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CASE FOR CHANGE

PRIORITY ISSUES

LONG TERM VISION

STRATEGIES

OUR ORGANIZATION

A Strategic Plan 2003-2024  •  Written by the Citizens of Paulding County, Georgia

Long Term Vision

VISION

Before 2024, Paulding County will:

• have an aggressive economic development process that sells the Paulding product and produces higher paying jobs.
• establish quality educational opportunities for all ages, enhanced by partnerships between the education systems, parents, businesses, churches and other community organizations.
• have infrastructure that enhances and sustains our economic development, education, and quality of life.
• be a diverse community with accessible and adequate resources to ensure the spiritual, social, safety, cultural and health quality of life of all its citizens.
• have government that is honest, competent, fiscally responsible, forward looking, and accountable with open communications
• have private sector leadership that is the leader in partnership with government and citizens in ensuring that Paulding County is a preferred place to live and work in Metro Atlanta.

CORE VALUES

Core Values are character traits that guide in individual daily decisions.

• Faith in God
• Family Values
• Excellence
• Ethics
• Integrity
• Responsibility
• Citizenship

KEY BENCHMARKS

The Key Benchmarks will be used to measure and provide accountability for Planning For Paulding each year. There will be other Strategy Benchmarks developed by Vision partners that will be measured on an annual basis. Achieving each Key Benchmark that cuts across all the strategies will require working together in an unprecedented way on the strategies in the six interdependent Foundations: Economic Development, Education, Quality of Life, Infrastructure, Government, and Private Sector Leadership. There will be Strategy Benchmarks developed by Vision Partners that will be measured on an annual basis. Each year, the benchmarks will measure 1) when we are successful and can celebrate, or 2) when we fall short of the benchmarks and the Vision Partners need to review, revise, and refocus their Action Steps to accomplish the strategies.

1. Per Capita Income – Reduce the gap between Paulding County and the Atlanta MSA as a percent of the US by at least 1% per year beginning in 2004.(** see footnote)

2. Business Investment and Jobs - increase business investment and jobs to reduce the pressure on residential taxes. Increase the percent of Ad Valorem taxes collected from businesses by 0.75% per year.

3. Workforce Out-Commuting - Reduce the percent of residents who commute outside the County to work each day. Measure by the annual reduction of 1.0% of “Net Imported Earnings as a percent of Residents Earnings from Work”

4. Education - improved education for all ages is essential to be successful in the first three Key Benchmarks. Measurements in alignment with the rest of the Strategic Plan are to be determined by the Benchmark Team, Education Foundation Team and Education Vision Partners beginning in April 2004.

** Jobs and earnings data is from US Department of Commerce, Bureau of Economic Analysis- May 2002 REIS data series. Employment and earnings data is for all jobs including 2nd or 3rd jobs, and military, and is located by place of work.  Per Capita Income is by place of residence. This employment definition is broad and includes wage and salary workers, farm workers, proprietors, private household employees and miscellaneous workers.  Because of the broad definition and place of work counting, the number of jobs is frequently larger than other employment data series. Population data is for July 1 of each year. Employment and income data are averages for the year.