HomeMy WebLinkAboutMO # 1046MUNICIPAL ORDER NO. 1046
A MUNICIPAL ORDER ACCEPTING THE TWENTY-YEAR VISION
AND STRATEGIC PLAN FOR THE CITY OF PADUCAH
BE IT ORDERED BY THE CITY OF PADUCAH, KENTUCKY:
SECTION 1. That the Board of Commissioners of the City of Paducah,
b Kentucky, hereby accepts the 2024 Vision and Strategic Plan as attached hereto which
was compiled with the combined efforts of the Board, City Manager and Department
Heads.
SECTION 2. This Order shall be in full force and effect from and after
the date of its adoption.
ATTEST:
Tammara S. Brock, City Clerk
Adopted by the Board of Commissioners, March 9, 2004
Recorded by Tammara S. Brock, March 9, 2004
\mo\2024 Vision
Mayor
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City of Paducah
Vision 2024
Spencer Johnson's The Present suggests three ways to use our present moments
today. Being in the present, learning from the past, and planning for the future are
fundamental elements of developing a vision for the future of Paducah. By focusing on
f what is right now and learning to respond to what is important now we learn to manage
the resources entrusted to our city by its residents in a more effective manner. Likewise
looking at the successes of the past to learn something valuable from them will enable us
to improve our service delivery in the present. Finally visualizing the wonderful future
ahead and successfully planning today to initiate the actions necessary for their fruition is
a core responsibility of Paducah's elected and appointed leadership.
The City Commission's 2004 strategic planning initiative developed a vision of
Paducah for the next twenty years. Our vision is organized into four major categories:
Economic and Demographic Changes, Environmental and Cultural Changes, Physical
Facilities and Appearance Changes, and Government Structure and Services Changes.
Combining the vision of the Mayor, City Commissioners, the City Manager and
�'I f Department Heads created a more consistent and focused image of the future has been
created. Summary narratives of each major category are provided to produce the
envisioned City of Paducah.
Economic and Demographic Changes
In 2024 Paducah is an economically diverse metropolitan community of 100,000
that offers career opportunities in a multitude of paths from service and manufacturing to
office and professional markets. Highlighting this economy are the river, medical, retail,
tourism, and industrial growth markets which fuel the economic engine of the region.
Paducah currently ranks third in Kentucky for tourism related revenue and has become a
nationally recognized destination point.
Through the successes of completed industrial areas such as Industrial Park West,
Information Age Park, and the Graves County Regional Industrial Park an increase of
10,000 jobs has occurred in the West Kentucky region. New areas targeted for
commercial/industrial growth include the Littleville Development Area and the USEC
Redevelopment Project (a complex designed for environmental education and industrial
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growth). Paducah continues to experience growth in both small and large business arenas
with the established ability to meet specialized markets.
Likewise the Paducah/McCracken County metropolitan government has grown
and diversified to reflect the community it serves. Self -initiated workforce development
opportunities within the organization are creating and developing Paducah's own
technically advanced and competently trained staff. I�
As the population has grown older and more diverse Paducah has become
proactive in its service delivery to the residents. Paducah is a city that welcomes people
of all international origins into the community. An International Center located on the
WKCTC campus and continual programming through the Paducah/ McCracken County
Recreation Center provide opportunities for the community to celebrate its diversity with
a spirit of harmony, trust, and mutual respect. An increase in education via post-
secondary opportunities, including expanded concentration on technical areas by
WKCTC and expansion of MSU's Crisp Center, has provided a more attractive
workforce for prospective industries considering the Paducah area.
Paducah's housing inventory includes diversity as well providing the opportunity
for all demographic segments to live within the city. Downtown developments with ED
riverfront condominiums adjacent to the city's marina, large lot estates, revitalized
historic neighborhoods, and planned communities add to the existing inventory to create
a complex community of housing.
Environmental and Cultural Changes
Paducah has become a vibrant center for cultural arts and leisure services.
Athletics, Recreation, and Wellness are primary points of emphasis for the Leisure
Services Department with Paducah being recognized as one of the ten healthiest
communities in the United States. Music, dance, theater, and art are synonymous with the
national image of Paducah. Venues such as the Luther F. Carson Four Rivers Center,
Market House Theatre, and Columbia Performance Complex provide opportunities for
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the performing arts with numerous public and private galleries providing appreciation of
the creative arts. Annual festivals such as BBQ on the River, Downtown After Dinner,
AQS Quilt Show, August 8th Celebration, and Arts Spectacular provide over 1,000,000
visitors each year to the community.
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A fully accredited nationally recognized art school providing instruction by
relocated artisans from around the world has created a "new education" format.
Instruction is provided in various shops, galleries, and classrooms located throughout the
two revitalized neighborhoods that host the artist relocation effort. As additional
neighborhoods are added to the landscape increased forms of this "new education" format
(2 will be included. A regular feature of the government's budget is the inclusion of funding
for public art throughout the community. Landscaped sculpture is visible throughout the
metropolitan area as a result of this program.
Paducah has become recognized for its commitment to the environment through
adoption of innovative legislation that creates an integrated landscape management plan
for the area. Included in this initiative are provisions for urban forestry, design review
capability for private development, environmental compliance with state and federal
standards such as EPA Phase H Program, and funding for the continued rebuilding of
Paducah's infrastructure. A countywide Stormwater utility has solved many of the
community's drainage problems. A sense of respect and cooperation between
shareholders is evident in the process as consensus and compromise forge the finished
product. Island Creek has been cleaned up and Paducah is an Air Quality Attainment City
in good standing.
Government Structure and Services Changes
Paducah is recognized as the creator of a new business model for government that
incorporates the various aspects of private, public, and non-profit enterprise into one
cohesive functional unit. Municipalities from across the country visit Paducah to learn the
mechanics of developing this business model within their own communities. As a result
of the metropolitan government's long-standing internship program and support of staff
involvement in professional organizations, three department heads have served as
President of their national professional organization and more than two dozen City and
County Managers across the country started their career as an Intern or Assistant
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Manager.
Merged city/county government has created new visions of various departments
within the organizational structure. Law Enforcement includes 110 sworn officers and 30
support employees. A new customer designed Law Enforcement complex complete with
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indoor firearms range and driver's area has been constructed. Public Power, Public
Utilities, and Transit System operations are part of the unified government. Planning
Commission and Development Ordinance activities are combined to provide one step
processing of development proposals. The Comprehensive Plan completed in 2005 has
been continually updated and has enabled the development process to proceed in an
orderly and efficient manner. A combined Permits, Licensing, and Inspections
Department has further allowed for improved compliance and communication with
residents and the development community.
The Finance Department has achieved several goals for enhanced performance
including reduction of paper storage by scanning all application and remittance forms,
full on-line access to state and federal income tax information for business license and
payroll tax compliance, easily accessible and highly reliable quantitative comparative
performance measurement data, fully electronic financial transfers, and automated
payroll with direct depositing. These accomplishments have allowed this department to
receive the GFOA Certificate of Achievement for 32 consecutive years.
Workforce versatility has allowed for cross training of many positions within the
organization. Clerical support employees are able to work in any government department.
Public Safety Department personnel are comprised of employees trained and/or certified
as police officers, fire fighters, and EMT's. A Compensation/Reward system has created
flexible pay, broad banding, and performance recognition for employees.
Human Resources Department improvements include the advent of paperless
personnel record management and a workforce succession plan for management thus
meeting 75% of each department's need for quality trained talent by internal promotions.
Benefits management and other HR functions are decentralized for larger departments by
providing "HR Ambassador" training to selected employees within each department.
Paducah's collective bargaining unions have been decertified for over ten years following
continued success of the pay -for -performance policy adopted in 2004. A joint employee
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work committee, comprised of representatives from every segment of the work
population, meets every month to resolve complaints, grievances, disciplinary actions,
and insurance issues.
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Our e -government systems make it possible for citizens to conduct business with
the city on-line as seamlessly as they can in City Hall. Department service boundaries are
invisible to our customers. Paducah Power's investment in a fiber optic network has
become a significant source of revenue for infrastructure development.
As a result of a 2009 decision of the combined Paducah/McCracken governments
! to levy local taxes to fund the new combined school system at a level of 25% above the
Kentucky average, the School System has the highest academic performance record in
the state causing young professionals with children from across the country to seek
employment in Paducah.
Physical Facilities and Appearance Changes
Paducah has become a community filled with improved enhancements satisfying
both the global and individual neighborhood concerns. The "family style" mardis gras
atmosphere of Paducah has not changed. Paducah is the destination point of a five state
regional area for recreation, employment, medical care, and customer services. A
network of walking paths and bike trails follow the floodwall system, drainage ways,
utility easements, and old railroad lines so that any part of area can be reached by bike
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without having to ride with car and truck traffic.
Pedestrian friendly waterfront improvements with access to Paducah's greenway
system allow for mobility of the residents throughout the community. The Paducah
marina with full dock services, water taxi program, RV Park, and a docking area with
bridges for handicap access from large and small vessels have enhanced the already
vibrant downtown/riverfront area.
Downtown growth elements include a new 15 story office complex, Upperstory
residential opportunities, riverfront condominiums and two parking garage facilities that
reduce the growing requirement for land in the downtown area. Three first class hotels
include a reconstructed 1000 room convention center hotel. Streetscape enhancements
lead from the Carroll Convention Center to the new marine headquarters facility and
continue behind the Luther F. Carson Four Rivers Center. A new government center to
house the metropolitan government, and Paducah City Hall is converted to a regional art
center.
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BarkleyAirport rport has a beautiful terminal and 12 flights in and out each day in
addition to a large private commercial operation for freight and charter services. An
Airpark is adjacent to the new terminal facility and a national travel company has located
in Paducah to serve the needs of a growing population now certified at 100,000 with an
annual growth projection of 3%.
Several planned transportation improvement projects have been completed. The ' ED
Outer Loop, Pecan Drive, I-24 widening, I-69, and I-66 provide efficient transportation
links for the community and as well as the enhancement of economic development. All
new arterials and connector roads have been built with parallel bike paths. Ten years of
successful system maintenance have created an integrated network of inter -modal
transportation improvements that provides safety, efficiency, and productive movement
within Paducah/McCracken County. Paducah's billboards are gone. Even looking down
the busiest commercial corridors provides a view of more trees than signs.
Paduca' h/McCracken County's strategic goals developed by the 2001 Paducah
City Commission have proven the belief in organized growth with a continued
commitment to the corporate vision is the best method for improved quality of life.
Communities point to Paducah/McCracken County as a model for 21St century
government effectiveness. Twice we have won the National League of Cities' All
American City Award.
The corporate goals of strong local economy, efficient city government, vital
neighborhoods, and a restored historic downtown as a community focal point have served
Paducah/McCracken County for the three decades. As the leadership of 2024 begins to
redefine the community's vision new alternatives to traditional application are expected
instead of challenged and a brighter future lies ahead for the "Bright Star on the River".
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