City of Raceland

Dustin Burchett is the administrator of the city of Raceland, Kentucky. As an administrator, he oversees all activities in the city. These include both community development and infrastructure development. He emphasizes the importance of communication, accountability and partnership.

Starting Without a Playbook

I was honored to serve as Raceland’s first City Administrator, giving me the opportunity to establish the role while helping shape the city’s future. From the outset, I had the chance to build the role around Raceland’s needs. In a small municipality, that means carrying a broad range of responsibilities.

I oversee multiple departments, including fire, police, water, sewer, roads, economic development and tourism. Early in the role, I learned that effective municipal leadership depends on clear communication, transparency and strong partnerships. Working closely with neighboring municipalities, agencies and state and federal leaders opened access to resources Raceland had not previously been able to secure, helping advance the city’s priorities.

That same collaborative approach guides my leadership within the organization. I empower department heads to make informed decisions while serving as the link between daily operations and elected leadership. This helps ensure policy decisions are carried out clearly, consistently and with accountability.

Advancing Operations and Infrastructure

Our departments have changed significantly over the past several years, strengthening accountability and public trust. The city’s water system secured more than USD 600,000 in grant funding, enabling us to replace aging water and sewer lines and modernize operations with radio-read meter technology. We replaced outdated systems that had limited efficiency and accountability, improving service delivery across the city.

Through our partnership with the Kentucky Rural Water Association, we also launched an apprenticeship program that enables employees to earn professional certifications while continuing to work. Investing in our workforce has been just as important as investing in infrastructure.

Emergency medical services have also evolved. After a period of contracted coverage, the city partnered with the county to establish a countywide ambulance service, improving regional coordination. During this time, Raceland also purchased its first brand-new fully equipped fire truck, while the police department experienced major growth, including a complete station renovation. Around the city, one can observe these investments in improved utilities, public safety equipment and the newly renovated community center, along with the area’s first splash pad, indicating how the money raised from the public is being reinvested in the community.

Planning Growth with Community Focus

Community partnerships have remained central to our long-term strategy. Working closely with neighboring cities, the county and the area development district has helped shape many of our priorities.

In a smaller city, effective leadership depends on clear communication, transparency and strong partnerships.

With City Hall located across from the park, revitalizing that space quickly became a priority. Grant funding allowed us to build the splash pad, which has become a focal point for the community. The project attracted new visitors, strengthened community partnerships and contributed to economic activity, including the opening of a nearby restaurant. Our partnership with the local school district has also grown, with students regularly visiting the park during the spring and fall. Even our fire engines carry the school district’s orange-and-black colors, reflecting the close relationship between the city and its schools.

Our long-term planning also extends beyond recreation. The city’s first five-year strategic plan helped guide priorities across economic development and infrastructure. Park improvements created momentum for economic development, while utility extensions have supported new construction, including a medical center scheduled to open in early September. Supporting projects like these requires close collaboration with businesses and community partners from recruitment through completion.

Effective prioritization depends on disciplined planning, identifying the right partners and building public support through transparency. City council meetings provide an opportunity to explain projects, answer questions and ensure residents understand the city’s long-term direction, whether the work involves replacing utility lines, paving roads, removing vacant structures or upgrading playground equipment. These partnerships have strengthened public trust while expanding what the city can provide.

Operational Discipline and Resource Optimization

In a smaller city, a city administrator must remain closely connected to every department while maintaining the vision established by elected officials. Public access also remains essential. An open-door policy, dependable office hours and easy access by phone and email help strengthen community engagement. We have also expanded communication through social media and free services such as the NIXLE alert system, making it easier for residents to stay informed.

Availability is especially important when communities rely on outside partnerships. We regularly review mutual aid agreements and work closely with state and federal partners to ensure support is available when needed.

To address staffing limitations, we participate in a workrelease program coordinated through the Greenup County jailer. Approved participants assist city and utility crews with mowing, litter collection and other labor-intensive work. The program provides practical support while strengthening cooperation with county government.

Looking back, I would have devoted even more attention early on to developing outside resources and relationships. I am grateful for the progress we made during the city’s first five-year strategic plan. One of the biggest lessons from those first years was learning how to navigate the systems and partnerships that make funding opportunities possible.

For leaders serving smaller communities, success depends on communication, creativity, thinking beyond conventional solutions and strong relationships. Building partnerships with neighboring cities, county officials and leaders at every level of government creates opportunities that benefit both the community and the people leading it. My experience has reinforced the value of collaboration, trusted peer networks and a shared commitment to moving communities forward together. At its core, municipal leadership is about creating opportunities, strengthening communities and leaving them better than you found them.