive and highly -inclusive community engagement strategy to create a unifying vision of Littleton's future. City Council adopted the Envision Report in December 2018, marking a significant milestone in a city that had failed to adopt a series of proposed plans in recent years. KKC next produced a concise and highly visual Existing City Data Book that uses key indicators to tell a story about Littleton as it is today. The Future City portion of the Comprehensive Plan then provides goals, policies and actions across seven elements, and a link to a concurrently -prepared Transportation Master Plan for mobility factors. A fiscal impact specialist also assessed the implications of the proposed new future land use map for Littleton's municipal finances. Plan adoption (webpage: https://www.littletongov.org/my-littleton/what-is- envision-littleton) occurred in October 2019, marking another notable civic accomplishment as Littleton's last complete plan dated back to the 1980s. City officials and management continually praised the evident community "buy -in" of KKC personnel and their overall planning philosophy and approach. After an extended Council/Planning Commission work session to review the preliminary draft Plan, Littleton's Mayor called the draft "a stunning document" of which she was most proud. The City then continued its ongoing relationship with KKC by pursuing a thorough evaluation and rewrite of its longstanding zoning and land development regulations, resulting in a new Unified Land Use Code adopted in October 2021. DURATION April 2018 - October 2019 KEY PERSONNEL Gary Mitchell, FAICP Janis Burall, AICP REFERENCE Ms. Kathleen Osher Director of Community Services City of Littleton 2255 West Berry Avenue Littleton, CO 80120 (303) 795-3755 cmoko@littletongov.org IDIrKENDIG KEAST C O L L A B O R A T I V E OTHER PERTINENT PROJECT EXPERIENCE The table below demonstrates the variety in KKC's community planning practice across various states and involving both cities and counties/parishes. Project Client KKC Role Status r County -level growth management Ascension Parish, Prime Estimated and unified land development code LA Completion 03/2023 Boomtown 2040 Comprehensive Plan Borger, TX Prime Adopted 10/2020 Downtown Revitalization Plan Borger, TX Prime Adopted 01/2021 Parks. Trails, and Recreation Borger, TX Prime Adopted 01/2021 Master Plan Unified Land Development Ordinance Borger, TX Prime Adopted 07/2022 Annexation Feasibility and Strategy Bryan, TX Prime Completed Study 09/2018 Comprehensive Plan Carbondale, IL Prime Adopted 06/2010 Claremore 2040 Comprehensive Plan Claremore, OK Prime Adopted 03/2019 and Special Districts Plan Neighborhood Development Code Covington, KY Prime Adopted 09/2020 Historic Preservation Plan Des Moines, IA Prime Estimated Completion 08/2023 Florence County Comprehensive Plan Florence County, Prime Estimated SC Completion 12/2022 Grenada County Build Better Together Grenada County, Prime Adopted 09/2022 2040 Plan MS IN 421 Gateway Corridor Plan Michigan City, IN Prime Adopted 08/2016 Momentum MC 2040 Michigan City, IN Prime Adopted 11/2018 Comprehensive Plan Northville Township Master Plan Northville Prime Estimated Township, MI Completion 05/2023 Plan Pottawatomie County 2040 Pottawatomie Prime Adopted 08/2019 Comprehensive Plan County, KS Green Valley Area Land Use and Pottawatomie Prime Adopted 10/2019 Growth Management Plan 2040 County, KS Unified Development Code Valparaiso, IN Prime Adopted 03/2009 US 30 Corridor Master Plan Valparaiso, IN Prime Adopted 07/2011 Envision 2030 Valparaiso Valparaiso, IN Prime Adopted 06/2013 Comprehensive Plan SR 49 Corridor Master Plan Valparaiso, IN Prime Adopted 04/2014 Stormwater Ordinance Review Valparaiso, IN Prime Adopted 06/2015 Grow Zebulon 2040 Zebulon, NC Prime Adopted 06/2021 Comprehensive Land Use Plan F. PROPOSED APPROACH AND WORK PLAN PROJECT AND COMMUNITY UNDERSTANDING We believe that the City of Paducah and McCracken County are undertaking a comprehensive planning process as part of their ongoing commitment to plan and promote the orderly and balanced growth of the area. The purpose of this project is to prepare an updated and joint Comprehensive Plan that is sensitive to and compatible with residents' needs, desires and vision for the shared future of both city and county. A focused and refreshed plan is needed to guide the physical and economic development of the area, to preserve the character of the Paducah/ McCracken County area, and to enhance the quality of life for residents and visitors. The plan will ultimately serve to guide decision-making by elected officials, City and County Planning Commissions, City and County management and staff, developers, landowners, businesses, and local institutions and organizations. Our background research and preparation for this RFP response yielded the following facts and especially notable items about Paducah/McCracken County (drawn primarily from Census 2020 and newer American Community Survey data): ♦ Paducah and McCracken County's convenient access to I-24, a strategic location at the confluence of the Tennessee, Ohio and Cumberland rivers (less than 50 miles from the Mississippi River), support a resilient regional economy with strong connections to larger external markets. ♦ Although the City of Paducah has experienced a -0.7% decrease in population over the last decade, McCracken County in 2020 had an estimated population of 67,875 (U.S. Census Bureau), indicating 3.5% population growth since 2010. The Kentucky Data Center forecasts that McCracken County will experience 5.6% growth in households from 2020 to 2040. ♦ Nearly 1 in 5 (19%) in Paducah's population are under age 18, with a slightly higher rate for McCracken County's population (22.2%). ♦ The City and County's share of population age 65 and older is approximately 20% of the total, yet the County's share of senior population has increased nearly 21% over the last decade while the City's share has increased only slightly (6.4%). ♦ McCracken County and the City of Paducah comprise a region where homeownership predominates, with nearly 65% of housing units owner - occupied in the county. Although the county's rate fell nearly 6% since 2010, the city's ownership rate has remained relatively stable over the last decade at 51 %. ♦ Median home values in McCracken County and the City of Paducah have risen in nominal dollars since 2010. The County has seen a 35.1% increase and the City a 28.4% increase. During the same period, median family income grew in both the County and the City (16.1% and 37.6%, respectively). ♦ The City has a slight gap in median household income relative to all of McCracken County, at $39,061 for the city relative to $47,011 county -wide. ♦ In Paducah, the share of owner households that were moderately or severely cost burdened (>30% of owner's household income spent on housing) decreased from 17.6% in 2015 to 17.1% in 2020. This share is slightly higher than the Approach and Intentions KKC uses a methodical and interdisciplinary approach to address a spectrum of community issues, needs, opportunities and challenges. A core focus is to forge a collective vision for the future, confirm the intentions and will of local officials and residents to shape that future, and document the mechanisms through which they will pursue desired outcomes. Both the planning process and resulting plan are intended to guide land development and redevelopment activity in a fiscally responsible manner; ensure adequate provision of public facilities and services; promote and encourage quality, sustainable development; preserve natural resources and amenities; and protect and enhance community character. The key decisions that the City of Paducah and McCracken County make today will have a significant and lasting impact on the physical character, livability and economic attractiveness of the area for years to come. 1rTf`1'_'1'ErND1GTf<_TE_AST C O L L A B O R A T I V E County's rate of 16.6%. It is estimated that approximately 41% of renters in the PLANNING PHILOSOPHY City and County are moderately or severely cost burdened. The KKC approach has six main elements: ♦ In Paducah, the share of people in poverty decreased from 25.3% in 2010 to 21.8% by 2020. On the other hand, the County's share of people in poverty ♦ Citizen -Driven. Meaningful showed only a minimal decrease from 15.3% in 2010 to 15.2% by 2020. involvement of the community is absolutely essential for preparing * A quarter of the County's civilian employed population (age 16 years and a master plan that reflects local older) works in educational services, health care and social assistance, followed values and priorities and ensures by 15.6% in retail trade, and 10.7% in arts, entertainment, and recreation, and broad-based support for plan accommodation and food services positions. implementation. ♦ Downtown Paducah continues to demonstrate its ongoing revitalization, ♦ Effective Aid to Decision -Making. reflecting significant public and private investment over the last two decades. The Master Plan must focus on Lower Town Arts District and the Artist Relocation Program serve as a model the key issues in the community for arts -oriented economic development, plus Paducah's 2013 designation as a — current and emerging. The plan must provide the guidance UNESCO City of Crafts and Folk Art make the city a vibrant community for necessary for community leaders residents and tourists alike. to make informed, rational decisions. APPROACH AND WORK PLAN ♦ End -User Orientation. The Master Plan should be written with the Through the phases and steps outlined below, Kendig Keast Collaborative (KKC) user — elected and appointed would assist the City and County to prepare an updated Comprehensive Plan for officials, staff, citizens, and guiding the long-range evolution, development and enhancement of the Paducah/ property and business owners — McCracken County area. Our approach has proven effective across a diversity of in mind. jurisdictions and settings, and we continue to refine specific aspects based on years ♦ Emphasis on Community of community planning practice. Our work efforts would build upon and benefit Character. Our experience has from relevant data and findings from other recent and concurrent City and County shown that one of the most projects and studies. We would also plan to coordinate with other consultants and commonly shared priorities professional services providers engaged by the City and County in areas relevant to the across different communities is work program. Our approach would also be consistent with all relevant provisions of the protection, preservation and the Kentucky Revised Statutes, specifically within Chapter 100 regarding the overall enhancement of an attractive and unique community character. process, necessary background research, public input opportunities, interagency As such, we help communities coordination, public hearing and adoption procedures, and the ultimate plan scope reinforce, rediscover or create and content to ensure a sound and legally defensible Comprehensive Plan. what forms their character. ♦ Think Green. KKC is committed to Project Administration pointing out the ways to engage itself and its clients actively in KKC would complete project management activities in coordination with the City/ sustainable planning and design County Project Directors to ensure schedule adherence, cost control and quality practices. assurance (e.g., monthly progress reports, detailed schedule for all meeting dates ♦ "Begin with the End in Mind." and deliverables, and frequent communication and coordination). Implementation must be emphasized throughout he plan Project Start -Up Activities development process, from the We would coordinate closely with City/County staff on these initial activities: outset and continuing through to plan adoption. ♦ Project kick-off meeting (scope and timeline review, data needs, other logistics). ♦ Compilation of relevant data and mapping resources. ♦ Finalization of the community and leadership engagement strategy (per the specifications and activities on RFP page 8), to plan and facilitate a series of outreach activities (in-person, online and via social media) intended to engage the community's public and private leadership, as well as residents, business owners, property owners, local organizations and others interested in setting strategic priorities for the community's future. Also ensure necessary coordination with other external agencies and organizations. Project Administration and Start -Up Deliverables ♦ Project kick-off materials, detailed project schedule and monthly progress reports. PHASE 1: PADUCAH / McCRACKEN TODAY We would compile and assess a base of information on the existing conditions and outlook for Paducah/McCracken County, focusing especially on key influences that will shape the area's future. This would provide background and assumptions to support needs assessment and long-range and strategic planning decisions throughout the comprehensive planning process. Work activities would include: ♦ Reviewing the City and County's current planning documents and land development regulations, including for potential areas of divergence. ♦ Identifying action items in previous plans that were successfully accomplished, remain to be completed, or are not likely to be pursued due to changed priorities, resource limitations or other factors. ♦ Considering relevant regional trends, plans and projects that will influence the area over the planning horizon. ♦ Itemizing key opportunities, challenges and needs facing the area, using population and other socioeconomic indicator data from local sources, the U.S. Census Bureau (2020 and newer estimates) and other readily available sources to provide further context, including for the Paducah Micropolitan Statistical Area. ♦ Completing topic -specific background study and mapping, as appropriate, to provide an up-to-date overview of the area's physical context and historical and recent development. Drawing from data and information resources provided by the City and County, plus discussions with staff and other key contacts, considerations would include: The area's physical characteristics and context, including a general inventory of valued natural, historical and cultural assets and intact open space. Land use and development patterns and associated economic and real estate market factors (with staff support for available mapping/data on existing uses). Growth pattern and trends and associated management efforts, tools applied and resulting outcomes. Housing market conditions and housing stock in terms of availability, variety and affordability, along with neighborhood -level conditions and issues. Transportation system, traffic and safety conditions, and public transit status and needs (through the evaluations specified on RFP page 9). Water, wastewater and storm drainage systems (general condition and capacity, deficiencies and needs), along with the general status of other public services. Existing economic base and tax base conditions, along with successes and challenges for both economic development and redevelopment. Parks, recreation and open space assets, along with other City and County public facilities (general condition, deficiencies and needs). Development policies and regulations, public service capacities, and other physical and fiscal factors that influence community form and character and provide opportunities for or constraints to development and redevelopment. ♦ Completing field reconnaissance, with City and County staff and independently, to: Observe on -the -ground outcomes from previous plan implementation activities OPEN M Plan for YOUR Claremore 13rrKENDIGKEAST COLLABORATIVE and application of development regulations, including land use compatibility, MENU OF OUTREACH OPTIONS development quality, and community aesthetics and image. KKC uses numerous techniques, customized to each project and >> Develop a photographic inventory for use during the project. client, to draw participation from all > Identify areas that may need or be conducive for a special area planning focus facets of the community. The list of within the overall comprehensive planning effort (e.g., key corridors, unique proven successful options includes: neighborhoods or districts, etc.). ♦ Mobile meetings to take key groups "on the road" and PHASE 1 Community and Leadership Engagement consider actual locations and examples in real time. All of the Phase 1 engagement activities would include discussions and exercises ♦ Small -group "living room that will enable KKC to craft a broad, unifying vision statement on the City and sessions" hosted by citizen County's future aspirations for community enhancement. The vision would be further volunteers in their homes, refined during the Plan Direction and Assumptions phase and then would guide especially to reach busy parents, the remainder of the Comprehensive Plan process during the Paducah/McCracken seniors and homebound Tomorrow and Implementation phases. residents. ♦ Workplace lunch visits, especially ♦ Issues and Needs Joint Workshop 1. Facilitate an initial, informal workshop to reach live -elsewhere workers. involving the City Board of Commissioners, County Judge Executive and Fiscal ♦ Interactive options for youth and Court, City and County Planning Commissions, and others, as appropriate. The adults integrated into popular workshop purpose is partly orientation to the plan process, but especially to community festivals and events. obtain early leadership input and set direction and priorities for the effort. ♦ Hands-on "maps and markers" ♦ Listening Sessions. Coordinate with City/County staff to arrange and conduct a workshops and youth forums. series of informal, one-hour small -group "listening sessions." Some sessions may ♦ Online community surveys and be targeted to stakeholders associated with a particular plan focus (e.g., economic real-time surveys during events.. development, parks and recreation, etc.) or a certain demographic (e.g., high ♦ Keypad voting for rapid feedback. school age youth, senior citizens, etc.) while other sessions could involve a mix ♦ "Meeting in a Box" kits to enable of residents, business and property owners, public officials, developers/builders/ City staff and others to facilitate realtors, representatives of community organizations, and others as identified by several potential levels of "DIY" local officials and staff. In all cases, the intent is to discuss participants' hopes, outreach activities to supplement concerns and priorities for their community's future. Each session should involve consultant team efforts. no more than 15-20 persons to ensure effective dialogue. Along with determining the most OPTIONAL TASK ACTIVITY: KKC would facilitate more small group locally appropriate activities, KKC sessions as additional budget resources allow, and to the extent they can be would also advise on potential accommodated by extending the duration of planned project trips. ways, beyond traditional notice methods, to raise awareness and ♦ Public Forum on the Future of Paducah and McCracken County. Coordinate boost participation. This has even with City/County staff to arrange and facilitate a area -wide public forum. This included having sanitation workers evening event is intended for broad public participation to obtain early input place door -knob hangers/flyers to the planning process from residents and other stakeholders, using a variety at every residence to preclude of interactive and hands-on engagement activities to avoid just another typical "nobody told me" complaints. public meeting. The most effective engagement ♦ Advisory Committee Work Sessions. Conduct one or more work sessions with a strategies incorporate both "high- Comprehensive Plan Advisory Committee during the Paducah/McCracken Today touch" and high-tech methods. phase, possibly to involve a mobile meeting approach to take the discussion "on The in-person activities build the road" and consider actual community conditions and examples in real time. rapport, trust and a constituency of support. The online tools We would use each extended workshop meeting with the committee (typically create larger networks and enable two hours minimum on a weekday evening) to present and discuss interim convenient interaction — leading draft materials for the planning effort. The committee would be charged with to more frequent and ongoing reviewing the draft materials and entering into discussion and debate on plan engagement. assumptions, themes and concepts, and an eventual community action agenda during the Paducah/McCracken Tomorrow phase. At least one elected official and one Planning Commission member from both City and County, and possibly more, should serve in liaison roles throughout the process. Developing a project website for the Comprehensive Plan process independent of but linked to the City and County websites. After creating the project website during the Paducah/McCracken Today phase, KKC would then coordinate with City/County staff throughout the project to develop project -related content and items to be posted on the website for public information purposes (e.g., upcoming public events, interim draft plan content/maps, other graphics and visuals, etc.). The timing and frequency of such posts would be linked to specific engagement activities and deliverable milestones. The City and County can direct users to the site and highlight new posts via their websites and social media outlets. A logo and tagline for the project would be developed in coordination with City/ County staff for incorporation into the website design and use on other project documents, materials and presentations. OPTIONAL TASK ACTIVITY. KKC would prepare "meeting in a box" materials that would enable City/County staff or others, independent of the consultant team, to facilitate informal group discussions or lead other types of basic engagement activities that would expand overall community participation in the Comprehensive Plan effort, yield useful input, and do so in a consistent, structured way. KKC would prepare a new "meeting in the box" for the Paducah/McCracken Today and Paducah/McCracken Tomorrow phases of the Comprehensive Plan process. Summary results of such activities must be processed by those leading each activity (based on guidance included in the box) and transmitted back to KKC in an electronic format (i.e., Microsoft Word or Excel file template provided with the box materials) for ease of integration into overall engagement results for the Comprehensive Plan. KKC would also coordinate with City/County staff to ensure a reasonable upper limit on the number of such independently -led meetings and activities in line with the project budget. PHASE 1 Deliverable ♦ The Paducah/McCracken Today Report, which would highlight key planning considerations emerging from our initial background studies and leadership and community involvement activities. The report would incorporate maps, graphics or other visual elements that help to illustrate findings while streamlining text. PHASE 2: PLAN DIRECTION AND ASSUMPTIONS Through this transition phase, we would highlight our findings about Paducah/ McCracken Today to set the stage for Phase 3, Paducah/McCracken Tomorrow. This would involve: ♦ Itemizing a core set of assumptions on which the Comprehensive Plan will be based (e.g., population expectations, projected service capacities, etc.); ♦ Stating community needs — ongoing, evolving and new — and highlighting key opportunities and challenges the area will face in the years ahead, which the plan must address, including a summary of related public and stakeholder input; ♦ Sharing a proposed community-based vision statement, reflecting core community values, and establishing a series of guiding principles for the plan that will be refined through the Paducah/McCracken Tomorrow phase; and ♦ Presenting the findings from an initial City and County regulatory evaluation. IDIrT�NDIG KEAST C O L L A B O R A T I V E KKC illustration of Vision to Plan process during Comprehensive Plan effort in Littleton, Colorado. CLIENT SUPPORT In all of its client contracts, KKC includes an itemization of administrative and technical support services needed from client staff during the project, including: ♦ Client Project Director to coordinate with consultant. ♦ Transfer of relevant data, mapping, other resources. ♦ Arrangements to meet with client elected/appointed officials, staff. ♦ Contacts with other relevant agencies, organizations. ♦ Distribution of deliverables for review, coordination of comments. ♦ Public and media notifications. ♦ Posting of interim materials, updates on client website (if no project website). ♦ Advisory Committee support, logistics (as applicable). ♦ Summaries of pertinent meetings consultant does not attend. FROM INPUT AND VISION TO FLAN AND ACTION Gufdmc Principle O P•'�3R 7P*m r isai-uS M WiiMsi. - _ { � -.w4sr, 'N 'xaragil Anchored In Gu1dln�PrYnelp le ' "'I' %VN nems drew + io lYtxvicn "A1� i ' POLICY It hiSfYric jww.i, Wk4!W .wl P.0 }icfort.' ACTION Authentic PHASE 2 Community and Leadership Engagement ♦ Joint Workshop 2. KKC would facilitate this second joint workshop with the City Board of Commissioners, County Judge Executive and Fiscal Court, City and County Planning Commissions, and Advisory Committee to provide an overview of the Paducah/McCracken Today Report and seek feedback on the draft Plan Direction and Outline briefing paper. Based on the workshop results, we would then finalize the paper with City/County staff before work proceeds on the Paducah/McCracken Tomorrow phase. PHASE 2 Deliverable ♦ Plan Direction and Outline briefing paper, which compiles the assumptions, key opportunities and challenges, and vision and guiding principles resulting from this phase, and provides a working outline of the Comprehensive Plan document to guide work efforts during the next phase. PHASE 3: PADUCAH / MCCRACKEN TOMORROW We would prepare and compile the draft Comprehensive Plan document through this phase, based on the plan outline finalized at the end of the Direction and Assumptions phase, plus further interaction with City/County officials, staff, residents and other stakeholders. The Paducah/McCracken Tomorrow portion would focus on key planning issues and considerations, a refined vision, guiding principles and associated community goals and objectives (revised and new), and a series of specific action items. Work activities would include: ♦ Public meeting/hearing ♦ Assessing the long-range development outlook and context for Paducah and arrangements, notices. McCracken County, including consideration of post-COVID land use trends and variations from traditional practice. Drawing from results of the Paducah/ McCracken Today phase and discussions with staff and other key contacts, considerations would include: Identification of areas available, most suitable and preferred for new growth and targeted reinvestment, taking into account potential constraints such as floodplain and other physical and environmental factors, existing land use and property ownership patterns, the transportation network, and infrastructure and public service capacities and availability. A policy framework and associated strategies for coordinating growth management and future land use, applying KKC's Community Character methods, and ensuring linkages to infrastructure and service capacities, land use balance and residential density considerations, infill and redevelopment opportunities, economic development needs and socioeconomic factors, and rural/agricultural preservation and other resource conservation priorities. Strategies for overcoming any identified barriers to local housing development, and for maintaining the integrity of existing neighborhoods (including through ongoing neighborhood -level planning) while setting appropriate standards for quality, sustainable new residential areas. Ways to strengthen the area's economic base and tax base, and its "quality of place" appeal, through an area -wide economic development strategy (as specified on RFP page 9), including consideration of the general fiscal implications of future growth and development patterns and associated upgrades to or extension of public infrastructure and services. A strategy for orderly improvement of the area transportation system, considering not only facilities for automobiles but also pedestrian/bicycle circulation, transit and alternative transportation options (through the work activities specified on RFP page 9). The general capacity outlook for the area's water, wastewater and storm drainage systems, planning -level improvement needs and their approximate timing based on projected growth and potential redevelopment activity (setting the stage for more detailed system master planning per RFP page 9), and opportunities to incorporate Low Impact Development (LID) and green infrastructure design practices to boost the area's sustainability and resiliency, along with energy conservation and alternative energy strategies. Priorities for enhancing the area's park, trail and recreation sites (as specified on RFP page 9), promoting connectivity and healthy lifestyles for residents, and considering all forms of amenities and leisure, entertainment and cultural activities that contribute to community livability and appeal. Place -making, urban design and image/ appearance opportunities in terms of development quality along high-profile roadways and at "gateway" locations, beautification efforts within public areas, and preservation of valued natural/cultural/historical amenities — all synced with community branding efforts. Vowntawn Reritall:ation Plan 1 7 �� OOWNTOWW PLAN OF THE CITY OF M N O E BORGER,T TEXAS BO L to>o'Lmkve: . •.T 1 1O - ..•. ` s Y Ocrr'Oavr:ewT en•.al:rtnr H•:r [x[m X : _ I 3orar aaArae.� Reo:mzaner P an =une � I@ E M-9 TRUFVrS A _ t C -K.3 FY In I Iz- W - -� ISSUES AND EECOMNFNGArNINE sly ,[I iJ FI erFUASCVf NJ�'4 P.h\'R }f A M WHEHM STILT �• B otN]ErM,:n_ NOOK' _>.noN: . vrt.r w.uwmw ..wJr..y P nl•J>Nu.i r. W>IYbS Oi1Rh NOTLLSLENARIO . - w_'Al lux MLLi—iiIn e nY FAOF3iNIF •-J •- APARIAIEAT SCFNM1RIO'MxM mnm...nn.. x..� n. I wsl'jai......... ... ....... J .. ii .. _. ii ...:...li. I—, T.. .. ,........ , ...,....:: aii ..IJ KENDIG KEAST C O L L A B O R A T I V E ♦ Preparing a new county -wide Future Land Use and Character Map that visually depicts the area's general development pattern and open space preservation intent for the years ahead, thereby providing essential public policy support for the City and County's development regulations and other growth guidance tools and activities. PHASE 3 Community and Leadership Engagement Advisory Committee Work Sessions. Conduct up to four Advisory Committee meetings during this phase to present, discuss and refine interim draft Paducah/ McCracken Tomorrow content. OPTIONAL TASK ACTIVITY: KKC would facilitate additional Advisory Committee work sessions as additional budget resources allow, to enable more in-depth discussion of draft plan content and considerations. PHASE 3 Deliverables Draft Paducah/McCracken Tomorrow portion of Comprehensive Plan, including the new Future Land Use and Character Map, as developed incrementally through the Advisory Committee process. Paducah/McCracken Tomorrow Vision Statement, which would be included and highlighted within the Paducah/McCracken Tomorrow portion of the plan but formatted in such a way that it can be printed as a stand-alone handout. The vision statement would be synthesized from leadership and community input and feedback received during the engagement activities and workshops during Phases I and 2. As part of ultimate plan adoption, the vision statement should be found to be representative of a cross-section of the community, and it should align with and strengthen existing community partnerships. PHASE 4: PLAN IMPLEMENTATION Informed by the Paducah/McCracken Tomorrow Phase, we would coordinate with City/County staff to compile potential action items that are near-term and strategic in nature so they may be addressed in more detail and prioritized through the final joint workshop in this phase. The Implementation element of the plan would also: ♦ Clarify the respective implementation roles of City and County officials, boards/ commissions and staff. ♦ Highlight opportunities for the City and County to coordinate their implementation efforts with other key agencies and entities, with other jurisdictions as appropriate, and with other private and non-profit partners. ♦ Spell out essential procedures for monitoring implementation efforts and reporting progress on key action priorities annually, using specific action metrics and benchmarks where appropriate, and for completing future plan reviews and updates at appropriate milestones. KKC would also complete a more in-depth evaluation of the potential effectiveness of the City and County's current development regulations and standards/guidelines relative to goals and action items in the draft Comprehensive Plan that would likely require regulation to implement. Summary findings would be compiled in memorandum form along with recommended substantive and procedural changes to current regulations and practices to ensure consistency between plan and ordinances, and to increase the likelihood of achieving desired outcomes. PHASE 4 Community and Leadership Engagement Public Open House Event. Coordinate with City/County staff to arrange and host an Open House through which the public could view displays, hear an overview presentation, and interact with the City and County's planning consultants and staff in an informal atmosphere prior to formal public hearings. Community input and feedback would be obtained on the potential near-term action priorities in the draft Comprehensive Plan to be covered in Joint Workshop 3. OPTIONAL TASK ACTIVITY: KKC would coordinate with City/County staff to arrange and host a series of mobile "Take the Plan to Them" events at places where people already gather or come and go in large numbers (e.g., coffee spot, fitness center, grocery store entry, library, etc.) rather than the typical "Come to Us" open house at a standard public meeting venue. Along with a set of mobile displays on the draft plan, the events would be designed for quick, informal interactions and then directing people to online resources for viewing the plan in more depth prior to formal public hearings. Feedback would especially be obtained on the potential near-term action priorities to be covered in Joint Workshop 3. Joint Workshop 3. Provide an overview of the overall draft plan, build consensus on near-term action priorities, and discuss related implementation tools and logistics with the City Board of Commissioners, County Judge Executive and Fiscal Court, City and County Planning Commissions, and Advisory Committee, and City/County management and staff. PHASE 4 Deliverable ♦ Implementation section to add to the overall Comprehensive Plan package. PHASE 5: FINALIZATION AND ADOPTION Following the final joint workshop in the Plan Implementation phase, we would coordinate with City/County staff to compile a revised Hearing Draft version of the proposed Comprehensive Plan for public hearing and official consideration. Then, following adoption, we would produce the as -adopted version of the Comprehensive Plan, reflecting all further adjustments made through final review and deliberation. PHASE 5 Community and Leadership Engagement Joint Planning Commissions Public Hearing. In coordination with City/ County staff, present highlights of the final proposed Comprehensive Plan at a joint public hearing before both the City and County Planning Commissions (as feasible, unless separate City and County hearings are deemed more appropriate), and assist in responding to public comments and questions. Then proceed into a Planning Commissions workshop (also conducted jointly, as appropriate), immediately after the hearing, to identify any revisions the Commissions may suggest before making a recommendation of plan adoption to their respective elected bodies. ♦ Joint Public Hearings Before City Board of Commissioners and County Judge Executive and Fiscal Court. In coordination with City/County staff, present highlights of the final recommended plan at a joint public hearing before both governing bodies (as feasible, unless separate City and County hearings are deemed LJ AR - 11� jj. HIGH QUALITY DELIVERABLES KKC is known for plan documents that are not only sound in content and for decision-making guidance, but are visually appealing, inspirational and capture the spirit of a community. ()4lrr) KENDIG KEAST C O L L A B O R A T I V E more appropriate), and assist in responding to public comments and questions, PLAN FORMAT OPTIONS as appropriate, before each governing body considers plan adoption. KKC now creates and publishes nearly all its new Comprehensive PHASE 5 Deliverables Plans on its WebPlan platform ♦ Hearing Draft version of the final proposed Comprehensive Plan, in PDF format, for online, interactive plans. for printing, distribution and website posting — or available online via WebPlan However, some clients still (if used in the project) for official and public review prior to the public hearing prefer to maintain and access phase. their plan content in traditional Word documents, which can also ♦ Compilation of further potential revisions to the Hearing Draft version, prior be posted and disseminated to the governing bodies hearing(s), to highlight any further plan adjustments as PDFs. In other cases, recommended by the Planning Commissions as part of their recommendation of KKC planners and document adoption. designers use the Adobe Creative Suite to prepare attractive plan • OPTIONAL TASK ACTIVITY: KKC would prepare a stylized summary of the documents and summaries within new Comprehensive Plan. The summary would be created either as a stand- InDesign. KKC would offer all alone document for printing, or within WebPlan (if used in the project) of these options to the City of and designed as a "gateway" to the full online plan, and set up for export Paducah and McCracken County to PDF along with online viewing. The level of content and design would and be prepared to discuss the emphasize accessibility for the lay reader and a distinctive visual appeal as associated logistics and cost these publications also often serve as valuable marketing collateral and a considerations at the appropriate point in the consultant selection profile -raising piece for the community. The summary would highlight key process. action steps to be pursued in the years ahead in accordance with the plan. ♦ One master printed original of the final adopted Comprehensive Plan, including all maps and illustrations, provided in a binder for ease of reference and updating. Or, if WebPlan is used in the project, electronic files for any elements of the final plan document that are not already built into the online plan version in WebPlan, all GIS/map-related files in ESRI-compatible formats as specified by the City and County, and a master Adobe PDF file containing the entire final adopted plan. This page has been intentionally left blank. 11 ,,1�r KENDIG KEAST C O L L A B O R A T I V E SCHEDULING PHILOSOPHY A project schedule should be aggressive enough to ensure steady progress and maintain interest but not so fast -paced that participants in the process feel rushed in their deliberations or ability to offer input. G. PROJECT SCHEDULE The Project Schedule graphic on the next page illustrates the project phases and their durations, along with the timing of the principal community engagement activities and other project meetings, workshops and pre -adoption public hearings, and when the major deliverables will occur. No variations from the RFP timeline are proposed. Project Schedule Detail The table below addresses certain Project Schedule specifics requested in the RFP, recognizing that the durations of various activities (in the In Months column) will overlap within the overall 12-14 month anticipated timeline. Ir Major Activities for Time AllocationMonths - r In Percent of Total Workload Listening Sessions 2 4 Forum on the Future of Paducah/McCracken County 1 3 Open House at Draft Plan stage 1 2 Comprehensive Plan Advisory Committee meetings 6 9 Project website and other public information updates 13 5 Paducah/McCracken Today Report 4 18 Plan Direction and Assumptions Briefing Paper 2 7 Paducah/McCracken Tomorrow portion of plan 4 25 Plan Implementation portion of plan 2 12 Map production (during Today and Tomorrow phases) 10 7 Preparation of Hearing Draft of Comprehensive Plan 2 5 Preparation of final Comprehensive Plan 1 3 COMPREHENSIVE PLAN DEVELOPMENT Project Kick -Off Community and Leadership Engagement Plan PHASE 1: Paducah/McCracken Today Community Data/Trends Profile Land Use and Character Context Growth Pattern and Resources Inventory Housing and Neighborhoods Transportation Infrastructure and Facilities Recreation and Amenities Economic Assets and Opportunities Sustainability and Resiliency Regulatory Assessment PADUCAH/McCRACKEN TODAY REPORT PHASE 2: Plan Direction and Assumptions Key Needs, Opportunities and Challenges Vision and Guiding Principles PLAN DIRECTION AND OUTLINE BRIEFING PAPER PHASE3: Paducah/McCracken Tomorrow Goals, Objectives and Policies Future Land Use and Character Growth Management and Asset Protection Strategy Housing and Neighborhoods Transportation Strategy and Improvements Infrastructure/ Facility Improvements and Impacts Area -Wide Economic Strategy Infill/Redevelopment Strategy and Tools Recreation, Amenities and Healthy Community Strategy Sustainability Policies and Strategy (Energy Focus) Urban Design and Special Area Planning Focus DRAFT COMPREHENSIVE PLAN AND MAPS PHASE 4: Plan Implementation jL COMMUNITYACTION AGENDA and Roles/Logistics REGULATORY STRATEGY AND TOOLS (Standards/Guidelines) PARTNERING INITIATIVES PHASE 5: Finalization and Adoption ADOPTED PLAN Symbol Key: 5 6 7 4 8 Forum on the Future S 9 10 11 12 13 14 3 m m m m Im EM E3 0 Open House O O o ® 0 �e Task Listening Comprehensive Plan Staff Community Governing Bodies/ Public Deliverable Duration Sessions Advisory Committee Work Session Outreach Activity Planning Commissions Hearings (CPAC) Joint Workshop Project Team Organization Chart City of Paducah/ County of McCracken Officials, Staff, Residents City of Paducah/ County of McCracken Project Directors _J Kendig Keast Collaborative PM -_1�qanr l and Gary Mitchell, FAICP Engagement and Vision, Growth Management, Land Use and Community Character J Kendig Keast Collaborative Deputy PM - Louisville Steve Sizemore, AICP Engagement, Housing and Neighborhoods, Sustainability Practices/Coding Kendig Keast Collaborative Project Personnel Ashley Woolsey Engagement, Existing Land Use, Regulations Evaluation Greg Flisram, CEcD Special Advisor for Redevelopment and Revitalization, Economic Development Marcia Boyle, AICP Engagement, Historic Assets/ Preservation, Urban Design, Community Profile Janis Burall, AICP GIS Mapping and Analysis, Natural Resources Jennifer Mak, AIA, NCARB, LEED Green Associate Urban Design, Parks and Open Space, Community Facilities Luis Mercado Visualization and Graphics Support Missy Quigley, JD Legal Advisor for Planning/ Regulatory Matters, Regulations Evaluation Sharon Cadena Online Web/ Communications Design H. PROJECT MANAGEMENT The organization chart on this page illustrates the proposed KKC project management and other key personnel from both KKC and subconsultant KEG, with the assigned roles for each individual. Location of Project Management Consistent with KKCs "two -deep" project management approach that applies across its national planning practice, KKC President Gary Mitchell will be a "hands-on" manager of the overall process and consultant team from KKC's Houston -area headquarters location in Sugar Land, Texas, coordinating daily and throughout with Deputy Project Manager and KKC Senior Associate Steve Sizemore, who is based in KKC's office in Louisville, Kentucky. Gary will be the primary point -of -contact for the City and County project directors, backed up regularly by Steve and especially if and when Gary is attending to other commitments. e= Project Management Project Team Kaskaskia Engineering Group, LLC Project Personnel Geri E. Boyer, PE Transportation and Infrastructure Kent Ahrenholtz, PE Transportation Planning Bryan Veale, PE Utility Coordinator Molly Barletta Environmental Planning Matrix of Key Personnel's Shared Project Experience The table on the next page demonstrates the depth of our assembled multidiscipline team for this project. Our assigned personnel will apply skills gained through both their public sector and consulting experience that are relevant to the anticipated Paducah/McCracken County joint Comprehensive Plan effort based on the RFP description. Project Professionals Skills Matrix Kendig Keast Collaborative Kaskaskia Engineering Group m Experience and Knowledge Area CL a CL c� a w CL a L) Z g a o p w a �. c H U a Y a o -' m v w wa $ L U £ N O 3 A H T O m _ 0 fO a=i i m i ed o M V a N i jp v) a N LL 'i m N °' O = o a > CO C7 > y N t Q 00 m tL3 M c -�0i c W -Oi J J a m N 0 c Y a. m o r2 Project Management Comprehensive Planning J J J J J J -4 J J J J J Community Character, Urban Design and Density J ,l J ,l -4 V V J Land Use Planning -4 -4 -4 -4 -4 -4 -4 Community Engagement, Participation, Education -4 V V V -4 V -4 V V -4 -4 Community Visioning Socioeconomic Profiles ,/ ,/ ✓ ,/ Growth Management and Annexation Planning ✓ ,/ ,/ ,/ ✓ ,/ �/ ,/ Housing and Neighborhood Strategies J J J Transportation and Mobility Planning ✓ ✓ ,/ ,l ✓ ,l ,l Utilities and Infrastructure (Water, Wastewater) ✓ ✓ -4 V V 4 V V Public Facilities, Services and Public Safety J J J J ,/ J J -4 -4 4 Sustainability, Resiliency and Capacity Planning J ✓ J ✓ J ✓ J -4 J J J Heritage Planning (Cultural Resources / Historic Preservation) Stormwater Planning and Drainage Environmental Planning Alternative Energy and Energy Conservation Economic Development, Redevelopment and Infill -4 ,/ -4 -4 Healthy Communities J ✓ J J ✓ J Parks and Open Space Planning �/ ✓ ✓ �/ ✓ ✓ ,/ Recreational Trails and Bikeways Planning ✓ ✓ -4 V V GIS/Data Management ✓ �/ Corridor and Special Area Planning ,/ ✓ ,/ ✓ ,/ ,/ ,/ ,/ �/ ,/ ,/ ,/ Zoning, Subdivision and Development Regulations J J J J J J J J Site Planning, Streetscaping and Landscape Architecture Design Guidelines 4 V -4 V 4 4 ./ Web Design/Graphic Design ,/ ,/ V Code Graphics ✓ J J This page has been intentionally left blank. 1:1»�►1�]►:I:1 SIGNATURE/CERTIFICATION This proposal is signed by Gary Mitchell, FAICP. As the President of Kendig Keast Collaborative, Gary has the authority to contractually bind the company. Our offer stands firm for a 90 -day period from the submittal deadline of November 2, 2022. Gary may be contacted during the period of proposal evaluation for the purpose of clarifying submitted information. Gary Mitchell, FAICP President, Kendig Keast Collaborative 1415 Highway 6 South, Suite A-300 Sugar Land, TX 77478 gary@kendigkeast.com (281) 721-4105 1�r KENDIG KEAST C O L L A B O R A T I V E This page has been intentionally left blank. 1:1 24►11]1:f'DI RESUMES OF KEY PROJECT PERSONNEL KENDIG KEAST C O L L A B O R A T I V E This page has been intentionally left blank. Gary Mitchell, FAICP President, KKC Gary brings professional planning experience at the city, county and regional levels since 1989. Working as a community planning consultant since 1999, he is particularly adept at facilitating advisory committee processes, leading strategic planning workshops, and involving leaders and residents in planning initiatives. Gary regularly leads high-profile engagements in a variety of settings, addressing the gamut of community planning issues down to the corridor, district and neighborhood levels. Topics addressed include land use, transportation, growth management and annexation, housing, economic development, infrastructure, community facilities, public services, bicycle/pedestrian circulation, parking, downtown revitalization, neighborhood conservation, environmental and cultural resources, park systems and trail networks, historic preservation, urban design, and transit -supportive station area planning. His portfolio includes 60+ comprehensive plans— in communities ranging from 2,000 to 200,000 people—and his consultingworkhastakenhimto 19 states (Arizona, Arkansas, Colorado, Florida, Illinois, Kansas, Louisiana, Michigan, Mississippi, Nebraska, New Jersey, New Mexico, North Carolina, Oklahoma, South Carolina, Tennessee, Texas, Utah and Wyoming). Besides helping communities consider their long-range outlook and establish goals, policies and an action agenda, Gary enjoys moving beyond planning into meaningful implementation efforts. This includes work on zoning and other development codes, capital improvements planning, annexation assessments and planning, and pursuit of grant funds. Gary began his public sector career as a Rockland County planner in New York's Hudson River Valley. Later he progressed to Chief Regional Planner for the Houston -Galveston Area Council, a metropolitan planning agency covering 13 counties with 4.5 million residents and 150 local governments (as of 1999). During Gary's time in consulting, 14 communities he has assisted have received awards from divisions of the American Planning Association (APA) as outstanding examples of urban planning. Gary has served in leadership positions with both the Texas Chapter and Houston Section of APA. He also lectured in the Texas A&M Department of Landscape Architecture & Urban Planning, co -teaching the Plan Implementation course for Master of Urban Planning candidates. Fellow of the American Institute of Certified Planners In 2020, Gary was selected by his peers for induction into the AICP College of Fellows, the highest honor the American Institute of Certified Planners bestows. At the time, the College had approximately 600 members nationwide. The FAICP honor recognizes the achievements and leadership of the professional as a model planner with outstanding contributions to planning and society over an extended period of time. "The outcomes of their individual efforts left demonstrably significant and transformational improvements to the field of planning and the communities they served." PROJECT MANAGER Engagement and Vision, Growth Management, Land Use and Community Character EDUCATION ♦ Master of Urban Planning, Texas A&M University, 1988 ♦ B.A., Economics (with Highest Honors), University of Texas at Austin, 1986 PROFESSIONAL REGISTRATION ♦ American Institute of Certified Planners, #8987, 1991 PROFESSIONAL AFFILIATIONS ♦ American Planning Association (APA) — Texas Chapter Treasurer ♦ Chair, Professional Advisory Council, Texas A&M University Master of Urban Planning Program ♦ Phi Beta Kappa ♦ Omicron Delta Epsilon International Honor Society for Economics ♦ Tau Sigma Delta Honor Society for Architecture and Allied Arts PRESENTATIONS ♦ Growing and Strengthening Your Downtown, Bringing Back Main Street Downtown Revitalization Summit, Houston -Galveston Area Council (H -GAC), 2019 ♦ What We Build and How We Get There: The Land Use - Transportation Connection, Texas APA, 2018 ♦ Prospects for PDs: State of the Practice, Texas APA, 2017 ♦ Developing Effective Public Engagement Plans, H -GAC Planning Workshop, 2016 ♦ Bringing It All Together: How Can Communities Realize Their Potential, H -GAC Planning Workshop, 2015 ♦ Designing with Nature, H -GAC Planning for Sustainable Growth Workshop, 2010 lintKENDIG KEAST C O L L A B O R A T I V E DEPUTY PROJECT MANAGER Engagement, Housing and Neighborhoods, Sustainability Practices/Coding EDUCATION ♦ Doctor of Philosophy, Urban and Public Affairs, University of Louisville, 2019 ♦ Master of Community Planning, University of Cincinnati, 2004 ♦ Bachelor of Arts, Kinesiology, University of Kentucky, 1997 PROFESSIONAL REGISTRATION ♦ American Institute of Certified Planners (AICP), #022374, 2008 PROFESSIONAL AFFILIATION ♦ American Planning Association (APA) PRESENTATIONS ♦ American Planning Association Indiana Chapter (APA -IN) Fall Conference, October 2021, Hoosier Housing Roundtable ♦ Ohio Kentucky Indiana (OKI) Regional Planning Conference in October 2016, The Role of Engaged Universities in Promoting Positive Community Outcomes ♦ Kentucky Chapter of the American Planning Association (KAPA) Spring Conference in May 2016, Planning Communities of Opportunity: Why Two Key 2015 Federal Housing Decisions Matter ♦ American Planning Association (APA), National Conference in April 2015, Transforming Louisville's Built Environment ♦ Louisiana Smart Growth Summit in November 2012, Making Postcard Places: Infrastructure's Role in Economic Development and Parks and Rec: The Role of Parks in Our Communities ♦ Ohio Kentucky Indiana (OKI) Regional Planning Conference in September 2012, Planning Beyond the Path: Maximizing Trail Impact for Communities Steve Sizemore, Ph.D, AICP Senior Associate, KKC Steve joined KKC as a Senior Associate in our Kentucky/ Indiana office in 2019, following many years as a professional planner in the public sector where he has focused his career on advocating for healthy, sustainable and equitable approaches to city planning. He recently achieved his Ph.D. at the University of Louisville in the Urban and Public Affairs program with a specialization in planning. His doctoral dissertation analyzed local government policy in response to the affirmatively furthering fair housing provision of the 1968 Fair Housing Act. In his public sector experience, Steve has held roles focused on neighborhood and long-range planning, conservation planning, code writing, active transportation, affordable housing, and healthy city approaches. In his public sector experience, Steve worked as a Senior Planner for Louisville (KY) Metro Government in multiple roles, including many years on the neighborhood and long-range planning team. In this capacity, he applied his skills of community engagement, project management, GIS and data analysis, and aligning best practices with the unique challenges of each plan's context. Steve also co-authored Louisville's conservation subdivision regulations where he performed extensive research, negotiated innovative solutions, and helped foster its successful adoption as a regulation. In other roles with Louisville Metro, he played a fundamental role on the leadership team in Move Louisville, the city's first multi -modal transportation plan in over 20 years. He also played a critical role advancing the Louisville Loop project, a 100 -mile plus shared -use path encircling Louisville. Steve guided the strategic direction and operational planning process to ensure the Louisville Loop's resiliency for the long-term. Steve's primary work characteristic is his devotion to promoting the concept that all plans and regulations should foster desirable community character while also serving to enhance healthy, resilient, and equitable outcomes for all citizens. He has demonstrated his dedication to these principles through his decade -plus public sector work, education training, research, and teaching. Between 2007 and 2015 he served as adjunct faculty in the University of Louisville's Masters of Urban Planning program where he taught courses on planning history, planning theory, neighborhood planning, and helped leading studio courses. Steve has spoken at national planning conferences along with regional conferences in Kentucky, Ohio, and Louisiana on neighborhood planning, active transportation, fair and affordable housing, and conservation subdivisions. Steve recently co-authored "HUD's Sustainable Communities Initiative: An Emerging Model of Place -Based Federal Policy and Collaborative Capacity Building" for Cityscape in 2017. He also authored a chapter of The Commissioner: A Publication of the American Planning Association in 2009 titled "Developing a Walkability Plan". Having resided in South America for a time, Steve is proficient in speaking Spanish. Ashley Woolsey Associate, KKC Ashley brings to Kendig Keast Collaborative (KKC) practical experience from the public sector, specifically in roles administering zoning and subdivision regulations, conducting development reviews, and updating community zoning ordinances. She also has project experience in parks and recreation planning. Ashley j oined KKC the Southern Indiana/Kentucky office as an Associate in 2019 and is based in Louisville, Kentucky. Ashley is an excellent communicator and brings her credentials in language arts to crafting easy -to -understand standards and regulations for variety of projects including zoning ordinances, subdivision regulations, unified development codes, and planned development districts. She was the primary author for the update to Freeport, TX's zoning ordinance and subdivision regulations and has worked on projects for several communities including Ascension Parish, LA; Chesterfield County and Harrisonburg, VA; Borger, Early, Edinburg, Fulshear, Grand Prairie, Jasper, Liberty, and Lubbock, TX; Harrisburg, NC; and Littleton, CO. Ashley has also created supplemental development guidebooks for Harrisburg, NC and Borger, TX. Prior to her time with Kendig Keast Collaborative (KKC), Ashley worked for in the planning department for the City of Clarksville, IN, then subsequently for the City of Jeffersonville, IN as the Zoning Administrator. In these positions she processed and reviewed a variety of smaller development applications for accessory structures, sign permits, and special events. She also conducted reviews and wrote staff reports for more significant development applications (site development plans, variance requests, and subdivision plats) which she then presented to the Planning and Zoning Commission or the Board of Adjustment. In Clarksville, she coordinated bi- weekly technical review committee meetings with multiple department heads and applicants. In Jeffersonville, Ashley was the point of contact for potential applicants and outlined the development process during pre -conference meetings. During her tenure in the public sector, Ashley saw first-hand the problems that arise with outdated or unclear regulations. She understands the daily reality of administering zoning regulations and how crucial it is for the regulations to be explicitly written and consistently interpreted so expectations are well-defined. She found the opportunities to update or correct pieces of the codes very rewarding, especially the mutual benefit to the municipalities for whom she worked as well as the developers working within them. Ashley is passionate about working with communities to create efficient, user-friendly development regulations that can be effectively administered by staff while achieving desired, high-quality outcomes. Ashley has spoken at Indiana's planning conference about optimizing residential zoning regulations and streamlining approval procedures. UEAW Engagement, Existing Land Use, Regulations Evaluation EDUCATION ♦ Master of Urban Planning, University of Louisville, 2017 ♦ Bachelor of Arts, English and Political Science, Bellarmine University, 2013 PROFESSIONAL AFFILIATION ♦ American Planning Association (APA) PRESENTATIONS ♦ Streamlining Your Residential Zoning Code, Indiana Chapter Conference of the APA, March 2022 1rTf`1'_'1'END1GE1�AST C O L L A B O R A T I V E Economic Development, Greg Flisram, CECD Redevelopment Special Advisor for RedevelopmenVRevitalization, KKC EDUCATION ♦ Master of Urban Planning, School of Architecture and Urban Planning, University of Wisconsin -Milwaukee ♦ Graduate Studies, Urban and Regional Planning and Design, College of Environmental Design, California State Polytechnic University ♦ B.A. Economics, University of Wisconsin -Milwaukee PROFESSIONAL AFFILIATIONS ♦ Member, American Planning Association (APA), Wisconsin and Michigan Chapters ♦ Member, Urban Land Institute (ULI) ♦ International Economic Development Council (IEDC) Certified Economic Developer PRESENTATIONS ♦ Milwaukee Downtown Rotary Club, May 2007 ♦ Metro Milwaukee Association of Commerce, August 2006 ♦ Wisconsin APA Conference, April 2003 ♦ Michigan Association of Planning Conference, September 1999 ♦ Michigan Municipal League Conference, May 1998 PUBLICATIONS ♦ "Northern Exposure: New Sports District For Wisconsin's Bay Area. " Next American City, 2009 (publication pending) ♦ "The New Garden Cities. " Planning Magazine (scheduled August 2009) ♦ "Putting The Funk In Functional." Planning Magazine, 2008 ♦ "Harboring Ambitions: New Horizons For Great Lakes Ports." Planning Magazine, 2008 Greg has professional planning experience spanning a broad spectrum of work since 2001, including: comprehensive planning, corridor planning, redevelopment planning, urban design, community and economic development, historic preservation, and plan implementation. Greg's professional orientation is toward project implementation; he brings the perspective of someone who not only plans, but also does. He also brings a broad range of hands-on professional experience having worked in the public, private, and nonprofit sectors. Greg has published numerous articles in national publications such as Planning and Urban Land magazines. Greg's work has ranged from the development of regional economic positioning initiatives; to district marketing and promotional strategies; to neighborhood and corridor plans; to the structuring of public-private partnerships. He has also managed numerous corridor economic repositioning/redevelopment projects, including major projects in metro Milwaukee and Madison, WI, Chicago, IL, St. Louis, MO, and Lansing, MI. Greg has proven himself to be an effective redevelopment project manager with a knack for translating ideas into concrete actions. In addition to having managing numerous physical planning and urban design plans, his professional experience also includes a deep understanding of the mechanics of `ground -level' real estate development projects. He has a deep working understanding of the major tools of urban (re)development including TIF, BIDs, revenue bonds, and myriad forms of tax credits and public-private deal structures. Greg has experience with the Cities of Kansas City, MO and Green Bay, WI Economic Development Corporations and with a national non-profit corporation. His main activities have involved developing and managing project -specific initiatives and collaborations among municipal leaders, private corporations, real estate professionals, and NGOs. This work has involved a broad variety of planning, project management, and project implementation activities geared toward achieving visible and lasting results in highly distressed urban neighborhoods. His recent KKC projects include: ♦ Sandy City, UT Stadium Village Master Plan ♦ Fremont, NE Comprehensive Plan Economic Development Strategy and Energy Element ♦ Cuero, TX Downtown Area Plan ♦ Ponca City, OK Comprehensive Plan Economic Development Element ♦ Carbondale, IL Comprehensive Plan Economic Development Element ♦ Killeen, TX Downtown Master Plan ♦ Florence, SC Downtown Master Plan and Update ♦ Valparaiso, IN U.S. 30 Corridor Master Plan Marcia Boyle, AICP Urban Designer, KKC Marcia's work focuses on creating and implementing design tools that recognize and promote unique community character. To understand the community's assets and vision for the future, she engages residents through a variety of hands-on activities in design charrettes, workshops, online visual preferencing surveys, and open house events. Her work often highlights the importance of the historic structures, landscapes, and character of a place to build into the vision for the future. Marcia's experience in the public and private sectors ensures a commitment to selecting and creating the appropriate design tools while ensuring the tools will be easy to use and implement by all groups involved. Marcia joined Kendig Keast Collaborative (KKC) as an Urban Designer in 2021 and is based in Pittsburgh, PA. She works on urban design and historic preservation project components for a range of projects including zoning and land development codes, comprehensive plans, historic preservation plans, and historic district design guidelines for clients nationwide. During graduate school, Marcia worked in the public sector as a Historic Preservation Coordinator for the City of Madison, Indiana. In this position, she worked alongside the Historic District Board of Review to review and grant Certificate of Appropriateness applications, managed the Preservation & Community Enhancement Grant Program, and assisted community members in determining appropriate alterations to historic buildings. As part of her Master's thesis, Marcia worked with the City of Washington, Illinois to evaluate the potential of designating the downtown to the National Register of Historic Places. Simultaneously, she assisted in the adoption of the local downtown historic district and wrote the Washington Square Commercial Historic District Review Design Guidelines for use by the Washington Historic Preservation Commission. After graduate school, Marcia began her professional career at Winter & Company, a nationally recognized urban planning, historic preservation and urban design firm in Boulder, Colorado. As an Associate Planner with the firm, Marcia worked on a variety of projects including neighborhood plans, zoning codes, urban design guidelines, historic preservation ordinances, historic preservation plans, historic district design guidelines, and historic district certificate of appropriateness review. In all projects, Marcia worked closely with community members to determine the appropriate tools and strategies to implement their vision. In order to fully understand this vision, Marcia often led hands-on workshops with a range of activities including strengths and opportunity identification; visual preferencing activities; site and building plan cut and paste; and recording feedback through text, maps, and sketching. Marcia then translated this input to the appropriate documents and presented to staff, community members, and elected officials. She recognizes the importance of employing a range of public outreach tools to reach as many community members as possible in order to create a product tailored to the community at hand. T Engagement, Historic Assets/ Preservation, Urban Design, Community Profile EDUCATION ♦ Master of Urban Planning, University of Illinois at Urbana - Champaign, 2016 ♦ Bachelor of Arts, Studio Art and "Design for Social Spaces", St. Olaf College, 2014 PROFESSIONAL REGISTRATION ♦ American Institute of Certified Planners (AICP), #32882, 2020 PROFESSIONAL AFFILIATION ♦ American Planning Association (APA) PRESENTATIONS ♦ Developing Partnerships Between Preservation & Archaeology to Increase Public Engagement, Colorado Preservation Inc Conference, February 2019 ♦ Downtown Design, Texas Downtown Association: Downtown Summer Camp, July 2021 IDIrKENDIG KEAST C O L L A B O R A T I V E GIS Mapping and Analysis, Natural Resources EDUCATION ♦ B.F.A, Advertising Art, University of North Texas, with minors in Computer Science and Technical Communication. PROFESSIONAL REGISTRATION ♦ American Institute of Certified Planners, #022528 PROFESSIONAL AFFILIATION ♦ American Planning Association. Janis Burall, AICP Senior Associate, KKC As a planner, Janis has scoped, budgeted, and managed projects, conducted stakeholder interviews and facilitated public meetings, and written technical reports and authored plan elements for various projects. However, Janis's focus for most of her decades of planning experience has been in applying concepts of Geographic Information Systems (GIS) to community and urban planning projects. She has designed and integrated spatial databases for infrastructure inventories, transportation feasibility studies and corridor alternatives analysis, demographic and socioeconomic analysis, growth management and land use analysis, market and service area analysis, and environmental impact statements. Project scales have ranged from small -area studies like downtown parking inventories to multi- corridor planning projects which spanned the U.S. from coast to coast. Janis has routinely been a GIS task leader for data collection, data conversion, and database development. She has conducted data needs assessments, developed methodologies for geographic analysis, and provided maps and map viewers for enhanced visualization. She has also developed digital map templates for subconsultants and has overseen map production by other GIS staff throughout a project's lifecycle. A large part of Janis's diverse experience has been in support of Comprehensive Plans and Zoning Ordinance development. She has developed numerous future land use plans and thoroughfare plans, and created many maps showing annexation histories, infrastructure service gaps, and traffic volumes. She has created parkland and open space inventories and performed service area analysis for many parks plans. She has prepared field maps for land use inventories and from them, prepared many Official Zoning Ordinance Maps and atlases. As a GIS Manager at a municipal engineering firm, Janis's clients were from both the public and private sector. She leveraged GIS to provide a more comprehensive design environment for preliminary engineering projects by improving access to data on existing conditions and increasing visualization capabilities. Previous to that, Janis was a Regional Coordinator of GIS Services at an international planning and engineering consulting firm, where she managed community planning -related projects and led GIS -related tasks for all types of planning projects, coordinating with staff in other disciplines and offices, and national and international clients. Typical tasks included the integration of GIS, CADD, and imagery into project databases; using spatial analysis to investigate existing conditions, service gaps, development suitability, environmental constraints, and alternative solutions; and developing cartographic solutions adapted to the uniqueness of each project. Janis has provided both introductory and technical GIS training for clients, contracted with clients to provide on-call GIS assistance, conducted technical training for GIS staff and taught professional growth sessions for engineers on GIS topics. She enjoys participating in mentoring activities and educational events such as career fairs and GIS Day. Jennifer Mak, AIA, NCARB, LEED Green Associate Senior Urban Designer, KKC Jennifer is a highly creative Architect and Planner with 14 years of experience in the public and private sectors. She has been involved in all project aspects from planning and urban design on small and large scale projects through building construction administration in a variety of market types including healthcare, higher education, K-12, aviation, civic, office, transportation, mixed-use, hospitality and residential. Jennifer is passionate about creating sustainable sites, environments and buildings as well as engaging the community (especially the underserved). She enjoys educating and interacting with stakeholders and transforming their needs and vision into reality while also taking into consideration the impacts that each decision may have on the users, community and the environment. Jennifer joined Kendig Keast Collaborative (KKC) as a Senior Urban Designer in 2022 and is based in Sugar Land, TX. She works on urban design project components for a range of projects including zoning and land development codes, parks and recreation plans, historic preservation plans, and design guidelines for clients nationwide. Jennifer began her professional career at Llewelyn-Davies Sahni (LDS), an award- winning, Houston-based architectural, planning and urban design consulting firm. As a Project Manager with the firm, Jennifer worked on a variety of projects including urban design guidelines, framework plans, master plans, strategic plans and various architecture projects. In all planning and urban design projects, Jennifer worked closely with community members and stakeholders to determine the appropriate strategies to implement their vision. In the course of her projects, Jennifer has assisted in visioning exercises and design charrettes with a range of activities including identification of goals and facts; opportunities and constraints identification; developing concepts, site and building plan gaming; and visual preferencing activities. Jennifer synthesized input and presented findings and recommendations to staff, community members, and elected officials. Jennifer is currently managing an inventory of recreation facilities for a Parks and Recreation Master Plan for Dickinson, Texas, as well as participating in design charrettes and design review for the City's Unified Development Code. Urban Design, Parks and Open Space, Community Facilities EDUCATION ♦ Bachelor of Architecture, University of Houston, 2008 ♦ Bachelor of Science, Environmental Design, University of Houston, 2008 PROFESSIONAL REGISTRATION ♦ Licensed Architect, Texas #30166,2022 ♦ NCARB Certificate, #104764, 2022 ♦ LEED Green Associate, #10611395,2021 PROFESSIONAL AFFILIATIONS ♦ American Institute of Architects (AIA) ♦ American Planning Association (APA) lintKENDIG Tyr AST C O L L A B O R A T I V E Visualization and Graphics Support EDUCATION ♦ Master's Certificate in Landscape Design, Landscape Institute of the Boston Architectural College and Harvard University, 2011 ♦ Master's Degree in Urban and Regional Planning, Specializing in GIS, Florida Atlantic University, 2005 ♦ Bachelor's Degree, Aviation Management, Southern Illinois University, 2003 PROFESSIONAL AFFILIATIONS ♦ Congress for New Urbanism ♦ Urban Land Institute Luis Mercado Urban Design Associate, KKC Luis brings to KKC knowledge and expertise in urban planning, urban design, GIS, multi -disciplinary collaboration and graphic production gained with experience in the public and private sectors. While previously employed by the City of Tulsa, OK, Luis developed and implemented an urban design studio within the City's Planning Department. He supervised staff in the development of graphic products utilizing GIS, CAD, Sketch - Up, Adobe suite and light rendering software to illustrate design concepts for a variety of projects to solve connectivity issues, to build a sense of place, and to apply the City's planning framework. Luis collaborated with the City's Engineering Department, initially conducting outreach to them to establish a collaborative relationship for street rehabilitation projects. This let to an increased role of the planning department to influence public right-of-way projects during the entire design cycle. He also participated in development review of private projects focused on the City's downtown and negotiated with developers, architects, and engineers to apply established planning policies and urban design best practices. Additionally, Luis was the Director of Neighborhood Affairs for the City of Berwyn, IL., where he oversaw building department inspectors, applied and interpreted municipal regulations, and fielded complex technical, social and political matters with residents, legal counsel, police and fire departments. Appointed by the Mayor, he collaborated with the Berwyn Development Corporation on planning assignments. He reviewed and determined penalties for code enforcement cases, presenting each case in housing court as prosecutor, negotiating fines, and keeping detailed records of the proceedings. He also conducted outreach at meetings and events sponsored by aldermen and community groups, where he applied fluency in reading, writing and speaking Spanish to communicate with Spanish-speaking residents. Luis was also a Planner for the City of Dania Beach, FL, where he contributed regulatory language to Dania's TOD ordinance to promote plazas and paseos within the City's urban core. He performed development review in a fast -paced environment, inspected building sites as a zoning officer, and worked with applicants from inception to completion to compile and present variance and special exemption cases at public zoning and commission meetings. Luis interned throughout his education. With a private urban design firm in Chicago, IL, he actively participated in community meetings with SWOT, brainstorming and vision and goal development exercises; he mapped land use, zoning, urban design and green space for multiple planning and landscape architecture projects; and he provided Spanish -English translation at community meetings. Also in Chicago, as a natural resources planner for the Center for Neighborhood Technology, Luis researched best practices in watershed planning, green infrastructure design, and hydrology analysis; he organized staff discussions to synthesize research findings and innovative new applications; he conducting field and data surveys; and developed a detailed impervious area calculation model to estimate runoff for storm events. As a land designer for a private architecture firm in Somerville, MA, he surveyed sites and produced renderings and construction documents. Melissa "Missy" S. Quigley, JD Land Use Attorney, KKC Missy brings her background in practice as an attorney since 2005, primarily in the public sector, with extensive experience working on behalf of local governments and the State of Texas with matters related to land use and zoning law. Her close work with planning staff, elected officials, citizens, and land use professionals throughout her career has emphasized the importance of client service, public engagement, and the streamlined implementation of regulations that are legally defensible. Missy has understanding and knowledge of complex areas of local, State and Federal law. She is an expert at taking a complex issue and breaking it down to explain to a wider audience. Because policies and laws change and evolve, she carefully monitors and keeps abreast of legislative actions and significant court decisions so she can continually update KKC staff and their clients. She has made several presentations to City and County officials and local government staff on zoning and planning law, proper use of public funds, Fair Housing Law, ethics, and short term rentals. She has represented municipalities in various courts to defend and uphold their land use decisions. She has also rewritten zoning codes when the decisions are not upheld to make them compliant with the law. Her diplomatic approach has made her an effective lawyer who strives to satisfy the needs of her clients and to reach better results. As she moved away from litigation, her main focus was engagement on the front end to educate her clients on what was defendable and permissible to avoid litigation. Prior to joining KKC, Missy was an Assistant Parish Attorney for the Parish of Jefferson, then subsequently an Assistant City Attorney for the City of New Orleans. At the City of New Orleans, she was the dedicated in-house attorney to the planning and historic preservation departments. She drafted zoning ordinances ranging from individual conditional uses to a full zoning code overhaul. Because she was entrenched with a local Planning Commission, she knows the process of developing a code that achieves the goals of the municipality and balances public interests while keeping within the constraints of enabling legislation. She also participated in the process of creating local historic preservation districts, by facilitating public engagement and drafting the necessary legislation while keeping the regulations within the constraints of applicable law. Because she has worked at the City and County/Parish level, she also has knowledge of all of the inner workings of what make a municipality run well. She has reviewed and drafted contracts for the lease, sale, and purchase of property. She has sat on review selection committees for contracts for city and county services. She also attended City Council meetings, and public hearings for the planning commission and zoning appeal board to advise on open meetings law and to keep those bodies focused on defendable decisions. Legal Advisor for Planning/Regulatory� Matters, Regulations Evaluation EDUCATION ♦ Juris Doctorate, Louisiana State University, 2005 ♦ Bachelor of Civil Law, Louisiana State University, 2005 ♦ Bachelor of Arts, Mass Communication, Louisiana State University, 2001 PROFESSIONAL REGISTRATION ♦ Texas State Bar Association, 2011 ♦ Louisiana State Bar Association, 2005 SELECTED SUCCESSFUL ZONING CASES: ♦ Tolmas v. Parish of Jefferson 156 So. 2d 992; 47,555 (La. App. 2 Cir. 2/20/2013, rehearing denied) ♦ Herman v. City of New Orleans 158 So. 3d. 911; 2014-0891 (La. App. 4 Cir. 1/21/15) ♦ Garber v. City of New Orleans 234 So. 3d. 992; 2016-1298 (La. App . 4 Cir. 12/13/17, rehearing denied 12/27/17) IDIrKENDIG KEAST C O L L A B O R A T I V E Online Web/Communications Design EDUCATION ♦ B.F.A Communication Design, Texas Tech University Sharon Cadena Communications Design Associate, KKC Sharon is a multi -faceted graphic design and software specialist. She manages a talented creative team of technical writers, web designers, and graphic artists that produce marketing pieces, graphic designs, and web deliverables for Kendig Keast Collaborative and enCodePlus, LLC. Sharon is vital in the creation of branding and visual layout for comprehensive plans, special -area and special-purpose master plans, zoning and land development regulations, reports, presentations, and collateral material. In addition to print layout and design work, she coordinates with other staff for map production and rendering across various digital media and platforms. With her knowledge of web -based languages (i.e. HTML, CSS), she is also responsible for designing and customizing city web templates, complex tables, and information on the enCodePlusTM client sites. Sharon also provides diagrams and illustrations using 3-D rendering software such as SketchUp. Sharon, by nature, is a gifted teacher and a clever problem -solver. These traits serve her well in technical training sessions with new enCodePlusTM clients as well as in collaborating with in-house planning staff for creative solutions to communicate concepts in plans and code. Previous to joining KKC, Sharon applied her talents as a program ready trainer at Convergys Corporation in Lubbock, Texas, where she coached and supervised customer agents. Prior to that, she was a customer service agent herself, troubleshooting technical, sales, and billing questions. Her professional design experience began while she was still a student at Texas Tech University with an internship at White Sparrow Design, a couture design boutique in Lubbock that specialized in calligraphy and hand -rendered typography. There she provided art direction for photoshoots for digital and print ads, coordinated work with local printers, provided press checks and finalized major print jobs, and designed and produced print ads, web pages, signage, and stationery and other related products, and gained familiarity with a vast spectrum of other deliverables. Sharon's design and graphics skills are currently being employed in the drafting and development of online publishing in enCodePlusTM of the Manhattan, KS Unified Development Ordinance and The Charleston County, SC Zoning and Land Development Regulations. Her work can be currently be seen in codes published online in the following enCodePlusTM sites: The Harrisburg, North Carolina Unified Development Code: https:Honline.encodeplus. com/regs/harrisburg-nc The Hays Unified Development Code: http://online.encodeplus.com/regs/hays-ks/ Geri E. Boyer, PE Transportation and Infrastructure Lead, KEG Transportation and Infrastructure Geri E. Boyer is Founder and President of Kaskaskia Engineering Group, LLC and Education is a Professional Engineer licensed in the states of Illinois, Missouri, Iowa, Indiana, ♦ Loyola University New Orleans, Wisconsin, and Minnesota. She spent a substantial portion of her career with IDOT Masters in Pastoral Studies, 2003 overseeing construction projects, managing the maintenance of a portion of the ♦ Southern Illinois University Illinois State Highway System, and coordinating and reviewing local agency projects Edwardsville, Bachelor of Science from the planning stage to the completion of construction. Over the years, Geri - Civil Engineering, 1990 has had the opportunity to manage large transportation projects, commercial and • University of Missouri Rolla residential site development, and construction inspection projects; participate in Bachelor of Science - Mining land acquisition for a variety of clients; and build infrastructure as a part of larger Engineering, 1983 improvements. Registrations & Certifications ♦ Professional Engineer: Project Experience - Illinois (062.050142) 1994 ♦ Belleville Comprehensive Plan - Imagine Belleville, Belleville, IL - Principal- Missouri (2006000083) 2005 in-Charge - Ms. Boyer managed the update of the City of Belleville's Comprehensive - Iowa (21014) 2012 Plan to guide the long-range development of the city. She coordinated the - Indiana (PE11200537) 2012 community participation portion of the project which was a year-long process, - Minnesota (50987) 2013 and included a comprehensive plan advisory committee, joint workshops with - Oklahoma (27392) 2014 - Wisconsin (43702-6) 2014- the committee, City Council and Planning Commission, community workshops, Michigan (6201063530) 2016 listening sessions, and an online discussion forum. One goal was to develop a unified vision, guiding principles, and "big picture" recommendations that would • SAVE Value Methodology Associate provide overarching guidance for current and future decision-makers. Ms. Boyer 201907040 also led the Growth Capacity and Infrastructure portion of the report depicting • FHWA-NHI-134005 Value the critical components of growth capacity: highways/streets, water, wastewater, Engineering Workshop and storm drainage infrastructure, parks, bike trails, and public safety services • NCEES (47927) 2012 involving police and fire protection. The central focus of this section was • Certified Facilitator, Loyola Belleville's capacity to accommodate further desired growth and development. University 1999 ♦ Shrine Missionary Ventures Development, Belleville, IL - Principal-in- Affiliations Charge - Ms. Boyer managed the development coordination, design services, and • ACEC - IL site infrastructure for the development of a 33-acre project site, located at the • Downtown Development and intersection of Illinois Route 15 and North DeMazenod Drive, immediately north Redevelopment Commission, City of Belleville of the National Shrine of Our Lady of the Snows in Belleville. The proposed * Economic Development Committee project features several hotels; a soccer complex; Hofbrauhaus Restaurant and Greater Belleville Chamber of Brewery; gas station/convenience store; and multiple restaurants. Ms. Boyer Commerce assisted with the Redevelopment Plan for the development, which was used to * Illinois Association of County record the eligibility for the TIF, provided a plan of action and steps to address Engineers the conditions found, and assisted in the development of the area in conformance * Illinois Association of Highway with the City's Comprehensive Plan. She also led the infrastructure analysis and Engineers forecasting needed to support the planned uses of the site. ♦ Society of American Military ♦ The Mid-America Medical District (MAMD) Infrastructure Analysis, East Engineers St. Louis, IL - Principal-in-Charge and Project Manager - KEG provided an ♦ Associated General Contractors of Infrastructure Analysis Study because the redevelopment and revitalization of Illinois the East St. Louis segment of the District will require significant upgrades to ♦ Belleville CEO Board the infrastructure supporting the area. The infrastructure analysis included the combined sanitary/storm sewers, natural gas service, the water supply, the roads, and the telecommunications system for the proposed 240-acre site. Infrastructure improvements, alternatives, and proposed cost estimates were also provided as Kaskaskia part of the study. All data collected and produced for this report was entered into a database and integrated into a web-based mapping application. F*N-Engineering Group, LLC Transportation Planning Education ♦ University of Kansas, Master of Science - Engineering Management, 1996 ♦ Iowa State University, Bachelor of Science - Civil Engineering, 1986 Registrations & Certifications ♦ Professional Engineer: - Illinois (062.056526) 2003 - Indiana (PE 10302158) 2003 Kentucky (22952) 2003 - Minnesota (53375) 2016 - Missouri (24792) 1991 - Ohio (PE.67795) 2003 - Tennessee(00108568)2003 Wisconsin (42250) 2012 - Texas (87104) 1999 ♦ NCEES (22591) 2015 Affiliations and Continuing Education ♦ Kansas City Engineers Club ♦ Institute of Transportation Engineers ♦ Transportation Research Board ♦ Society of American Military Engineers ♦ INDOT LPA Training 2014 ♦ Purdue Road School 2017 ♦ Transportation Research Board Conference 2017 ♦ INDOT NEPA Refresher 2017 v Kaskaskia NEngineering Group, LLC Kent Ahrenholtz, PE Transportation Planning, KEG Mr. Ahrenholtz is a Principal Engineer and Project Manager with Kaskaskia Engineering Group, LLC (KEG) with over 33 years of transportation and environmental planning experience. He joined KEG in 2013 and offers clients an extraordinary ability for developing innovative solutions to complex and controversial projects. Along with his sensitivity to community needs, Mr. Ahrenholtz has an ability to communicate difficult concepts in ways that people understand. Over the past decade or so, he has focused his attention on leading program management efforts on major transportation projects in Indiana and Illinois, including the Chicago to St. Louis High Speed Rail Tier 2 Environmental Impact Statement (EIS), Iliana Corridor Tiered EIS, and the I-69 Evansville -to -Indianapolis Tier 2 EISs. He also has managed diverse transportation planning and engineering projects throughout the central U.S. Project Experience ♦ Long Range Transportation Plan (LRTP), IDOT Office of Planning and Programming, Statewide IL - Principal and Project Manager - Responsible for management, QA/QC, and oversight of the overall team providing planning services in support of an update to the IDOT 2012 LRTP to satisfy both federal and state requirements. The LRTP provides strategic direction for the development of the Illinois transportation system. KEG's tasks included a data review of IDOT's existing supporting plans (i.e. Bicycle Plan, Multimodal Plan, etc.), development of goals and objectives, identification of performance measures and targets in support of the goals and objectives, and recommendations for implementation of the goals and objectives. The five overarching goals/chapters that were the basis to the overall development of the LRTP were economy, livability, mobility, resiliency, and stewardship. The LRTP was approved and distributed in January 2019. ♦ Rondo Land Bridge Feasibility Study, St. Paul, MN - Principal and Project Manager - Responsible for management, QA/QC, and oversight of overall team providing feasibility study documentation and analysis services for construction of a land bridge over Interstate 94 (I-94) in St. Paul in Ramsey County. The team is preparing a full feasibility study of construction to possibly include residential, commercial, institutional, and park/green space between the I-94/Lexington and I-94/Dale Interchanges. This effort includes engineering, environmental, and economic analysis of the project to determine the feasibility. ♦ WisDOT Transportation Engineering and Programming Study, Statewide WS - Principal - Responsible for preparation of the transportation planning and programming elements of this comprehensive review of the WisDOTs overall project development process in the legislatively mandated study. KEG reviewed WisDOT standards and best practices; analyzed project selection, scheduling, prioritization and financing; and drafted report sections applicable to each task. ♦ 1-66 Corridor and Bowling Green Outer Beltline Planning Studies, Bowling Green, KY - Project Manager - Provided management and coordination of the planning studies and environmental overviews. As part of this work, Mr. Ahrenholtz analyzed and directed preparation of the horizontal and vertical alignments, preliminary cost estimates, reports, and exhibits for a study of two separate projects in the same general vicinity of southern Kentucky. Bryan Veale, PE Utility Coordinator, KEG Mr. Veale joined Kaskaskia Engineering Group, LLC (KEG) in 2021 having 27 years of experience in civil engineering. His experience includes management of a wide variety of transportation projects from the conception phase through design and construction. These projects include state, municipal, and commercial development. His responsibilities include the management of staff and projects for both the design and preparation of construction plans for road reconstruction and new road construction on new alignments. These projects include surveying, site design, hydrology, cost estimating, civil design, drainage and sewer design, plan preparation, contract documents, and construction inspection. Mr. Veale is proficient in utility coordination and the supervision of road and bridge construction, including jobsite layout, material inspection and testing, quality control and documentation, and traffic control. Project Experience ♦ Northside NGA - Utility Coordination - Project Manager - Oversaw utility coordination and relocation/abandonment design services for redevelopment of an area of North St. Louis. Located in an established, previously developed, urban section of St. Louis City, existing utilities were located within public right-of-ways as well as private easements. KEG worked closely with Ameren Missouri, the St. Louis Metropolitan Sewer District, Laclede Gas, the City of St. Louis Water Department and Street Department, AT&T, Charter and the project developer to identify the existing utilities within the project limits. KEG engineers utilized GIS and CAD models to develop 3D renderings, as well as traditional plan, profiles, and cross sections to determine the locations, both horizontally and vertically, for the relocated utilities along the Cass Avenue utility corridor. INDOT 2110-03 US 40, Clay County, IN - Project Manager - KEG provided utility coordination services in support of this pavement improvement project located on US 40 in Clay County, from 0.23 mile east of the SR 340 west junction to the SR 340 east junction. The project was to improve the pavement condition of the mainline and the shoulders, as well as improve ADA accessibility by upgrading curb ramps to current INDOT standards. KEG was tasked with coordinating all utility relocations or adjustments to accommodate the project, which included the preparation of utility work plans and relocation plans and schedules, as well as a master work plan for relocations. Mr. Veale was the main utility coordinator on this project, which included twelve (12) utility companies and preparation of six relocation work plans for the project. INDOT 2101-15 SR 64 Roundabout, Bretzville Junction, Dubois County, IN - Project Manager - KEG provided utility coordination services in support of the construction of a new roundabout at Bretzville Junction on SR 64 in Dubois County. Mr. Veale oversaw all utility coordination, which included managing all communication and documentation with the INDOT Vincennes District and eight (8) utilities; preparation of utility verification correspondence and conflict analysis; field checks and on-site meetings; responding to RFI's during the construction process; and preparation of utility work plans, relocation plans and schedules, a master work plan, and transmittal letters. In addition to overall project management, Mr. Veale was responsible for ensuring that all requirements of the INDOT utility coordination process were followed. Utilities Planning Education ♦ Rose-Hulman Institute of Technology, Bachelor of Science - Civil Engineering, 1997 Registrations & Certifications ♦ Professional Engineer: ♦ Indiana (PE10201142 ) 2002 ♦ INDOT Certified Utility Coordinator 2022 Affiliations and Continuing Education ♦ INDOT University Highway Design Conference 2022 ♦ Indiana Section AWWA - Water Loss Audit 2021 ♦ Purdue University — Bridge Preservation Activities 2021 ♦ Purdue University — Road School 2021 ♦ Purdue University — Road School 2020 ♦ Road Fabrics Inc. — Interlayers for Asphalt Pavements 2021 ♦ Purdue University — Our Unique Opportunity to Improve Road Safety 2020 ♦ Purdue University — Right -of -Way Plant Concerns 2020 ♦ Purdue University — Snowplow Onsite ♦ Purdue University —What you Need to Know about Signs, Signals, & Other Traffic Control Devices 2021 ♦ Purdue University — How Enhanced Pavement Markings Can Save You Money and Save Lives 2021 Kaskaskia 0111i Engineering Group, LLC Environmental Planning Education ♦ Fontbonne University, Master of Business Administration, 2009 ♦ Iowa State University, Bachelor of Science - Community and Regional Planning, 2000 Registrations & Certifications ♦ RABQSA EMS ISO 14001 Certified Affiliations and Continuing Education ♦ American Planning Association (APA) ♦ Transportation Engineer's Association of Metropolitan St. Louis (TEAM) ♦ Women's Transportation Seminar (WTS) ♦ NEPA Refresher 2015 ♦ NEPA and Transportation Decision Making 2013 (NHI) ♦ NEPA and Transportation Decision Making 2013 (FHWA) ♦ NEPA and the INDOT Transportation Decision Making Process 2013 ♦ Environmental Management Systems Lead Auditor Training 2011 ♦ Creating and Editing Parcels in ArcGIS 2006 Molly Barletta Environmental Planning, KEG Ms. Barletta joined Kaskaskia Engineering Group, LLC (KEG) in 2013 having 12 years of experience in transportation, military, and environmental planning for urban, regional, municipal, and federal agencies; land development; and mixed use projects. She has significant experience in managing, writing, and reviewing National Environmental Policy Act (NEPA) documents; evaluating government planning -related documents and reports; comprehensive knowledge of business development, project budgeting, contracts, design development, and quality control; client presentations and stakeholder mediation with federal government and military clients; and possesses the ability to translate information, develop insights, and work alongside clients at project sites. Project Experience ♦ Milwaukee East-West Bus Rapid Transit (BRT) Environmental Assessment (EA), Milwaukee, WI - Project Senior Planner - Provided environmental documentation services in support of the completion of an EA of the East-West BRT project in Milwaukee. The EA outlined the Federal Transit Authority's and Milwaukee Transport Service's planned 9 -mile regional, modern transit service connecting major employment, education and recreation destinations via improved access to the region's most vital, most traveled, and most congested corridor. The EAs preferred alternative is proposed to operate along existing roads in either mixed traffic lanes or dedicated transit lanes, depending on the location. KEG's scope included preparation and execution of the following sections of the EA: Neighborhoods and Community Facilities Impacts, Indirect and Cumulative Impacts, Air Quality Impacts, Threatened and Endangered Species Impacts, Section 4(f) Resource Impacts, and Environmental Justice. Each section included a detailed discussion of methodology, affected environment, impacts, and suggested avoidance, minimization and/or mitigation actions. ♦ Managing Environmental and ♦ I-66 Corridor Study, Various Counties, IL - Public Involvement Planner/Senior Project Development Process Environmental Scientist - Responsible for the overall review of associated NEPA 2004 and technical documents prepared by the project team in an effort to complete ♦ Categorical Exclusion Training the overall study, as well as participating in the project's public involvement 2001 efforts. Public involvement efforts included coordination of stakeholder meetings, assisting with the project's CAG and PSG meetings, and review of the project's website content. ♦ Park -and -Ride Planning Study and Model Update, Minneapolis/St. Paul, MN - Project Manager - Provided planning services, in support of an update of the Minneapolis/St. Paul Metropolitan Council Travel Demand Model (TDM). In addition to significant changes in population, employment, and new transit corridors/service over the last decade, the Metropolitan Council sought to understand the impact to park-and-ride demand from new, and constantly changing, advanced technologies, transportation network companies (Uber/Lyft), Kaskaskia autonomous vehicles, and employment locations. The Metropolitan Council V, desired to account for these in the park-and-ride demand model, and they desired a model more user friendly, effective, and responsive to individual site Engineering and regional influences. Ms. Barletta's tasks included leading a peer/region agency Group, LLC review of existing park-and-ride TDMs to identify models for evaluation, and assisting in the evaluation of the Metropolitan Council's park-and-ride TDM. APPENDIX C INSURANCE CERTIFICATE KENDIG KEAST C O L L A B O R A T I V E This page has been intentionally left blank. KENDKEA-01 KFLORES .40cOR0 CERTIFICATE OF LIABILITY INSURANCE DATE(MM/DD/YYYY) 10/13/2022 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). 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The ACORD name and logo are registered marks of ACORD 1 tri i KENDIG KEAST C O L L A B O R A T I V E