In May, the commissioners approved a municipal order adopting the vision statement and the eight key performance areas and objectives.
Mayor Brandi Harless created the draft plan using information from the City Strategic Planning Session held in November 2017 and from the community meetings held January through March.
Each participant was asked to provide their top three and bottom three objectives for each area. After discussion and tallying the votes, the result is a concise list of priorities.
According to Arndt, prior to his arrival as city manager, the commission and the leadership team had developed several objectives and the primary purpose of the evening's workshop was to create alignment in prioritizing those objectives. He said one of the visions listed during the workshop is the plan will sit on a shelf collecting dust. He explained that is an old joke, that governments develop plans that sit on the shelf. "Those are ineffective, they waste peoples' time. I don't want to spend three hours here tonight talking about a plan that's going to sit on the shelf. I want to talk about a plan about things we're actually going to do so the citizens and the businesses see the benefit from that," said Arndt.
The next step is for Arndt and his staff to develop action plans for each of the prioritized objectives that will include personnel assignments, timelines, etc. Arndt said the commissioners will receive monthly status updates.
Mayor Brandi Harless said community engagement is the umbrella over all of the objectives.
The Key Performance Areas with their Prioritized Objectives are:
• Maintain high level of safety for all (objectives are under development);
• Develop healthy and sustainable neighborhoods;
• 50% of neighborhoods will be taking on enhancement projects;
• All neighborhoods will develop an asset map, vision board, and establish a plan for vacant properties and redevelopment;
• 70% of neighborhoods will be connected via sidewalks and/or bike lanes;
• 20% more housing options;
• Maintain thoughtful and modern infrastructure;
• Establish a funded asset management plan;
• 70% of Paducah’s neighborhoods will be connected via sidewalks and/or bike lanes;
• Create a self-sustaining storm water management and infrastructure operation;
• Explore affordable municipal broadband as a fourth utility. Look at phasing-in neighborhoods;
• Provide open, smart, and engaged government;
• City services and programs will have defined outcome measures, data collection plans, and regular reporting strategies;
• A clearly defined path through Munis for providing and tracking service requests will support continuous improvement of services;
• Paducah will be known as a “business-friendly” city;
• Citizens will be able to access service information via online portal;
• Enhance arts and culture;
• Every commercial corridor and neighborhood will have one piece of public art;
• 50% more of Paducah’s citizens will have visited a creative or cultural destination in the city;
• 10% more people will attend arts and culture events, programs, and classes;
• Art consortium organizations will experience a 5% increase in funding from grants;
• Empower upward economic mobility for all;
• Paducah’s riverfront will be fully developed from the Carson Center to the Convention Center;
• All commercial corridors/districts will be identified, branded, beautified, and have a plan for vacant properties;
• 90% of downtown buildings will be occupied;
• X% of existing businesses will expand;
• 25% more new business permits will be submitted in Advanced Manufacturing, Creative Industries, Health/Healthcare, Business/IT, Construction/Trades, and River-logistics/Transportation;
• Investigate population loss and launch proactive measures to reinforce population growth;
• Provide excellent recreation experiences for all ages and abilities;
• Paducah will host five yearly baseball/softball/soccer/tennis/Frisbee golf tournaments;
• Shoreline and river-based recreational opportunities will be available;
• Citizens will have access to improved after-school activities, indoor swimming, indoor recreation, and the Parks & Rec office in one centrally located facility;
• 20% more citizens and citizen groups will know how to help and engage in park cleanliness and maintenance;
• Continue hosting city-sponsored special events;
• Celebrate a diverse community;
• Create Diversity Council;
• Identify gaps in necessary programming and projects to improve diversity and inclusion;
• Host a multicultural festival.
Prior to the strategic planning workshop, the commissioners approved an emergency ordinance transferring the Spec Building, a 60,000 square foot pre-engineered metal building and foundation located at 5455 Commerce Drive in Industrial Park West, to the Paducah-McCracken County Industrial Development Authority. IDA has received an offer from a third party to purchase the building for $400,000 for use as a machine shop. The building was constructed in 2005 and has never been occupied. Since 2005, IDA and Paducah Economic Development have managed the maintenance of the building and marketed it for sale as an industrial site. The funds from the sale of the building will be used to help eliminate a portion of the economic development debt of IDA and PED.
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