Agenda - Parks and Recreation Commission - 01/08/2015

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Strategies to I mprove Communities 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. Sincethe city conducts The NCS every other year, targets are set for years when the survey is to be repeated. Key Performance Indicators: FY 09/ 10 FY 10/11 Customer Service Indicators Actual Actual Safety from Property Crime Survey Index 51% 71% Crime Prevention Survey Index 60% 83% Average Safety in Your Neighborhood Survey Index 80% 89% Safety in Downtown Winter Garden After Dark Survey Index 68% 82% Paducah, Kentucky Paducah isin far western Kentucky, bordering I I li nois. 1 -24 swoops th rough 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 hometo 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 M useum 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 isthe 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 leasesthe plant from the Department of Energy, announced plansto cut jobs. The plant currently is in atransition phasewith 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 thejournalist on assignment was invited to participate in the discussions. I n the community visioning, participants were asked to specify what was unique about Paducah aswell 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. I n the discussion about the future, leaders identified thisvision: A downtown hotel, high - paying qualityjobs, economic development, population growth, sustained economy, more businesses/ employer infill and moreshopping. In small groups, jobs and economic development were seen to betop priorities. But The NCSalso identified publictrust asan 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 itsfocuson neighborhood revitalization. Economic development wasto include developing a matrix to identify thetypesof businessesto incent depending on anticipated return on investment, creating a more development -ready infrastructure, and educating the public on building inspection policiesto help encourage new development and the expansion of existing industries. Paducah leaderswill track the action plans and readjust as needed before The NCS is conducted agai n i n two years. © 2014, National Research Center, I nc. Page 10