Agenda - Planning Commission - 12/04/2014

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Strategies to Improve Communities 4 Goal Options Protect the history and small town character of Winter Garden to maintain its sense of community. le :f Cc ^}Il nl tv Keep the city and its gateway corridors attractive and clean. +ttractive :cns�unit.: Encouraged sustainatte thriving economy that 2 maintains a prosperous downtown and good jobs for people with different kinds of skits. -hriving Economg Aim police presence at property and personal crimes to ensure that residents feel safe in all parts of Winter Garden, day or night. Winter Garden monitors its strategic plan using performance data from The NCS. Throughout its annual budget document, Winter Garden publishes, along with operational indicators, customer service indicators from The NCS and other sources. Since the city conducts The NCS every other year, targets are set for years when the survey is to be repeated. Key Performance Indicators: Customer Service Indicators Safety from Property Crime Survey Index Crime Prevention Survey Index Average Safety in Your Neighborhood Survey Index Safety in Downtown Winter Garden After Dark Survey Index FY 09/10 FY 10/11 Actual Actual 51% 71% 60% 83% 80% 89% 68% 82% Paducah, Kentucky Paducah is in far western Kentucky, bordering Illinois. I-24 swoops through the city of 25,000. Paducah is a river city located at the confluence of the Ohio and Tennessee Rivers. Besides housing West Kentucky Community and Technical College and Murray State University's Paducah Campus, Paducah is home to two hospitals, a bustling shopping area, and numerous art galleries and cultural venues including the Luther F. Carson Four Rivers Performing Arts Center and the National Quilt Museum of the United States. Paducah also is an employment hub for the region with jobs in health care and the river industry. West of the city is the Paducah Gaseous Diffusion Plant, a facility that began enriching uranium in 1952 and one of the area's largest employers. Just before our planning session with Paducah leaders, USEC, which leases the plant from the Department of Energy, announced plans to cut jobs. The plant currently is in a transition phase with the DOE negotiating with Global Laser Enrichment for the enrichment and sale of depleted uranium tails at the plant. NRC conducted a full day workshop with Paducah's top staff and City commission to identify key survey findings. Notably, the local press attended this meeting and the journalist on assignment was invited to participate in the discussions. In the community visioning, participants were asked to specify what was unique about Paducah as well as what they wanted for Paducah in the coming years. Survey results clearly showed that residents were not enthusiastic about the economic condition of the City. The imminent cut back in jobs at USEC did not help matters. In the discussion about the future, leaders identified this vision: A downtown hotel, high -paying quality jobs, economic development, population growth, sustained economy, more businesses/employer infill and more shopping. In small groups, jobs and economic development were seen to be top priorities. But The NCS also identified public trust as an area that concerned residents, and that concern resonated with leaders. Therefore, from their small group discussions, leaders identified public image and community pride as areas for attention in addition to the local economy. These conclusions led to a set of action plans. To bolster community pride and reputation, the city would develop a marketing and community engagement strategy and increase its focus on neighborhood revitalization. Economic development was to include developing a matrix to identify the types of businesses to intent depending on anticipated return on investment, creating a more development -ready infrastructure, and educating the public on building inspection policies to help encourage new development and the expansion of existing industries. Paducah leaders will track the action plans and readjust as needed before The NCS is conducted again in two years. © 2014, National Research Center, Inc. Page 10