HomeMy WebLinkAboutFY2021 Budget Book
City of Paducah
Annual Budget
Fiscal Year 2021
TABLE OF CONTENTS
INTRODUCTION
How to Read This Document
City Manager’s Budget Message
Budget Ordinance
City Mission & Core Beliefs
Directory
Staff Organizational Chart
Budgeted Depart. Staffing Summary
Financial Accounting Structure
FINANCIAL/OPERATIONAL
GENERAL FUND ........................... 1
Gen. Fund Stmt. of Rev. & Exp. ........2
Gen. Fund Stmt. of Rev. by Source ...3
Administration ................................4
Finance ..........................................9
Information Technology ...................12
Customer Experience .......................14
Planning .........................................17
Police .............................................22
Fire ................................................26
Engineering & Public Works .............30
Public Works ...................................32
Parks and Recreation .......................34
Human Rights .................................38
Engineering / Floodwall ...................39
Human Resources ...........................41
Other General Fund ........................43
OTHER GOVERNMENTAL FUNDS ...... 44
Municipal Aid Program Fund .............45
Investment Fund .............................46
CDBG .............................................47
911 Communications Services Fund ..48
Court Awards Fund .........................53
Debt Service Fund ...........................54
Capital Improvements Fund .............56
Bond Fund ......................................58
Rental Property Fund.......................59
Radio Fund .....................................60
ENTERPRISE FUNDS ..................... 61
Solid Waste Fund ............................62
Transient Boat Dock ........................65
Civic Center Fund ............................66
Section 8 ........................................67
INTERNAL SERVICE FUNDS ............ 69
Fleet Maintenance Fund ...................70
Fleet Lease Trust Fund ....................72
Insurance Fund ...............................73
Health Insurance Fund ....................74
FIDUCIARY FUNDS ....................... 75
AEPF ..............................................76
PFPF ..............................................77
STATISTICAL & SUPPLEMENTAL
INFORMATION ............................ 78
APPENDICES
The Budget Process ........................96
Employee Budget Census .................97
Outstanding Debt ............................100
Contract Funding Recommendations .101
Fleet Acquisition Plan ......................102
Glossary .........................................103
HOW TO READ THIS DOCUMENT
Welcome
Welcome to the published City of Paducah budget for the fiscal year beginning July 1, 2020 and
ending June 30, 2021. Not only is this budget a financial plan from which you can learn about
the City’s finances, the FY2021 Budget Document has also been designed as an operations
guide which gives you information pertaining to the production and performance of individual
City department operations and staffing levels.
Budget Format
The document is divided into four major sections: Introduction, Financial/Operational, Statistical
& Supplemental Information, and Appendices.
The Introduction contains the City Manager’s letter which is addressed to the Mayor and City
Commissioners and explains the major policies and issues which impacted the development of
the City’s 2021 Fiscal Year Budget. This section also contains the City’s mission statement and
core beliefs, the official ordinance adopting the 2021 Budget, and the City’s Organization and
Staffing Chart.
The Financial/Operational section describes various aspects of the City’s organization. This
information is grouped first by fund and then by department. Like most local governments, the
City of Paducah uses the fund method of accounting. Simply stated, a fund is a unit of the City
which tracks the application of various public resources. For example, the Radio Fund is
established to keep track of the use of the City’s 800MHz radio system. Most people are
particularly interested in the General Fund which is comprised of most of the City’s operations
such as Police, Fire, and Parks. Financial statements, including the adopted 2021 Budget, are
presented for every fund. The statements show the fund’s financial condition over a number of
years. Each fund statement begins with the actual audited amounts for the 2018 and 2019
fiscal years. The revised column reflects year to date amounts in the 2020 fiscal year. Finally,
the adopted column reflects the 2021 fiscal year proposed budgeted amounts. Within each fund
there are departments which further describe a component of the City’s organization. Each
department is presented with its mission statement, a history of staffing for the department
and/or fund, the department’s accomplishments from FY2020, goals for the 2021 fiscal year,
and a table detailing its specific budget numbers.
The Statistical & Supplemental Information section provides the history of and the statistical
information about the City of Paducah.
Finally, various appendices are presented towards the end of the document which more fully
describe the budget process.
CITY MANAGER’S BUDGET MESSAGE - FY2021
Mayor Harless and the honorable Board of Commissioners:
The preparation and compilation of the City Manager’s Adopted Budget began in January 2020
despite the nontraditional working arrangements necessitated by the Coronavirus Pandemic.
Even with the unique teleworking dynamics and the medically related economic recession, I am
pleased to report that Team Paducah successfully met all scheduling requirements and was able
to put forth a balanced budget for FY21. This adopted budget meets all of our financial
obligations for FY21 and still includes an adequate financial reserve, while continuing to align
our fiscal resources with the City’s Strategic Plan.
The budget process employed by the City this year was like the process employed last year,
with one striking difference. The budget meetings were completed remotely. The Finance Team
met virtually with each departmental leadership team to go over their requests. At that time, we
were in the beginning stages of the medically related recession and the departmental
submissions did not reflect the necessity to minimize their requests. The Finance Team and the
City Manager’s Office met virtually several times in the days thereafter to strategize on the
potential impact and duration of the recession. These sessions focused on the potential impact
the recession may have on the 4th Fiscal Quarter of 2020 as well as the entirety of Fiscal Year
2021. Once we determined conservative fiscal assumptions, the City Manager’s Office and the
Finance Team were better positioned to provide guidance to each department concerning their
submissions for FY21. In the following weeks the City Manager’s Office and Finance Team met
virtually with each department to review their requests. The Theme of this year’s budget
meetings and for this year’s budget is “Budget in Place.” The Finance Team and the City
Manager’s Office driven by our organizational value of “Fiscal Responsibility” worked
collaboratively with each department to keep this year’s budget as close to last year’s budget as
possible, while still striving to be “action oriented” in the provision of our core services. After
these meetings concluded the City Manager’s Office and Finance Team met with members of
the Board of Commissioners to discuss the proposed budget and then we conducted a virtual
budget workshop where the details of the budget where shared and public input was
requested.
FY20 was truly a year of challenges and opportunities for Paducah. Team Paducah leaned upon
our core organization values “Solution Driven” and “Every Person Matters” as we fully embraced
each one of them. We began this fiscal year with a flurry of customer service related activity
through the creation of the Customer Experience Department and by launching the New Day
Initiative. The City made progress toward the construction of a new indoor recreation and
aquatic facility by engaging a designer to design the facility and through the issuance of
$20,000,000 in bonds to construct the facility in Bob Noble Park. In February, the City
encountered an Informational Technology Incident that temporarily impaired our effectiveness,
and then in March City operations experienced more challenges presented by the Global
Pandemic. Through those same times we were watching the rising waters of the Ohio River as
we came fearfully close to the installation of the floodgates for an unprecedented third year in a
row year and the City and the community was rocked by racially charged emotions associated
with the abuse of police powers in Minneapolis Minnesota. As this Fiscal Year wraps up we are
still in the throws of the global pandemic, the medical related recession, and a local contested
political primary where three current office holders out of five are not seeking re-election in
their current capacity.
In FY20 we continued to restructure our operations in order “To be the best City in the World.”
We separated the Engineering and Public Works Department back to the Public Works
Department and the Engineering Department and moved Right-of-Way Maintenance Services
back to Public Works from Parks and Recreation. Special Events was also moved into Parks and
Recreation instead of splitting this responsibility between Parks and Recreation with Planning.
Another subtle, yet effective move was moving the responsibility of mowing City lots to Fire
Prevention from Planning. The Grants Administrator position was also relocated from Finance to
the City Manager’s Office. These changes were made to ramp up our effectiveness as we strive
to improve customer experience throughout the organization and effectively complete capital
projects.
The City continues to enhance our community through parks and recreation initiatives. We
completed the 4th Phase of the Greenway Trail and the 5th Phase is currently under
construction. The improvements to the Pat & Jim Brockenborough Rotary Health Park were
completed and the Master Plan was presented and adopted. A site was selected for the indoor
recreation and aquatic facility referred to as the wellness center and the design process is
currently underway. Bonds have been sold for this facility and construction may be able to
begin in the spring of 2021.
We also continue to improve our infrastructure through capital improvement projects in FY21.
We continued to make progress on our U.S. Army Corp of Engineers Flood Wall Rehabilitation
Project, completed the reconstruction of streets, sidewalks, curbs, and gutters along South 6th
Street, South 9th Street, and Walter Jetton Boulevard, renovated the interior of City Hall, and
began the design of bridge replacements on 24th Street and Buckner Lane.
Advancing our technology continues to be a key priority for the City of Paducah. The City
successfully implemented Tyler Technologies New World Computer Aided Dispatch and 911
software in FY20. Our team continues to implement the Tyler Technologies MUNIS Enterprise
Resource Planning software and began the implementation of ENERGOV in an effort to improve
the customer’s experience in the various City permitting processes this fiscal year.
Team Paducah is looking forward to another productive year in FY21 through the projects and
purchases we have planned for the fiscal year. Here is a snapshot of what the annual budget
for FY21 includes:
The adopted FY21 budget is $79,260,285 (not including interfund transfers), which is a 28%
increase from FY20. The increase is directly related to the $20,000,000 Bond Issue associated
with the indoor recreation and aquatic facility. The General Fund is $34,452,260. This is a 1.5%
increase over the FY20 budget. The adopted FY21 Budget also meets all of the City’s annual
debt obligations. In FY21 the City’s annual debt service is $3,968,945.
The City continues to work through the vision of the Mayor and Board of Commissioners
through the Strategic Plan that was originally adopted in 2018. The plan is reviewed and
modified annually in January of each year to insure the plan is continually aligned with the
vision of the elected officials. The Board conducted a Retreat again this year, but due to the
Pandemic the Board has not ratified the amendments to the plan. That is scheduled for July
14th, when the Board can resume meeting in person for the first time since March. The new
plan continues to incorporate several strategic action steps for Team Paducah to accomplish
referred to as W.I.N. (What’s Important Now) Initiatives. The following initiatives have been
considered during the construction of this budget to insure we have financial capacity to
accomplish these critical tasks:
Key Performance
Indicator
Action
Item
Code
Action Item
Empower Upward Economic
Mobility
E-1 Conduct business retention visits throughout the
city and assist businesses with growth and
development
Empower Upward Economic
Mobility
E-2 Successful implementation of the TIF district
through the State
Empower Upward Economic
Mobility
E-3 90 % of downtown buildings occupied
Empower Upward Economic
Mobility
E-4 Entire stretch of the riverfront will be
redeveloped to attract tourists, encourage
business investment, and mixed use
development
Empower Upward Economic
Mobility
E-5 Great participation from all demographics within
the City.
Maintain Thoughtful &
Modern Infrastructure
I-1 Continue to expand the Greenway Trail Corridor
throughout the City
Maintain Thoughtful &
Modern Infrastructure
I-2 Continue implementation of the USACE/City of
Paducah $32m Local Flood Protection Project
(LFPP) Restoration
Maintain Thoughtful &
Modern Infrastructure
I-3 Stormwater utility maintenance and mitigation
Develop Healthy &
Sustainable Neighborhoods
N-1 Encourage, incentivize, and/or support more
housing options throughout the City
Develop Healthy &
Sustainable Neighborhoods
N-2 Engage and empower neighborhoods to thrive
Recreation & Wellbeing R-1 Plan, design and construct a sports plex and
indoor recreation aquatic facility
Recreation & Wellbeing R-2 Support the Sports Commission in their pursuit
of the long term development, design,
construction, operation, maintenance, sales and
marketing of tournament worthy sports facilities
Recreation & Wellbeing R-3 Evaluate and combine outdoor concerts and
block party
Public Safety P-1 Adopt and implement alternative 911 revenue
source through a partnership with the County
and upgrade the countywide system
Public Safety P-1 Adopt and implement alternative 911 revenue
source through a partnership with the County
and upgrade the countywide system
Open, Smart & Engaged
Government O-1 Implement Measures to Recruit & Retain Quality
City Employees
Creative Industries C-1 Fully appoint and support a Creative and Cultural
Council
Celebrate a Diverse
Community
D - 1 Develop intentional inclusion efforts throughout
our organization
In addition to the W.I.N initiatives, the adopted FY21 Budget includes other capital projects and
purchases. Several of the projects and some of the purchases that began in FY20 will continue
into FY21. Here is a list of some major projects and purchases that are planned to occur in
FY21:
• Perkins Creek Bridge construction
• Noble Park Peck Addition Nature
Area
• Police in-car camera replacement
• Continued implementation of the
Tyler Technologies Munis ERP and
Energov
• Purchase of Fire Engine 4
• 25th Street Reconstruction
• Compost Yard and Facility
Improvements
I want to thank the Mayor and Board of Commissioners for their guidance in determining the
priorities of the community through the budget process. I also thank the Leadership Team and
staff for their hard work in developing the FY21 budget under difficult circumstances. Finally, I
offer a special thanks to Finance Director Jonathan Perkins, Controller Audra Herndon, Assistant
City Manager Michelle Smolen and the talented finance team for their efforts. The creation of
this budget was truly a memorable experience.
VISION, MISSION AND VALUES
Vision Statement
Paducah is a city where people strive to reach their full potential through lifelong learning,
healthy lifestyle, creativity, culture, and compassion for one another.
Mission Statement
The City of Paducah is mission-drive and values based. Our mission is “To Be the Best City in
the World”.
Organizational Values
There are six organizational values guiding the City’s actions.
➢ Solution-Driven: We believe in proactively working together to discover innovative
solutions that meet our current and future needs.
➢ Customer Experience: We believe in providing excellent service delivery for both our
internal and external customers through a welcoming and respectful environment.
➢ Every Person Matters: We believe that every member of Team Paducah is critically
important as we strive to accomplish our mission, and every person that chooses to live,
work, and play in our City matters.
➢ Action-Oriented: We believe Paducah leads through responsiveness, positive forward
momentum, and a thirst to always improve.
➢ Fiscal Responsibility: We believe in the prudent stewardship of public funds.
➢ Personal Accountability: We believe in holding each other accountable to insure our
core values are intentionally fulfilled as we strive to carry out our mission.
DIRECTORY
MAYOR
Brandi Harless
BOARD OF COMMISSIONERS
Richard Abraham – Mayor Pro-Tem
Gerald Watkins
Sandra Wilson
Brenda McElroy
City Manager ................................................................................................. James Arndt
Finance Director ............................................................................... Jonathan Perkins, CPA
City Clerk ................................................................................................... Lindsay Parish
Information Technology Director .................................................................. Stephen Chino
Planning Director ...................................................................................... Tammara Tracy
Police Chief ..................................................................................................... Brian Laird
Fire Chief ......................................................................................................... Steve Kyle
Public Works Director ..................................................................................... Chris Yarber
Parks and Recreation Director .................................................................... Mark Thompson
City Engineer ................................................................................................ Rick Murphy
Human Resources Director ........................................................................... Stefanie Suazo
Public Information Officer .............................................................................. Pam Spencer
ORGANIZATIONAL CHART
CITIZENS OF PADUCAH
Mayor and Commissioners
Advisory Boards
and
Committees
City Manager /
Administration
Finance
Department
City Clerk /
Customer
Experience
Parks and
Recreation
Fire
Department
Police
Planning
Engineering /
Floodwall
Information
Systems
Human Resources /
Risk Management
E911 Public Works
BUDGETED DEPARTMENTAL
STAFFING SUMMARY
All positions shown are full-time equivalent (FTE) and are for Fiscal Years.
2018 2019 2020 2021
General Fund
Administration1 12.0 12.0 10.0 11.0
Finance 11.0 11.0 12.0 11.0
Information Technology 5.0 6.0 4.0 4.0
Clerk / Cust. Exp.2 0 0 5.0 5.0
Planning 8.0 9.0 7.0 7.0
Police 87.0 87.0 87.0 87.0
Fire 77.0 76.0 74.0 75.0
Engineering/
Public Works4 44.3 44.3 44.25 0
Public Works4 0 0 0 38.0
Parks and Recreation 27.0 27.0 27.7 25.7
Engineering4 0 0 0 11.0
Human Resources 3.0 3.0 3.0 4.0
Total General Fund 274.3 275.3 273.95 278.7
Solid Waste Fund
Solid Waste 26.2 26.2 25.25 25.5
Fleet Maint. Fund
Fleet Maintenance 6.5 6.5 6.5 6.5
E911 Fund
E911 22.0 22.0 23.0 23.0
Section 8 Fund
Section 83 3.0 3.0 1.0 1.0
Transient Boat Dock
Fund
Boat Dock 0 0 0.3 0.3
TOTAL ALL FUNDS 332.0 333.0 330.0 335.0
1Includes (5) elected officials
2Clerk / Customer Experience Department created FY2020 with positions from Administration,
Planning, and Fire
3Section 8 became a stand-alone fund during FY2018
4Engineering/Public Works split into separate departments during FY2020
FINANCIAL ACCOUNTING STRUCTURE
The accounts of the City of Paducah are
organized and operated by separating the
City’s distinct functions into funds. A fund is
an accounting entity with a self-balancing
set of accounts that records all financial
transactions for government functions. Fund
accounting separates funds according to
their purpose and is used to meet certain
accounting, legal, and contractual
provisions. Funds are classified into the
following categories: Governmental,
Proprietary, and Fiduciary. Each
classification may be further divided into
separate fund types:
Governmental Funds
Governmental funds are used to account for
most of the City’s general activities. They
are budgeted based on the modified accrual
basis of accounting, which means revenues
are recorded when available and
measurable, and expenditures are recorded
when the services or goods are received
and the liabilities are incurred. Debt Service
Funds and Capital Project Funds account for
the activity by which they are named, debt
service and capital projects, respectively.
Special revenue funds account for money
that must be used for a specific purpose.
For example, all revenue and expenditures
related to the City’s Municipal Aid Program
(MAP) are accounted for in the MAP Fund.
Finally, the General Fund is used to account
for receipts and payments that do not
belong to another fund. This is often
referred to as the “Operating Fund.”
Proprietary Funds
Proprietary Funds account for operations
that function similar to a private commercial
operation, in which services are financed
through user charges, and expenditures
include the full cost of operations.
Accounting records for the City’s proprietary
funds are maintained on an accrual basis;
that is, the effects of financial transactions,
events, and circumstances are recognized in
the period(s) in which they occur regardless
of when the cash is received or paid. The
City maintains two types of proprietary
funds. Enterprise Funds account for
operations that are financed and operated
in a manner similar to private business.
The “customers” of these operations are
primarily external. Internal Service Funds
account for operations that serve other
funds or departments within the
government on a cost-reimbursement basis.
The “customers” of these operations are
internal, within the government itself.
Fiduciary Funds
Fiduciary Funds are used to account for
assets held in trust by the City for the
benefit of individuals or other entities. The
City’s fiduciary funds are made up of the
City’s two pension funds: the Appointive
Employee Pension Fund (AEPF) and the
Police and Fire Pension Fund (PFPF). These
funds are accounted for on the accrual basis
of accounting.
Governmental Funds
General Fund Debt Service Fund
Special Revenue Funds
Municipal Aid Program Fund Investment Fund
CDBG Fund E911 Fund
Court Awards Fund Rental Property Fund
Radio Fund
Capital Project Funds
Capital Projects Fund Bond Fund
Fiduciary Funds
AEPF PFPF
Other Trust Funds
Proprietary Funds
Internal Service Funds
Fleet Maintenance Fund Fleet Trust Fund
Insurance Fund Health Insurance Fund
Enterprise Funds
Solid Waste Fund Civic Center Fund
Transient Boat Dock Fund Section 8 Fund
FINANCIAL ACCOUNTING STRUCTURE
1
GOVERNMENTAL FUNDS
GENERAL FUND
Governmental funds are used to account for resources
traditionally associated with government which are not required
legally or by sound financial management to be accounted for in
another fund. All City Departments that do not operate with an
earmarked source of revenue are budgeted in the General Fund.
These departments include: Administration, Finance, Information
Technology, City Clerk/Customer Experience, Planning, Police,
Fire, Engineering/Floodwall, Public Works, Parks and Recreation,
Human Rights, and Human Resources. The General Fund is the
largest fund within the City of Paducah; the majority of the
budget can be found within the General Fund.
2
GENERAL FUND STATEMENT OF REVENUE AND EXPENDITURES
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenues
Fines $89,286 $83,185 $78,000 $73,500
Grants $736,655 $1,182,351 $820,000 $843,000
Interest Income $317,752 $498,814 $385,000 $157,000
Charges for Service $698,191 $671,617 $721,590 $721,525
Other Fees $112,833 $89,742 $34,500 $54,500
Licenses $25,162,031 $25,162,460 $25,558,880 $23,043,000
Permits & Fees $485,100 $525,318 $514,000 $523,000
Property Rent $413,688 $417,943 $419,135 $428,000
Taxes $7,212,282 $7,390,284 $7,143,000 $7,292,000
Recreation Fees $128,517 $128,230 $118,000 $117,000
Sales $28,577 $59,965 $18,200 $23,300
Interfund Transfers $677,862 $809,822 $1,101,315 $1,042,755
Total Revenues $36,062,774 $37,019,731 $36,911,620 $34,318,580
Expenditures
Administration $1,948,437 $1,642,920 $1,866,360 $1,979,910
Finance $1,085,917 $1,117,134 $1,173,215 $1,140,305
Information Technology $619,545 $538,698 $592,025 $705,020
Clerk/Customer Experience 0 0 $418,495 $429,745
Planning $725,527 684,893 $690,398 $618,350
Police 9,477,814 9,715,875 $10,091,120 $10,801,375
Fire $8,483,917 $8,613,248 $9,134,800 $9,313,245
Engineering/Public Works $5,335,127 $5,711,780 $5,636,220 0
Public Works 0 0 0 $4,247,210
Parks and Recreation $3,129,032 $3,255,263 $3,538,140 $3,296,955
Cable Authority $111,091 $106,415 $106,050 $88,570
Human Rights $33,662 $16,406 $17,025 $17,025
Engineering / Floodwall 0 0 0 $1,458,290
Human Resources $387,141 $347,869 $354,890 $356,360
Audit Adjustments $320,075 $324,073 0 0
Interfund Transfers $2,091,878 $3,637,502 $4,618,113 $1,436,105
Total Expenditures $33,749,163 $35,712,078 $38,236,851 $35,888,465
3
GENERAL FUND STATEMENT OF REVENUES BY SOURCE
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Fines
Warrant Service Fee $25,070 $28,433 $24,000 $25,000
Nuisance Violations $40,939 $32,196 $35,000 $36,000
Other Fines $23,277 $22,556 $19,000 $12,500
Grants
State Incentive – Police $356,987 $364,093 $410,000 $415,000
State Incentive – Fire $342,616 $339,954 $380,000 $398,000
Other Grants $37,052 $478,304 $30,000 $30,000
Interest Income $317,752 $498,814 $385,000 $157,000
Charges for Service
Tax Collection Fee – PJC 0 0 0 $7,500
Tax Collection Fee – School $195,017 $200,643 $200,000 $195,000
Overhead (Admin) Charges $300,200 $284,700 $311,280 $315,000
Other Charges for Service $202,974 $186,274 $210,310 $204,025
Licenses & Permits
Payroll Tax $15,884,267 $16,349,044 $16,620,000 $14,400,000
Insurance Tax $4,592,834 $4,486,038 $4,400,000 $4,800,000
Business License $4,631,352 $4,367,410 $4,590,000 $3,800,000
ABC License $157,760 $157,720 $145,000 $157,000
License Penalties $263,210 $201,650 $210,000 $215,000
Revenue sharing with County ($367,392) ($399,402) ($406,120) ($329,000)
Permits & Fees
KY Telecommunication Tax $275,354 $282,095 $280,000 $284,000
Building & Electrical $173,116 $211,235 $200,000 $205,000
Other Permits & Fees $36,630 $31,988 $34,000 $34,000
Property Rent & Sales
Forest Hills Lease $378,024 $378,906 $384,135 $392,000
Other Property Rent & Sales $35,664 $39,037 $35,000 $36,000
Taxes
Real Current Year $4,459,449 $4,693,362 $4,875,000 $5,030,000
Personal Current Year $661,312 $630,307 $620,000 $635,000
Vehicle Tax County $746,963 $770,092 $725,000 $790,000
PJC Tax Collection $330,584 $324,026 0 0
Local Bank Deposit Tax $290,262 $321,242 $322,000 $355,000
PILT – Paducah Power $248,771 $250,663 $249,000 $255,000
Annexation Rebates ($32,442) ($36,965) ($37,000) ($57,000)
Other Taxes $507,383 $437,557 $389,000 $284,000
Recreation Fees $128,517 $128,230 $118,000 $117,000
Sales $28,577 $59,965 $18,200 $23,300
Other Fees $112,833 $89,743 $34,500 $54,500
Interfund Transfers $677,862 $809,822 $1,101,315 $1,042,755
Total Revenues $36,062,774 $37,019,731 $36,911,620 $34,318,580
4
ADMINISTRATION
Department Mission:
The Administration Department consists of the Board of Commissioners and the City Manager’s
Office. The Department operates under the City’s mission statement, which is “To Be the Best
City in the World.” There are six organizational values guiding the department:
➢ Solution-Driven: We believe in proactively working together to discover innovative
solutions that meet our current and future needs.
➢ Customer Experience: We believe in providing excellent service delivery for both our
internal and external customers through a welcoming and respectful environment.
➢ Every Person Matters: We believe that every member of Team Paducah is critically
important as we strive to accomplish our mission, and every person that chooses to live,
work, and play in our City matters.
➢ Action-Oriented: We believe Paducah leads through responsiveness, positive forward
momentum, and a thirst to always improve.
➢ Fiscal Responsibility: We believe in the prudent stewardship of public funds.
➢ Personal Accountability: We believe in holding each other accountable to insure our
core values are intentionally fulfilled as we strive to carry out our mission.
Board of Commissioners:
Paducah operates under a City Manager form of government. Citizens elect four, non-partisan
Commissioners and a Mayor to serve on the Board of Commissioners, with the Board appointing
the City Manager to carry out the Board’s policies. The Mayor may vote on all matters brought
before the Board and may introduce legislation and policy review. The Mayor presides as the
Chair of the Board of Commissioners’ meetings and is the ceremonial head of City government
representing the City in the community and with associated government agencies.
City Manager’s Office:
The City Manager is a professional appointed by the
Paducah Board of Commissioners and serves as Chief
Administrative Officer (CAO) of the city. The City
Manager’s Office works as a team to assist the Board
in formulating goals, objectives, policies, budgets,
and programs in addition to translating policy and
visionary ideas into tangible results through the day-
to-day supervision of the city departments.
Additionally, the office oversees the preparation of
the annual operating budget, strategic plan, and
capital improvement plan.
The communication function and grants
administration also reside in the City Manager’s
Office. The Public Information Officer serves the community by providing accurate and timely
communications through news releases and other engagement tools, by managing the content
on the City’s website and social media accounts, and by producing programming on the City’s
public access channel, Government 11. The Grants Administrator works with Team Paducah in
their efforts to apply for and successfully administer federal, state, and private grants.
5
Staffing Summary: Administration
1City Clerk division moved to Clerk / Customer Experience Department FY2020
2Grants Administrator position moved from Finance during FY2020
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Mayor & Commissioners
Mayor 1.0 1.0 1.0 1.0
Commissioner 4.0 4.0 4.0 4.0
City Manager
City Manager AA 1.0 1.0 1.0 1.0
Assist. to City Manager P 1.0 1.0 0.0 0.0
Assist. City Manager Z 0.0 0.0 1.0 1.0
Public Information Officer P 1.0 1.0 1.0 1.0
Business Systems Analyst P 0.0 0.0 1.0 1.0
Grants Administrator2 L 0.0 0.0 0.0 1.0
Administrative Assist. III D 1.0 1.0 1.0 1.0
City Clerk1
City Clerk P 1.0 1.0 0.0 0.0
Executive Assistant II I 1.0 1.0 0.0 0.0
Legal
Corporate Counsel 1.0 1.0 0.0 0.0
TOTAL 12.0 12.0 10.0 11.0
6
FY 2020 Accomplishments:
➢ Held an annual retreat with the Board of
Commissioners to renew alignment and
attunement on the What’s Important
Now (WIN) initiatives on the Strategic
Plan action items and created What’s
Important Later (WIL) initiatives.
➢ Completed monthly reports for WIN
activities and biannual reports for all
action items in the Our Paducah
Strategic Plan. Oversaw and managed
the strategic communications related to
the action items.
➢ Launched a competitive local grant in aid
program.
➢ Moved the Grants Administrator position
into the City Manager’s Office.
➢ Finalized negotiations with Comcast for
10-year franchise agreement and
updated Chapter 22 of Paducah Code of
Ordinances (Cable Communications).
➢ Continued emphasis on community
education and outreach regarding city
initiatives and services by hosting
Leadership Paducah, service club
presentations, Meet the Team events,
and Our Paducah 101 at McCracken
County Public Library.
➢ Continued utilization of the Middle
Management Team for Organizational
wide challenges.
➢ Held our annual Leadership Team
retreat with a focus on the continued
use of Strengths Finder.
➢ Continued to emphasize Team Paducah
and the importance of working together
to be the best city in the world.
➢ Successfully negotiated 3-year collective
bargaining agreements with the Police
FOP and the Fire IAFF.
➢ Managed through the COVID19
Pandemic Crisis. Focused on providing a
continuity of service for our residents
and crisis communications.
➢ Collaborated with the Leadership Team
to re-organize the structure of the
organization to meet the Board of
Commissioner’s goals, including the New
Day Initiative and the creation of the
Customer Experience Department,
separating Engineering and Public
Works departments, and onboarding the
Business Development Specialist
position.
➢ Managing the response,
internal/external communications and
working with the Leadership Team on
continuity of services during the IT
security incidents. Also implemented
new measures to prevent future IT
security incidents.
➢ Continue effort to modernize city
services through the upgrade of the
Munis software, implementation of
Munis property tax modules and
transition to Energov for the codes and
permitting services.
7
FY2021 Goals:
➢ Adopt, implement, and begin
reporting process of Our Paducah
Strategic Plan from the Board of
Commissioners’ retreat.
➢ Conduct a Board of Commissioners
Retreat to incorporate new member
vision in to our Strategic Planning
initiatives.
➢ Conduct a New Member Board of
Commissioners orientation process to
assist the newly elected officials with
their roles.
➢ Continue to build a sense of team
within Team Paducah through all-
team meetings and Team Member
Appreciation events.
➢ Conduct a Leadership Team Retreat
with a continued focus on team
strengths.
➢ Oversee the final decision and
beginning stages of construction on
the indoor recreation and aquatic
facility.
➢ Partner with the County on a
sustainable funding plan to support
the radio portion of our PSAP.
➢ Focus on departmental safety
standards, with a goal of decreasing
the City’s Worker’s Compensation
mod factor.
➢ Focus on beautifying our downtown
corridor and local parks.
➢ Focus on fully staffing Team Paducah
and develop a workplace reputation
as a preferred employer within our
three-state region.
➢ Continue to raise the bar when it
comes to our Customer Experience.
Be known as customer friendly and a
pleasure to do business with.
➢ Continue effort to modernize city
services through the go-live of the
Enterprise Resource Planning
Software Project’s Munis property tax
modules, credit card payments and
Energov’s codes and permitting
modules.
8
Department Budget Summary: Administration
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $1,065,554 $908,219 $840,565 $867,935
Contractual Services $485,848 $359,210 $644,835 $1,025,445
Commodities $98,537 $107,744 $90,960 $86,530
Contributions $292,700 $267,747 $290,000 0
Capital Outlay $5,797 0 0 0
Total Dept. Budget $1,948,436 $1,642,920 $1,866,360 $1,979,910
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Mayor & Commiss.
Personal Services $178,522 $181,264 $180,500 $205,985
Contractual Services $1,782 $1,314 $1,255 $1,295
Commodities $19,968 $27,553 $25,660 $51,160
City Manager
Personal Services $707,301 $521,957 $660,065 $661,950
Contractual Services $16,257 $14,136 $9,415 $136,225
Commodities $41,980 $40,011 $37,000 $33,370
Capital Outlay 0 0 0 0
City Clerk1
Personal Services $153,027 $177,664 0 0
Contractual Services $13,269 $9,580 0 0
Commodities $16,460 $19,518 0 0
Capital Outlay $5,797 0 0 0
Corporate Counsel
Personal Services $26,704 $27,334 0 0
Contractual Services $253,628 $127,541 $185,310 $171,090
Commodities $1,220 $1,753 $3,500 $2,000
Other2
Contractual Services $200,912 $206,639 $448,855 $716,835
Contributions $292,700 $267,747 $290,000 0
Commodities $18,909 $18,909 $24,800 0
Total Dept. Budget $1,948,436 $1,642,920 $1,866,360 $1,979,910
1 City Clerk division moved to Customer Experience Department FY2020
2 Other includes Non-Departmental, Memberships & Contingency, and Civic Beautification
divisions of Administration
9
FINANCE
Department Mission:
Our Mission is to serve the public to the best of our ability, to make sound fiscal decisions, to
maintain accurate and timely accounting records, to provide information and support, and to
accomplish our goals with a sense of pride and a spirit of cooperation. The Finance Department
consists of three divisions: Administration, Accounting & Budget, and Revenue.
Administration:
Administration oversees the general operation, which includes, but is not limited to: budget
preparation, accounting/payroll, debt management, budget monitoring, revenue collection
operations, business license/payroll taxes, cash/investments management, and technical
assistance to other City departments, governmental agencies, and outside agencies.
Accounting & Budget:
The Accounting and Budget Division is responsible for preparing financial reports, including
monthly financial statements, Investment Fund scorecards, the annual budget, and the
Comprehensive Annual Financial Report (CAFR). This division processes bi-weekly payroll for all
employees and prepares all manner of payroll-related reports, along with processing all
purchase requisitions entered by departments, issuing over 6,000 vendor payments a year.
Revenue:
The Revenue Division is responsible for the billing and collection of property tax bills, business
licenses, payroll taxes, municipal insurance premium taxes, and all other miscellaneous revenue
received from all sources. This division works closely with other departments for business
licensing compliance, and coordinates collection efforts with legal staff to collect delinquent
accounts.
Staffing Summary: Finance
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Director of Finance Z 1.0 1.0 1.0 1.0
Executive Assistant I F 1.0 1.0 1.0 1.0
Accounting & Budget
Controller T 1.0 1.0 1.0 1.0
Accountant J 3.0 3.0 3.0 3.0
Grants Administrator1 L 0.0 0.0 1.0 0.0
Revenue
Revenue Manager S 1.0 1.0 1.0 1.0
Revenue Auditor J 1.0 1.0 1.0 1.0
Revenue Technician II D 0.0 0.0 1.0 0.0
Revenue Technician C 1.0 1.0 2.0 3.0
Account Clerk B 2.0 2.0 0.0 0.0
TOTAL 11.0 11.0 12.0 11.0
1Grants Administrator position moved to Administration during FY2020
10
FY2020 Accomplishments:
➢ Updated the General fund’s 5-year revenue/expenditure trend projections
➢ Applied for the 28th consecutive GFOA Certificate of Achievement for Excellence in
Financial Reporting for the FY2019 CAFR
➢ Coordinated foreclosure actions for numerous delinquent property tax accounts
➢ Utilized social media in an effort to detect business licensing non-compliance
➢ Maintained the City’s bond rating
➢ Prepared the FY2021 budget
FY2021 Goals:
➢ Continue to monitor opportunities to refinance debt issues when possible
➢ Continue to update the City’s 5-year Capital Improvement Plan
➢ Refine the General Fund’s 5-year projection tool for revenues and expenditures
➢ Produce CAFR worthy of receiving the GFOA Certificate for Achievement
➢ Refine ERP software Phase 1 – Accounting, Budget, Purchasing
➢ Refine ERP software replacement Phase 2- Business Licenses and General Billing
➢ Implement ERP software Phase 4 – Property Taxes
➢ Continue to streamline the look and evaluate the functionality of the City of Paducah
Budget document
➢ Maintain the City’s bond rating
➢ Continue developing methods, processes, procedures, and partnerships in an effort to
attain 100% business license and payroll tax compliance
➢ Continue to work closely with our property tax billing vendor to fine-tune and expand the
billing system
➢ Continue efforts to collect delinquent accounts, including but not limited to: property
taxes, business licenses, and payroll taxes
11
Department Budget Summary: Finance
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $879,367 $899,881 $964,015 $933,440
Contractual Services $137,776 $143,819 $123,680 $126,845
Commodities $68,774 $68,029 $85,520 $80,020
Capital Outlay 0 $5,405 0 0
Total Dept. Budget $1,055,547 $1,088,804 $1,147,815 $1,114,705
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Personal Services $260,067 $269,229 $287,435 $250,185
Contractual Services $2,863 $3,026 $3,215 $3,265
Commodities $9,162 $7,147 $9,795 $11,200
Capital Outlay 0 $5,405 0 0
Accounting & Budget
Personal Services $297,224 $337,888 $338,275 $342,540
Contractual Services $62,399 $60,652 $48,720 $50,445
Commodities $21,572 $18,337 $24,705 $19,295
Revenue
Personal Services $322,076 $292,764 $338,305 $340,715
Contractual Services $72,515 $80,141 $71,745 $73,135
Commodities $38,041 $42,545 $51,020 $49,525
Total Dept. Budget $1,085,919 $1,117,134 $1,173,215 $1,140,305
PVA
Audit
Computer
Software
Maintenance
Other
Contractual
Services
Other
Commodities
$80,020
39%
$50,000
24%
$25,600
12%
$37,355
18%
$13,890
7%
Finance FY2021 Contractual
Services & Commodities
Total Budget $206,865
12
INFORMATION TECHNOLOGY
Department Mission:
The mission of the City of Paducah Information Technology (IT) Department is to provide
quality, cost-effective IT services while advancing the use of technology in city government to
increase excellence in operational efficiency and responsiveness. The Information Technology
Department’s mission is accomplished by providing professional and technical services in:
➢ Network and telecommunication infrastructure;
➢ Application software deployment, training, and support;
➢ Geospatial data, information, analysis, and solutions.
The Information Technology department consists of two divisions: IT Network Administration
and Geographic Information Systems (GIS).
IT Network Administration:
Information Technology administers and maintains the City network operations center providing
voice and data communications and network resources to all City departments, E911, and the
Joint Sewer Agency. Paducah’s voice and data network reaches over 20 locations throughout the
City interconnected via Paducah Power’s high-speed fiber optic network. The IT department
administers and maintains a wireless mobile network for Paducah Police and Fire Departments as
well as hardware, software, and network infrastructure for E911 operations.
Geographic Information Systems:
The GIS division is responsible for the administration and maintenance of the City’s geographic
information systems and plays the lead role in the continued operation of the McCracken and
Paducah GIS Consortium (MAP~GIS). This division overseas all GIS software and hardware
upgrades, new data acquisition, web publishing, and mobile app development along with
maintenance and updates to existing geospatial data. Support and training is provided for all City
departments using GIS. This division provides contractual GIS services to McCracken County,
E911, and the Joint Sewer Agency. Technical assistance is also shared with Paducah Power and
Paducah Water.
Staffing Summary: Information Technology
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Director Information Tech U 1.0 1.0 1.0 1.0
Network Administrator P 1.0 1.0 1.0 1.0
Help Desk Technician H 1.0 1.0 1.0 1.0
GIS Manager P 1.0 1.0 0.0 0.0
GIS Specialist P 1.0 1.0 1.0 1.0
Software Technician P 0.0 1.0 0.0 0.0
TOTAL 5.0 6.0 4.0 4.0
13
FY2020 Accomplishments:
➢ Continued implementation process of ERP software replacing the City’s current SunGard
computer software. Implementation will be phased over 7 years and will include a
comprehensive process review;
➢ Completed implementation and configuration of Tyler New World CAD/911 software and
hardware in concert with Emergency Communication Service Department;
➢ Replaced numerous servers and installed new backend hardware and software following
a ransomware attack, restored most services in less than a month;
➢ Provided McCracken County with GIS services related to future land use planning, zoning,
voter districts, addressing, emergency siren locations and parcel records maintenance;
➢ Contracted with Systems Solutions of Paducah to provide a new comprehensive security
system in a phased approach beginning with City Hall;
➢ Mobilized most of the city work force to work remotely during the COVID-19 pandemic
and also provided virtual commission meetings so that business could continue with little
interruption;
➢ Continued to maintain Public Wi-Fi in City Hall for citizen and employee use.
FY2021 Goals:
➢ Organizational Support & Advancement: Enhance service delivery by supporting the use
of technology in city government;
➢ Continue to upgrade end-of-life servers and hardware to minimize security weak points;
➢ GIS: Continue to educate internal and external customers on the opportunities to utilize
GIS data and analysis.
Department Budget Summary: Information Technology
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $476,073 $365,190 $383,550 $395,585
Contractual Services $85,364 $101,058 $141,085 $232,355
Commodities $38,826 $40,392 $40,870 $40,630
Capital Outlay $19,282 $32,058 $26,520 $36,450
Total Dept. Budget $619,545 $538,698 $592,025 $705,020
14
CITY CLERK AND CUSTOMER EXPERIENCE
Department Mission:
The mission of the City Clerk and Customer Experience Department is to revolutionize Paducah
by placing citizens at the center of every decision. We accomplish this mission by creating
accessible information, fostering empathy, improving communication, and supporting each
citizen’s journey.
➢ Accessible Information
We believe that interacting with government should not be complicated. It should be
straight-forward and understandable. Our department is in charge of ensuring that the
ordinances and municipal orders passed by the City Commission are accurate,
understandable and accessible to the public.
➢ Fostering Empathy
We know that the best cities are compassionate cities. The City Clerk and Customer
Experience Department makes empathy a driving force in process design and in each
interaction with citizens and businesses.
➢ Open Communication
We recognize that open communication and transparency in government are key to
building community trust. From open records requests and open commission meetings
to open conversations and clear processes, we are striving to be open with how we
communicate with the public.
➢ Supporting Journeys
We understand that each person in our community is unique, with their own passions,
needs and abilities. It’s our job to make sure each person knows that they matter to us
by mapping their journeys, understanding their needs and implementing the right
technologies to meet and exceed expectations.
➢ Citizens at the Center
We believe the purpose of government is to create better lives for the citizens we serve.
By understanding our citizens, their journeys and experiences, we can actively improve
quality of life and trust in local government.
15
Department Divisions:
City Clerk:
As the official custodian of records for the City, the City Clerk with the help of the Assistant City
Clerk, prepares, maintains and safeguards the official City records. The Clerk’s office is in
charge of preparing ordinances, municipal orders, minutes, and agendas for the Board of
Commissioners while ensuring everything is easily accessible to the public. The Clerk’s office
also assists the City Manager with applications for alcohol licenses for the City of Paducah and
assists the Mayor with appointments to city boards and commissions.
Customer Experience:
The Customer Experience Department is in charge of assisting citizens and businesses with
navigating city government, acting as liaisons and advocates. Customer Experience
Representatives schedule kick-start meetings for building projects, ensure that applications for
permits are routed to the appropriate department, handle general inquiries and complaints, and
solicit and maintain feedback data. We are in charge of making recommendations for continual
improvements to internal processes and customer experiences.
Staffing Summary: Customer Experience
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
City Clerk / Director of Customer Exp. U 0.0 0.0 1.0 1.0
Exec. Assist. II / Assist. City Clerk I 0.0 0.0 1.0 1.0
Cust. Exp. Representative E 0.0 0.0 3.0 3.0
TOTAL 0.0 0.0 5.0 5.0
16
FY2020 Accomplishments:
➢ Created the Customer Experience Department
➢ Implemented OpenCounter Zoning and Business Portals
➢ Implemented the PowerArt Utility Box Art Program
➢ Hosted 2 Art Exhibits in City Hall including the Makings of a Master Kentucky Folk Art
Exhibit
➢ Hosted the first Shift Workshop for creative entrepreneurs
➢ Implemented and hosted over 22 Kick-start Meetings
➢ Created and Implemented a Wellness Check Call Program to support citizens during the
COVID-19 Pandemic
➢ Created the Paducah Creative & Cultural Council
➢ Applied for the Kentucky Department of Libraries & Archives Grant for digitization of City
Clerk Ordinances & Municipal Orders
FY2021 Goals:
➢ Fully implement Tyler 311 for citizen inquiries
➢ Publish a City of Paducah Guide to Permitting & Licensing
➢ Receive & implement grant funding for record digitization
➢ Support ongoing efforts of the Paducah Creative & Cultural Council
➢ Continue to support local businesses by hosting Kick-Start Meetings
➢ Secure NEA grant funding to host workshops for creative entrepreneurs
Department Budget Summary: Customer Experience
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services 0 0 $373,465 $376,125
Contractual Services 0 0 $15,320 $30,800
Commodities 0 0 $29,710 $22,820
Total Dept. Budget 0 0 $418,495 $429,745
17
PLANNING
Department Mission
The Department of Planning exists to
➢ Guide the land use, planning, and development process in
the City of Paducah
➢ Ensure the orderly and efficient use and reuse of land now
and for the future
➢ Maximize the health, safety, and economic well-being for
all residents
➢ Facilitate the creation of quality spaces that enhance the
quality of life for Paducahans
The department consists of professionals who work to provide
the highest quality of service possible in the areas of land use
and development, long-range planning, housing, and community
and economic development.
Responsibilities
The foundational guide for a fulfilling the department’s mission is
the Comprehensive Plan for the City of Paducah; that Plan ideally
is inclusive, transparent, unbiased and reflects the comprehensive
values of the entire community and protects the public interest.
The Comprehensive Plan can be implemented in a variety of
ways. The most common tool to implement the Comprehensive
Plan is through the zoning ordinance. One of the chief
responsibilities of the department includes reviewing site plans
and plats for compliance and providing staff review and support
for the land use decision-making bodies, specifically, the Planning
Commission, the Board of Adjustment, and the Historical and
Architectural Review Commission (HARC). The department must
also tend to the ordinance’s update needs.
The Comprehensive Plan can also be implemented through the
City’s annexation activities, strategic projects, and focused
programs.
One such strategic project is the riverfront development. A
critical tool is a tax increment financing (TIF) district for the
Paducah Riverfront and Downtown Area. To facilitate the
necessary investment for the TIF, Weyland Ventures is partnering
with the City to explore riverfront development, such as a hotel.
These steps are implementing the strategies outlined in the
Renaissance Area Master Plan (RAMP), as amended.
18
A completely new and very unique economic development driver arrived in the form of
Opportunity Zones (OZ). To maximize the potential private investment encouraged by this tax-
relief tool, the department has strategically packaged and is marketing projects in the OZ to
aggregate the benefit and guide investment where it can be most useful and fulfill the
Comprehensive Plan.
The Main Street program is another focused program implementing a keystone objective of
the Comprehensive Plan: continued revitalization of downtown. As a staff member, the Principal
Planner serves as the Main Street Director, recruiting business and linking partner associations,
downtown stakeholders, and the Main Street Advisory Board. The Main Street Board of
Directors, a board of five citizens, has the responsibility of assisting with the Main Street
accreditation process and coordinating with staff in executing strategies of the Four-point Main
Street approach.
Staff is also responsible for promoting and administering the downtown incentive programs:
façade grants, new business grants, roof stabilization grants, tax moratorium program, and the
upper story residential grant program.
The Department also provides support to other boards, committees, and commissions: Civic
Beautification Board, Tree Advisory Board, Main Street committees (3), Demolition Control
Board, Urban Renewal and Community Development Agency (URCDA).
19
Staffing Summary: Planning
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Director of Planning V 1.0 1.0 1.0 1.0
Executive Assistant I F 1.0 1.0 1.0 1.0
Admin. Assistant II C 1.0 1.0 0.0 0.0
Planning
Planner I L 1.0 1.0 0.0 0.0
Planner II M 1.0 0.0 0.0 0.0
Grants Administrator L 1.0 1.0 0.0 0.0
Community Dev. Planner M 1.0 1.0 0.0 0.0
Downtown Dev. Specialist M 1.0 1.0 0.0 0.0
Arts & Culture Coordinator H 0.0 1.0 0.0 0.0
Planning Project Manager P 0.0 1.0 0.0 0.0
Business Dev. Specialist M 0.0 0.0 1.0 1.0
Principal Planner P 0.0 0.0 1.0 1.0
Senior Planner M 0.0 0.0 1.0 1.0
Associate Planner L 0.0 0.0 1.0 1.0
Neighborhood Planner H 0.0 0.0 1.0 1.0
TOTAL 8.0 9.0 7.0 7.0
FY2020 Accomplishments:
➢ Staff reviewed numerous applications for hearing:
✓ 81 applications to the Planning Commission (4% increase)
✓ 15 applications to the BOA (66% increase)
✓ 30 applications to the HARC (3% increase)
✓ 1 annexation
➢ Kick Start meeting participation by at least one staff person (depending on
request)
➢ Economic Development efforts:
✓ Tax Increment Financing (TIF) application approved by KDFA in the Kentucky Cabinet
for Economic Development, established in cooperation with the McCracken County
Fiscal Court
✓ City Block due diligence efforts conducted: Geotechnical Analysis, Parking Study and
public open house, Appraisals
✓ BUILD grant awarded for $10.2M to redevelopment riverfront
✓ Opportunity Zone prospectus finalized and distributed
✓ Business Development Specialist hired
✓ Business Retention meetings (one-on-one) held with 75 unique businesses (pre-
COVID)
✓ Small Business Development Guide developed & distributed providing meaningful
resources and guidance
20
➢ Downtown Incentives:
✓ 4 Upper story grants approved, creating 7 new housing units. $100,240 in public funds
awarded. Leverages $691,000 in private investment.
✓ 7 New Business Grants approved creating 49 new full-time jobs. $86,250 in public
funds awarded. Leverages $755,171 in private investment.
➢ 9 Façade Grants approved. $7,103 in public funds awarded.
Leverages $15,208 in private investment.
➢ 4 Roof Stabilization Projects. $99,000 in public funds awarded.
Leverages $196,192 in private investment. TN River Line project
engaged citizens to rediscover the river and generate potential
ways to interact with the river
➢ 18 Property Transfers
➢ Neighborhoods
✓ Created Remington subdivision, 8-lot subdivision at 14th
and Harrison Streets, upon which Midtown Alliance of
Neighbors will be constructing homes for low-to-mod
income households
✓ 22 Neighborhood Walks; surveys conducted at all
✓ Started creation of Neighborhood Profiles as first step in
Needs Assessment using survey data, permit data, crime
data
✓ During COVID, shifted to Exisitng Land Use & Building
Condition Survey using customized GIS app
➢ COVID-19 Pandemic Response
✓ Crafted 11-question survey, distributed on all city’s digital
platforms plus Paducah Area Chamber of Commerce
distributed to ascertain impact; 356 responses received;
data informed City assistance strategy
✓ Created Small Business Relief Grant ($2,000 per biz) for
Paducah small businesses partnering with WKCTC
Workforce Development; over 300 applications received
and 75 grants awarded in less than 2 weeks
✓ Small Business Relief Fund created with Community
Foundation for a matching grant; 50 grants awarded 3
weeks later
✓ Daily / Weekly Email sent to over 200 businesses with
legitimate information and links about executive orders,
safety precautions, financial grants & programs; Staff
verifies sources and information screening for scams
✓ Created training and educational materials to enable
businesses to successfully pivot and modify their business
model elevating their business online and/or facilitate
curbside service
21
Department Budget Summary: Planning
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $582,822 $558,706 $593,888 $542,735
Contractual Services $62,568 $41,189 $32,530 $22,400
Commodities $80,137 $80,671 $63,890 $50,215
Capital Outlay 0 $4,327 0 $3,000
Total Dept. Budget $725,527 $684,893 $690,398 $618,350
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Personal Services $254,361 $260,354 $214,720 $213,795
Contractual Services $8,147 $9,545 $8,840 $10,900
Commodities $14,016 $34,369 $15,685 $6,655
Capital Outlay 0 $4,327 0 3,000
Planning
Personal Services $328,461 $298,352 $379,168 $328,940
Contractual Services $54,421 $31,645 $23,690 $11,500
Commodities $66,121 $46,301 $48,295 $43,560
Total Dept. Budget $725,527 $684,893 $690,398 $618,350
22
POLICE
Department Mission:
The Paducah Police Department is
committed to the prevention of crime, the
protection of the lives, property, and rights
of all citizens and the improvement of the
quality of life for all members of our
community. We will provide quality police
services, ethically, fairly, and equally in
partnership with the members of our
community. The Police Department consists
of 3 divisions: Administration, Operations,
and Support Services.
Administration:
The Administration division oversees the day-
to-day operations of the Police Department. It
is comprised of the Chief of Police and his
assistant; the Office of Professional
Standards; Training; and Community
Resources. This division is responsible for
budget, personnel, accreditation, internal
affairs, policy review, and all departmental
training. It also includes the Community
Resource Officer (CRO) position, designed to
be a liaison between the department and the
community’s schools, groups, and
organizations. The CRO also is responsible for
the department’s Citizens’ Police Academy, Jr.
CPA, Coffee with a Cop, and Neighborhood
Watch programs.
Operations:
The Operations division often is referred to
as the “backbone” of the police department.
It is the most visible of the three divisions
with uniformed officers patrolling the streets
in marked police cruisers. These officers
annually answer tens of thousands of calls
for service and perform preliminary
investigations of all criminal activity. They
strive each day to have positive, proactive
interaction with members of our
community. They conduct proactive
patrols, investigate suspicious activity,
enforce traffic laws, and investigate
thousands of traffic crashes each year.
Within this division are several specialized
units: three K9 teams; Special Weapons and
Tactics (SWAT) Team; Crisis Negotiation
Team; Bomb Squad; Collision
Reconstruction Team; Bike Patrol; and
DARE instructor.
Support Services:
The Support Services Division is the
investigative and record-keeping arm of the
police department. It is made up of three
units: General Investigations, Drug
Enforcement, and Records and Evidence.
General Investigations Unit detectives
conduct in-depth investigations of major
crimes – from forgery and fraud to
computer crimes to arson and murder. The
detectives of the Drug Unit focus on illegal
drug activity, including both street drugs
and prescription drugs, and “vice” activities,
such as prostitution and human trafficking.
The Records and Evidence Unit maintains all
the department’s records, including crime
and vehicle collision reports, and logs and
maintains the integrity of hundreds of
pieces of evidence each month.
23
Staffing Summary: Police
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Police Chief Z 1.0 1.0 1.0 1.0
Captain Q 1.0 1.0 1.0 1.0
Sergeant P 1.0 0.0 0.0 0.0
Police Officer J 2.0 2.0 2.0 2.0
Executive Assistant II I 1.0 1.0 1.0 1.0
Operations (Patrol)
Assistant Chief S 1.0 1.0 1.0 1.0
Captain Q 4.0 4.0 4.0 4.0
Sergeant P 6.0 9.0 7.0 7.0
Police Officer J 48.0 47.0 49.0 50.0
Support Services
(Investigations)
Assistant Chief S 1.0 1.0 1.0 1.0
Captain Q 1.0 1.0 1.0 1.0
Sergeant P 2.0 2.0 2.0 2.0
Police Officer J 10.0 9.0 9.0 8.0
Record Division Manager K 1.0 1.0 1.0 1.0
Records Clerk III E 1.0 1.0 1.0 1.0
Records Clerk II E 0.0 0.0 0.0 1.0
Records Clerk I C 3.0 3.0 3.0 2.0
Crime Analyst K 1.0 1.0 1.0 1.0
Crime Analyst II P 0.0 0.0 0.0 0.0
Evidence Technician II F 1.0 1.0 1.0 1.0
Evidence Technician I C 1.0 1.0 1.0 1.0
TOTAL 87.0 87.0 87.0 87.0
FY2020 Accomplishments:
➢ The number of major crimes and collisions dropped significantly due, in part, to the
novel coronavirus that swept the country, closing businesses and forcing many citizens
to stay at home.
➢ There were no major injuries to personnel.
➢ Officer William Hendrickson was named Employee of the Year for 2019. He was
recognized for his calm demeanor and strong work ethic, evidenced by the fact that he
received the 2019 Governor’s Impaired Driving Award, recorded 1,391 calls for service,
479 traffic stops and a total of 213 citations.
➢ Forty employees and 13 citizens were honored at the annual Awards Ceremony for their
work in 2019.
➢ In partnership with the Police Foundation of Paducah/McCracken County, the Police
Department obtained a $110,000 virtual training simulator, designed to help officers
train on de-escalation and use of force, at no cost to the City.
➢ Troy Turner was promoted to captain and Matthew Scheer, Steven Thompson and Jason
Hicks were promoted to sergeant. Four officers and one civilian employee retired.
24
➢ Although still below the mandated level, the department maintained its staffing level by
hiring six new officers, two of whom were academy-certified officers with experience
working at other law enforcement agencies.
➢ Det. Nathan Jaimet completed more than 400 hours of training and was certified as a
Polygraph Examiner in Kentucky. He performed 29 criminal polygraphs and 75 pre-
employment polygraphs for the Paducah Police Department and other state and local
agencies.
➢ A 10-hour shift model was implemented and has been highly successful, decreasing the
department’s overtime costs and reducing response time to calls for service.
➢ We continued our department’s focus on being involved in the community, along with
engaging our citizens and visitors to help prevent crime.
➢ We continued with the advancement of the department’s technology capabilities.
➢ We continued digital forensic investigations on cell phones and other digital media with
more than 280 examinations, assisting 11 state, local and federal agencies.
FY2021 Goals:
➢ Operational Efficiency: Continue the success of the 10-hour shift model, and finalize
assessment of current geographical zone boundaries to identify more efficient ways to
deploy resources.
➢ Crime and Collision Reduction: We will continue using a problem-oriented approach to
address crime problems. A collision reduction plan is being created to help reduce the
number of vehicle collisions, focusing on education, enforcement and engineering.
➢ Community Engagement: We have applied for and received a grant to create a School
Resource Officer program, and are working on implementation. We will continue
operating under a community policing philosophy and increase our daily interactions
with community members. Increased involvement within the City school system will be
a priority.
➢ Personnel: We are seeking ways to increase the overall health and wellness of our
personnel, while continuing to focus on the development of their knowledge, skill, and
abilities by providing quality training. Retention and recruitment will remain of high
priority in the effort to achieve full staffing.
➢ Technology: We will complete replacement of the current in-car camera system in
FY2021. We will expand our usage of social media and continue utilizing technology to
improve the efficiency of the department.
25
Department Budget Summary: Police
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $7,728,348 $8,018,303 $8,435,775 $9,114,165
Contractual Services $427,770 $406,675 $457,975 $471,835
Commodities $1,261,331 $1,287,598 $1,197,370 $1,215,375
Capital Outlay $60,364 $3,300 0 0
Total Dept. Budget $$9,477,813 $9,715,876 $10,091,120 $10,801,375
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Personal Services $589,086 $606,957 $606,540 $624,650
Contractual Services $294,865 $300,645 $329,875 $336,145
Commodities $373,979 $390,274 $267,435 $293,395
Operations (Patrol)
Personal Services $5,485,247 $5,598,875 $5,920,155 $6,570,025
Contractual Services $83,885 $66,457 $80,525 $85,505
Commodities $740,281 $726,389 $727,445 $736,200
Capital Outlay $52,277 0 0 0
Support Services
(Investigations)
Personal Services $1,654,014 $1,812,471 $1,909,080 $1,919,490
Contractual Services $49,021 $39,574 $47,575 $50,185
Commodities $147,071 $170,934 $202,490 $185,780
Capital Outlay $8,087 $3,300 0 0
Total Dept. Budget $9,477,813 $9,715,876 $10,091,120 $10,801,375
26
FIRE
Department Mission:
The Fire Department’s Mission is comprised of 3 goals:
Educate to Prevent
Harm
Education and prevention
are the focal points of the
Paducah Fire Department.
We develop and provide
programs and services that
promote safety, and
actively educate the public
in Fire Safety and
Prevention.
Protect
We strive to have a safe
environment for our
personnel and the people
within our community. We
accomplish this through
prompt delivery of
emergency services and by
providing a safe
environment in which to
visit, work, and live.
Be Kind and Helpful
We show that we care
about our lives and the
lives of others by
conducting ourselves in a
courteous and professional
manner.
The Fire Department
consists of 4 divisions:
Administration:
Administration is responsible for general management of all divisions of the Fire Department.
Suppression:
The Suppression Division operates 5 fire stations that cover more than 21 square miles in the
City of Paducah. The stations possess 5 engine companies, 2 aerial companies, and 2 rescue
units for the purpose of responding to fire emergencies and for rescue assistance.
Prevention:
The Prevention Division is responsible for city-wide fire prevention in the form of the fire safety
program, the construction program, the code enforcement program, fire investigation, and public
education. The fire safety program is carried out by the Fire Marshal section which conducts fire
prevention inspections using the Kentucky Fire Prevention Code annually on residential, assembly,
education, business, mercantile, storage, factory and industrial, high hazard, and utility and
miscellaneous type use groups. The Fire Marshal’s office also offers discussions, demonstrations on
fire safety, and education that is free of charge to all legitimate civic organizations, businesses,
schools, churches, and healthcare facilities. The new construction program is carried out by the
construction section that ensures that building and electrical work done within the city complies
with codes, laws, and regulations mandated by the State. Not only are building plans reviewed for
compliance with codes, but inspections are also made at predetermined stages of construction.
Inspectors advise and confer with contractors and/or property owners before and during
construction to help ensure compliance. The code enforcement program is carried out by the code
enforcement section that enforces all applicable laws, rules, and regulations in order to provide a
healthy, clean, and pleasant environment for the citizens of Paducah.
Training:
Firefighters have more than 300 hours of continued education each year. The Training Officer
coordinates education in the areas of EMS, firefighter skills, hazmat, pump operations, and others.
These education requirements ensure that the level of competency of the members of the Fire
Department is the highest achievable, and maximize the resources of personnel and equipment
available to best protect and serve the citizens of the City.
27
Staffing Summary: Fire
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Fire Chief X 1.0 1.0 1.0 1.0
Dep. Fire Chief Fire Prevention T 1.0 1.0 1.0 1.0
Deputy Fire Chief Operations T 1.0 1.0 1.0 1.0
Executive Assistant I F 1.0 1.0 1.0 0.0
Suppression
Dep. Fire Chief Operations T 0.0 0.0 0.0 0.0
Fire Assistant Chief P 3.0 3.0 3.0 3.0
Captain I 15.0 15.0 15.0 15.0
Lieutenant H 15.0 15.0 15.0 15.0
Firefighter* E 28.0 27.0 29.0 29.0
Prevention
Dep. Fire Marshall I J 1.0 1.0 1.0 1.0
Dep. Fire Marshall II L 1.0 1.0 0.0 0.0
Dep. Fire Marshall III M 0.0 0.0 1.0 1.0
Chief Building Inspector N 1.0 1.0 1.0 1.0
Dep. Building Inspector I L 1.0 1.0 1.0 1.0
Chief Electrical Inspector M 1.0 1.0 1.0 1.0
Dep. Electrical Inspector II L 1.0 1.0 1.0 1.0
Permit Technician E 1.0 1.0 0.0 1.0
Code Enforcement Officer G 3.0 3.0 3.0 3.0
Code Enforcement Assist. C 0.0 0.0 0.0 0.0
Executive Assistant I F 1.0 1.0 1.0 1.0
Training
Battalion Chief/Training Officer N 1.0 1.0 1.0 1.0
TOTAL 77.0 76.0 77.0 77.0
*Including 2 authorized positions not budgeted
28
FY2020 Accomplishments:
➢ Continued the regional education class for building and electrical;
➢ CY2019 – Responded to 3409 incidents;
➢ Initiated 34 foreclosures;
➢ Demolished 38 structures;
➢ CY2019 – 1056 permits issued for $62.5 million valuation;
➢ CY2019 – 1813 inspections for building and electrical;
➢ CY2019 – 893 inspections for fire marshals;
➢ CY2019 – 6109 inspections for code enforcement;
➢ CY2019- 72 consultations;
➢ Trained 15 new recruits;
➢ CY2019 – Trained 10,755 man-hours;
➢ Continued implementation support for Munis and initiated our phase
➢ Completed and Implemented 911 upgrade support
➢ New Physical Fitness Testing Program Implemented
➢ New platform truck Received
➢ Continued updates to SOP’s
FY2021 Goals:
➢ Implement and go-live Energov and MobileEyes
➢ Continue foreclosure and demolition actions
➢ Maintain inspection certifications and inspection schedules
➢ Complete annual recertification’s and updates for training
➢ Strive to maintain 2-week plan review time
➢ Continue to maintain high training standards to serve Paducah
➢ Continue to be active in local, regional, and state response teams
➢ Continue to be active in regional meetings for code enforcement consistency
➢ Community Outreach Programs—Smoke Detector Programs, Men Who Cook, MDA Fill the
Boot, Breast Cancer Awareness, United Way Firehouse Chili, Car Seat Program, Courtesy
Surveys, Iron Mom Support, Dragon Boat Race Support, Firehouse Tours, Operation
Warm—Coats for Kids, Kids Christmas, Fire Safety House, Lunch Program, BBQ on the
River, Big Brown Truck Pull, Parade Support, Quilt Show Support, Citizens Academy,
Firefighter for A Day, Fountain Avenue Fall Festival, 9/11 Memorial Stair Climb in Nashville,
Fill the Fire Truck School Supplies
29
Department Budget Summary: Fire
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $7,209,564 $7,367,664 $7,794,290 $7,972,290
Contractual Services $276,646 $331,886 $359,700 $419,595
Commodities $763,086 $749,803 $808,365 $787,360
Capital Outlay $234,622 $163,895 $172,445 $134,000
Total Dept. Budget $8,483,918 $8,613,248 $9,134,800 $9,313,245
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Personal Services $532,033 $506,762 $490,835 $478,625
Contractual Services $26,204 $25,955 $24,710 $43,965
Commodities $54,652 $51,898 $74,510 $61,765
Suppression
Personal Services $5,807,783 $5,920,506 $6,360,625 $6,564,150
Contractual Services $95,026 $94,957 $98,380 $103,585
Commodities $586,014 $580,592 $623,530 $603,655
Capital Outlay $234,622 $163,895 $161,715 $134,000
Prevention
Personal Services $768,229 $833,868 $826,365 $812,250
Contractual Services $153,235 $207,754 $233,250 $268,435
Commodities $71,225 $67,694 $73,330 $65,945
Capital Outlay 0 0 $10,730 0
Training
Personal Services $101,519 $106,527 $116,465 $117,265
Contractual Services $2,181 $3,220 $3,360 $3,610
Commodities $51,195 $49,620 $36,995 $55,995
Total Dept. Budget $8,483,918 $8,613,248 $9,134,800 $9,313,245
30
ENGINEERING/PUBLIC WORKS
Department Mission:
Engineering and Public Works have been combined for budgetary purposes for several years.
During FY2020, the decision was made to separate them into Engineering / Floodwall and Public
Works (Facility Maintenance, Solid Waste, Fleet Maintenance, and Streets). This page remains
in this book for historical purposes only.
Staffing Summary: Engineering/Public Works
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Engineering Services
City Engineer & Pub. Wks Director* Z 0.8 0.8 0.75 0
Assistant City Engineer T 0.0 0.0 1.0 0
Storm Water & Drain. Engineer R 1.0 1.0 0.0 0
Engineering Project Manager N 1.0 1.0 1.0 0
Engineering Technician J 1.0 1.0 1.0 0
Executive Assistant I F 1.0 1.0 1.0 0
Administrative Assistant III* D 0.5 0.5 0.5 0
Floodwall Operations
EPW Floodwall Superintendent N 1.0 1.0 1.0 0
Floodwall Operator F 4.0 4.0 4.0 0
Streets (Maintenance & Lighting)
Assistant EPW Director* T 0.25 0.25 0.25 0
EPW Street Superintendent N 1.0 1.0 1.0 0
EPW Street Supervisor L 2.0 2.0 2.0 0
Equipment Operator E 3.0 3.0 3.0 0
Concrete Finisher E 2.0 2.0 2.0 0
Right-of-way Maintenance C 13.0 13.0 13.0 0
Facility Maintenance
Assistant EPW Director* T 0.25 0.25 0.25 0
EPW Fleet/Maintenance Superint. O 0.5 0.5 0.5 0
EPW Maintenance Supervisor L 1.0 1.0 1.0 0
Laborer C 5.0 5.0 5.0 0
Traffic Technician E 1.0 1.0 1.0 0
Master Electrician L 0.0 0.0 0.0 0
Journeyman Electrician I 1.0 1.0 1.0 0
Maintenance Technician E 4.0 4.0 4.0 0
TOTAL 44.3 44.3 44.25 0
*Position split between funds in EPW (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
31
Budget Summary: Engineering/Public Works
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $3,023,968 $3,265,501 $3,254,970 0
Contractual Services $225,366 $213,213 $216,185 0
Commodities $2,078,304 $2,233,066 $2,165,065 0
Capital Outlay $7,489 0 0 0
Total Dept. Budget $5,335,127 $5,711,780 $5,636,220 0
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Engineering Services
Personal Services $475,448 $468,093 $538,005 0
Contractual Services $30,404 $8,145 $18,265 0
Commodities $29,875 $21,199 $32,210 0
Capital Outlay $1,666 0 0 0
Floodwall Operations
Personal Services $548,094 $755,301 $524,745 0
Contractual Services $27,298 $30,553 $43,000 0
Commodities $327,585 $413,831 $289,555 0
Streets (Main. & Light.)
Personal Services $1,207,658 $1,252,824 $1,354,535 0
Contractual Services $132,416 $136,102 $114,845 0
Commodities $1,408,151 $1,499,813 $1,512,120 0
Capital Outlay $5,824 0 0 0
Facility Maintenance
Personal Services $792,768 $789,283 $837,685 0
Contractual Services $35,248 $38,413 $40,075 0
Commodities $312,692 $298,223 $331,180 0
Total Dept. Budget $5,335,127 $5,711,780 $5,636,220 0
32
PUBLIC WORKS
Department Mission:
It is our mission to provide effective and efficient maintenance and support services for all
citizens of Paducah. We strive to use cost effective resources to deliver quality solid waste
services and maintain streets, city facilities, and the City’s entire vehicle & equipment fleet.
Streets:
The Street Maintenance division is responsible for the maintenance of approximately 446 lane
miles of city roadways in addition to right-of-ways, sidewalks, alleys, curbs and gutters,
independent storm sewer facilities, the landscaping of downtown and landscaped areas outside
of city parks. Street Maintenance maintains more than 3,000 traffic signs and 6,000 storm
inlets. This division as requested assist the Engineering Department with work associated with
all City street restoration and rehabilitation coupled with Municipal Aid Program. Although lights
are occasionally added to existing roadways, the majority of new lights come from new
developments.
Facility Maintenance:
Facility Maintenance is responsible for the maintenance and care of 30 buildings (20 City
employee occupied, 10 leased facilities), 12 City owned/operated traffic signals. This division
provides support staff to the Parks Department for parks facilities including pools, shelters,
playground equipment, and the skate park. Additionally, Facility Maintenance Division provides
custodial services of City-owned facilities and downtown bathrooms, maintains the aesthetics of
decorative lighting systems on various City properties.
Staffing Summary: Public Works
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Streets (Maintenance & Lighting)
Public Works Director* Z 0.0 0.0 0.0 0.25
Assistant EPW Director* T 0.0 0.0 0.0 0.25
Administrative Assistant III* D 0.0 0.0 0.0 0.25
Street Superintendent N 0.0 0.0 0.0 1.0
Street Supervisor L 0.0 0.0 0.0 2.0
Landscape Supervisor L 0.0 0.0 0.0 1.0
Equipment Operator E 0.0 0.0 0.0 3.0
Concrete Finisher E 0.0 0.0 0.0 2.0
Right-of-way Maintenance C 0.0 0.0 0.0 13.0
Laborer C 0.0 0.0 0.0 2.0
Facility Maintenance
Public Works Director* Z 0.0 0.0 0.0 0.25
Assistant EPW Director* T 0.0 0.0 0.0 0.25
Administrative Assistant III* D 0.0 0.0 0.0 0.25
EPW Fleet/Maintenance Superint. O 0.0 0.0 0.0 0.50
Maintenance Supervisor L 0.0 0.0 0.0 1.0
Laborer C 0.0 0.0 0.0 5.0
33
Traffic Technician E 0.0 0.0 0.0 1.0
Master Electrician L 0.0 0.0 0.0 1.0
Journeyman Electrician I 0.0 0.0 0.0 0.0
Maintenance Technician E 0.0 0.0 0.0 5.0
TOTAL 0.0 0 0 38.00
*Position split between funds in Public Works (Street, Maintenance, and Solid Waste)
Budget Summary: Public Works
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services 0 0 0 $2,290,370
Contractual Services 0 0 0 $144,900
Commodities 0 0 0 $1,809,940
Capital Outlay 0 0 0 $2,000
Total Dept. Budget 0 0 0 $4,247,210
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Streets (Main. & Light.)
Personal Services 0 0 0 1,547,735
Contractual Services 0 0 0 $104,080
Commodities 0 0 0 $1,497,580
Capital Outlay 0 0 0 $2,000
Facility Maintenance
Personal Services 0 0 0 $742,635
Contractual Services 0 0 0 $40,820
Commodities 0 0 0 $312,360
Total Dept. Budget 0 0 0 $4,247,210
FY 2020 Accomplishments:
➢ Hired new Street Maintenance Superintendent
➢ Acquired personnel from Parks Services to maintain downtown landscaped areas as well
as landscaped areas not located within city parks.
➢ Initiated renovations of Public Works building to accommodate reorganization.
FY2021 Goals:
➢ Complete redesign of downtown landscape that is aesthetically pleasing and maintained
with efficiency.
➢ Continue improvement of alley conditions.
34
PARKS AND RECREATION
Department Mission:
Our mission is to provide an affordable
and positive comprehensive system of
recreation programs designed to
enhance the quality of life for the
residents of Paducah as well as
surrounding communities. The Parks
Department consists of three divisions:
Administration, Recreation and Parks
Maintenance, and Special Events.
Administration:
Administration is responsible for all
planning and new development of the
Parks Department. Administrative staff
handles special event permits,
scheduling of facilities, sale of cemetery
lots, assisting with budget preparation,
and budget monitoring. Park security
through the Park Ranger program falls
under this division. The Administrative
division oversees all other divisions
within the Parks Department.
Recreation and Parks Maintenance:
The Recreation and Parks Maintenance Division is charged with providing quality programs,
services, spaces, and amenities to the community. The division maintains and operates 29
parks facilities, trails, and green spaces, including the Paducah Recreation Center, the Noble
Park Pool, and the splash pads at Coleman Park and Brockenborough Park. The division
supports community festivals and events, as well as provides well maintained sports playing
facilities. The maintenance and operation of Oak Grove Cemetery and the Transient Boat Dock
also falls under this division.
Special Events:
Special Events is tasked with the operation of the Farmers’ Market, the organization and
operation of the Riverfront Concert Series, the July 4th Independence Day Celebration, and two
parades, in addition to other large-scale community events. The Special Events Division also
provides support services to recreation events and logistics for community events.
35
Staffing Summary: Parks and Recreation
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Director of Parks Services V 1.0 1.0 1.0 1.0
Assistant Dir of Parks & Rec T 0.0 0.0 0.0 1.0
Recreation Superintendent N 1.0 1.0 1.0 1.0
Recreation Specialist E 2.0 2.0 1.0 2.0
Executive Assistant I F 1.0 1.0 1.0 1.0
Administrative Assistant III D 1.0 1.0 1.0 1.0
Administrative Assistant II C 1.0 1.0 1.0 1.0
Assistant Rec. Specialist C 0.0 0.0 2.0 0.0
Parks Maintenance
Park Maint. Superintendent N 1.0 1.0 1.0 0.0
Cemetery Sexton F 1.0 1.0 1.0 1.0
Supervisor L 1.0 1.0 1.0 2.0
Laborer C 12.0 12.0 10.0 8.0
Right of Way Maintenance C 3.0 3.0 1.0 1.0
Maintenance Technician E 1.0 1.0 0.0 0.0
Recreation Specialist E 0.0 0.0 0.0 0.0
Special Events
Special Events Coordinator M 1.0 1.0 1.0 0.0
Special Events Superint N 0.0 0.0 0.0 1.0
Recreation Specialist E 0.0 0.0 1.0 1.0
Laborer C 0.0 0.0 2.0 2.0
Right of way Maintenance C 0.0 0.0 1.0 1.0
Maintenance Technician* E 0.0 0.0 0.7 0.7
TOTAL 27.0 27.0 27.7 25.7
*Position split between Parks and Recreation and Transient Boat Dock
36
FY2020 Accomplishments:
➢ Kentucky Recreation and Park Society (KRPS) award for Outstanding Department in its
Class in Fall of 2019 for Annual Candy Cane Hunt event;
➢ Inaugural Pickleball Tournament held in August at the DOME;
➢ Completion of splash pad and restroom
facilities at the Brockenborough Rotary
Health Park;
➢ Riverfront Concert Series expanded to 8
concerts;
➢ The City’s Transient Dock was awarded
Boaters Choice Award in 2019 for third
straight year;
➢ Completion of the Parks Master Plan
Update.
➢ Entered into contract for design services
with LOSE Design out of Nashville for the
design and construction of the Recreation
and Aquatic Center.
➢ Design services for Peck Addition in Noble
Park complete.
➢ Transitioned maintenance to 10-hr shifts 4 days/week to provide better coverage and
more efficiencies over a 7-day work week.
➢ Farmer’s Market continues to grow each year enrolling 96 of vendors for the 2019 season.
➢ The Independence Day Celebration was the largest July 4th event yet-- for the city with a
sponsorship from Independence bank and a pre-fireworks concert by nationally known
group Paramour.
FY2021 Goals:
➢ Recreation and Maintenance: Continued reorganization of parks dept to primarily include
recreation and parks maintenance divisions. Develop and implement maintenance plan to
include scheduled maintenance, site and facility inspections, and equipment
repair/replacement. Improve program quality and efficiencies through evaluation and
citizen engagement.
➢ Special Events: Continued growth of existing events, both public engagement and vendor
participation. As budget allows, expand and create some new events.
➢ Administration: Research and possible implementation of cemetery database system;
research and possible implementation of public assembly permitting database system;
implementation of public assembly permitting updates and processes; addition of online
facility reservations to current Rec Trac/Web Trac database system.
37
Budget Summary: Parks and Recreation
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $1,983,569 $2,125,185 $2,316,725 $2,171,365
Contractual Services $230,744 $234,311 $231,075 $183,730
Commodities $899,828 $895,767 $990,340 $941,860
Capital Outlay $14,891 $0 0 0
Total Dept. Budget $3,129,032 $3,255,263 $3,538,140 $3,296,955
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
Personal Services $627,492 $665,487 $546,795 $549,235
Contractual Services $51,634 $55,535 $54,385 $47,665
Commodities $169,417 $148,965 $170,210 $159,760
Capital Outlay $14,891 0 0 0
Parks Maintenance
Personal Services $1,040,779 $985,660 $976,675 $802,780
Contractual Services $140,884 $139,702 $136,505 $92,645
Commodities $351,408 $335,326 $392,390 $366,375
Recreation
Personal Services $219,250 $212,580 $411,320 $426,305
Contractual Services $29,715 $31,801 $31,010 $33,355
Commodities $241,381 $276,556 $285,940 $298,225
Capital Outlay 0 0 0 0
Special Events
Personal Services $96,048 $261,458 $381,935 $393,045
Contractual Services $8,511 $7,273 $9,175 $10,065
Commodities $137,622 $134,920 $141,800 $117,500
Total Dept. Budget $3,129,032 $3,255,263 $3,538,140 $3,296,955
38
PADUCAH HUMAN RIGHTS COMMISSION (PHRC)
Department Mission:
The Paducah Human Rights Commission was formed May 26, 1964, the same year the U.S. Civil
Rights was initially established, to safeguard all individuals within the City and McCracken
County from discrimination in housing, employment, and public services. The Paducah Human
Rights Commission:
➢ Advocates for human and civil rights
➢ Investigates and mediates discrimination complaints, and when appropriate, provides
referrals to other governmental agencies
➢ Resolves community disputes and issues involving individual or systematic illegal
discrimination
➢ Collaborates with and advises the City of Paducah on human rights issues/concerns
➢ Collaborates with public and private sectors to promote education on how to prevent and
eliminate discrimination citywide
FY2020 Accomplishments:
➢ Continued partnership with the NAACP
➢ Continued student intern program
➢ Worked with the City Manager’s Office to update administrative policies and procedures.
FY2021 Goals:
➢ Maintain/enhance current programs and initiatives, strive for local support in fulfilling
goals, including schools, faith community, non-profit, and
for-profit, and develop additional community leadership relationships that lead to the
promotion of peace and understanding.
➢ Host a student intern led community program.
Budget Summary: Human Rights
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $21,163 $10,707 $10,825 $10,825
Contractual Services $1,362 $96 $100 $400
Commodities $11,136 $5,603 $6,100 $5,800
Total Dept. Budget $33,661 $16,406 $17,025 $17,025
39
ENGINEERING/FLOODWALL
Department Mission:
It is the mission of the City of Paducah Engineering Department to provide effective and efficient
support services for all citizens of Paducah. The Engineering Department is composed of
Engineering Services and Floodwall Operations.
Engineering Services:
Engineering Services provides engineering support services for various governmental
departments and divisions, administers infrastructure related capital improvements, and
administers storm water, right-of-way, and other regulatory responsibilities and regulations
required by the State & Federal Government. This division is responsible for commercial site
review, and provides reliable professional assistance to the public, ensuring the construction
and maintenance of public infrastructure is carried out in a cost-effective manner, in accordance
with sound engineering principles, practices, and regulations, helping protect the health, safety
and welfare of the public.
Floodwall Operations:
Floodwall Operations executes all operation and maintenance functions for the City’s floodwall
and related appurtenances in an efficient, effective manner, in order to ensure the highest level
of preparedness for the protection of the community’s health, safety, and welfare that may be
threatened during flooding conditions from the Ohio & Tennessee Rivers. The floodwall
consists of a concrete and earthen levee system that extends 12.25 miles (9.25 miles of earthen
levee and 3.0 miles of concrete) as well as 12 pump stations, numerous discharge pipes,
vehicular openings, and other interrelated parts. The Paducah Floodwall system protects and
minimizes the flood risk for 11,000 acres, over 20,000 people and an estimated $1.2 billion of
assets.
Staffing Summary: Engineering/Floodwall
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Engineering Services
City Engineer Z 0.0 0.0 0.0 1.0
Assistant City Engineer T 0.0 0.0 0.0 1.0
Storm Water & Drain. Engineer R 0.0 0.0 0.0 0.0
Engineering Project Manager N 0.0 0.0 0.0 1.0
Engineering Technician J 0.0 0.0 0.0 1.0
Engineering Technician III N 0.0 0.0 0.0 1.0
Executive Assistant II F 0.0 0.0 0.0 1.0
Administrative Assistant III D 0.0 0.0 0.0 0.0
Floodwall Operations
EPW Floodwall Superintendent N 0.0 0.0 0.0 1.0
Floodwall Operator F 0.0 0.0 0.0 4.0
TOTAL 0 0 0 11.0
40
Budget Summary: Engineering/Floodwall
Department Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services 0 0 0 $1,115,170
Contractual Services 0 0 0 $53,540
Commodities 0 0 0 $288,580
Capital Outlay 0 0 0 $1,000
Total Dept. Budget 0 0 0 $1,458,290
Division Summary:
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Engineering Services
Personal Services 0 0 0 $531,740
Contractual Services 0 0 0 $6,930
Commodities 0 0 0 $18,700
Capital Outlay 0 0 0 $1,000
Floodwall Operations
Personal Services 0 0 0 $583,430
Contractual Services 0 0 0 $46,610
Commodities 0 0 0 $269,880
Total Dept. Budget 0 0 0 $1,458,290
41
HUMAN RESOURCES AND RISK MANAGEMENT
Department Mission:
The mission of the Human Resources and Risk Management Department is to provide effective
human resource management programs, focused on person-centered services that are policy
compliant, and to facilitate the recruitment, retention, and development of a sustainable quality
workforce, aligning with the City’s strategy.
Employees will be provided the same concern, respect, and caring attitude within the
organization that they are expected to share externally with every City of Paducah customer.
The Human Resources and Risk Management Department consists of two functions: Human
Resources Administration and Risk Management.
Human Resources Administration:
Administration formulates polices and develops programs in the full range of employment
strategies to ensure compliance and services of the highest quality. They work with the Finance
Department in designing and implementing programs funded by the Health Insurance Fund,
which is a self-insured fund for the employee health insurance cafeteria plan.
Risk Management:
Risk Management assists in prevention of accidents, injuries, and workers’ compensation
insurance costs for the City of Paducah through enhanced loss control efforts, and reinforces
risk training and strategies for the City’s 300+ full-time employees. They negotiate and process
payments from the Insurance Fund for expenditures related to liability, workers’ compensation,
property insurance, and deductibles.
Staffing Summary: Human Resources and Risk
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
HR/Risk Director V 1.0 1.0 1.0 1.0
Risk Manager O 0.0 0.0 0.0 1.0
HR Generalist G 2.0 2.0 2.0 2.0
TOTAL 3.0 3.0 3.0 4.0
FY2020 Accomplishments:
➢ Two LOVE Awards given in the Department
➢ HR Director recruitment
➢ Assist with Parks, Public Works, Engineering Reorganization
➢ Collective Bargaining Negotiations with Police
➢ Collective Bargaining Negotiations with Fire
➢ Updated Education Assistance Policy
➢ Created Employee Referral Program
➢ Increased Non-Union Employee Vacation accrual
➢ HR – 43 Compensation Policy
➢ Health Insurance costs have remained flat over the past 10 years
➢ Replaced Disease Management Program
42
FY2020 Goals:
➢ Munis HR module implementation
➢ Safety Teams: Overall reduction of accidents by 10% thru the development of safe work
procedures and practices
➢ Recruit a Risk Manager
➢ Finalize City-wide Compensation Study
➢ Update Wellness Program
➢ Establish New Training Initiatives
➢ Policy & Procedure Manual review
➢ Updating our MSDS sheets to SDS sheets
Budget Summary: Human Resources and Risk Management
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Personal Services $258,608 $242,794 $247,905 $264,940
Contractual Services $72,013 $46,667 $43,410 $42,370
Commodities $56,520 $58,408 $63,575 $49,050
Total Dept. Budget $387,141 $347,869 $354,890 $356,360
43
OTHER GENERAL FUND DIVISIONS
This page contains the Budget Summaries for the Cable Authority, Audit Adjustments, and
Interfund Transfers.
Budget Summary: Cable Authority
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Contractual Services $111,091 $105,855 $105,550 $88,070
Commodities 0 $560 $500 $500
Total Budget $111,091 $106,415 $106,050 $88,570
Budget Summary: Audit Adjustments*
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Leave Expense (10,509) $47 0 0
PJC Property Tax 330,584 $324,026 0 0
Total Budget $320,075 $324,073 0 0
*The Audit Adjustments cost center is used for year-end financial statement presentation
entries only
Budget Summary: Interfund Transfers (out)
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
General Fund 0 0 0 0
Investment Fund 0 0 $141,000 0
E911 Fund $414,781 $599,013 $854,490 0
Debt Service Fund $493,147 $490,556 $494,130 $761,915
Capital Projects Fund $573,910 $1,839,485 $2,431,178 0
Transient Boat Dock $15,000 $15,107 $6,725 $55,480
Civic Center Fund $43,562 $30,848 $62,835 $55,575
Rental Prop. Fund $19,086 $50,327 0 0
Fleet Main. Fund $70,631 $117,086 $148,570 $131,510
Insurance Fund $78,000 $122,063 $125,000 $75,000
AEPF Fund $14,012 $13,459 $13,625 $13,625
PFPF Fund $369,750 $359,560 $340,560 $343,000
Total Budget $2,091,879 $3,637,504 $4,618,113 $1,436,105
44
OTHER GOVERNMENTAL FUNDS
In addition to the General Fund, the City utilizes ten other
Governmental Funds. These funds are: Municipal Aid
Program Fund, Investment Fund, CDBG Fund, E911 Fund,
Court Awards Fund, Debt Service Fund, Capital
Improvements Fund, Bond Fund, Rental Property Fund,
and Radio Depreciation & Operation Fund.
45
MUNICIPAL AID PROGRAM (MAP) FUND
Fund Description:
The Kentucky Transportation Cabinet administers the revenue sharing program called Municipal
Aid Program (MAP) funded by motor fuel taxes as provided by KRS Chapter 177. Paducah’s
allocation of State motor fuel tax funds has historically averaged $500,000 annually. MAP
funding is based on a formula set out by the state of Kentucky. Kentucky law requires the City
to account for state shared gas tax money in a separate fund. The City traditionally adds a fund
transfer from the Investment Fund for the paving (streets and sidewalks) program.
The City maintains approximately 446 lane miles of streets. The Engineering Department ranks
the streets to prioritize the streets in need of resurfacing.
FY2021 Goals:
➢ Continue restoration of streets, curbs, gutters, and sidewalks based on the priority list
established and maintained by the City Engineer/Public Works Director and the Street
Superintendent in coordination with local public utility companies and associated capital
improvement projects.
Statement of Revenue and Expenditures: Municipal Aid Program Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Taxes $505,970 $510,805 $507,000 $480,000
Interest Income $7,793 $16,751 $10,000 $3,000
Interfund Transfers
Investment Fund $1,031,350 $849,750 $800,000 $600,000
Solid Waste Fund 0 $200,000 $200,000 0
Total Revenue $1,545,113 $1,577,306 $1,517,000 $1,083,000
Expenditures
Contractual Services $1,200 $1,200 $1,200 $101,200
Commodities 0 0 0 $250,000
Capital Outlay $1,519,879 $1,422,853 $1,515,800 $1,119,800
Interfund Transfers
Capital Projects Fund 0 0 $170,000 0
Total Expenditures $1,521,079 $1,424,053 $1,687,000 $1,471,000
46
INVESTMENT FUND
Fund Description:
The City of Paducah levies a tax of 2% called an Occupational License Fee, also known as the
Payroll Tax. The fee is paid by people who work within the City of Paducah. For every $1.00
earned, $.02 is paid to the City. The fee is the largest revenue source for the City. In 2005,
the City of Paducah increased the fee from 1.5% to its current 2%. The first 1.5% of the fee is
placed into the General Fund with the remaining 0.5% placed into the Investment Fund.
Expenditures from the Investment Fund are dedicated to economic development, neighborhood
redevelopment, infrastructure/capital investment, and property tax relief. Over 1/3 of all
Investment Fund resources are dedicated to debt service for capital investment and economic
development for previous capital projects, or for existing economic development agreements.
How Investment Fund funds are utilized is disclosed to the public through quarterly scorecards
available on the City of Paducah’s website: www.paducahky.gov.
FY2021 Goals:
➢ Review funding priorities
Statement of Revenue and Expenditures: Investment Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Licenses & Permits $5,170,377 $5,299,698 $5,540,000 $4,800,000
Interfund Transfers
General Fund 0 0 $141,000 0
Capital Projects Fund 0 $78,919 $134,080 0
Total Revenue $5,170,377 $5,378,617 $5,815,080 $4,800,000
Expenditures –
Economic Development
Contractual Services $665,629 $665,317 $1,021,585 $970,500
Contributions $216,250 $427,750 $304,955 $18,750
Interfund Transfers
General Fund $190,000 $360,000 $277,200 $120,000
MAP Fund $1,031,350 $849,750 $800,000 $600,000
Debt Service Fund $1,640,130 $1,765,553 $2,057,115 $2,036,235
Capital Projects Fund $1,504,320 $1,268,500 $1,438,255 $1,368,075
Total Expenditures $5,247,679 $5,336,870 $5,899,110 $5,113,560
47
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
Fund Description:
The Community Development Block Grant (CDBG) program is a federal program that provides
communities with resources to address a wide range of unique community development needs.
Beginning in 1974, the CDBG program is one of the longest continuously run programs at HUD.
Each activity must meet one of the following national objectives for the program: benefit low-
and moderate-income persons, prevention or elimination of slums or blight, or address
community development needs having a particular urgency because existing conditions pose a
serious and immediate threat to the health or welfare of the community for which other funding
is not available.
The Four Rivers Behavioral Health is the recipient of these funds.
Statement of Revenue and Expenditures: CDBG Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Grants $190,000 $197,500 $200,000 $200,000
Total Revenue $190,000 $197,500 $200,000 $200,000
Expenditures
Contractual Services $190,000 $197,500 $200,000 $200,000
Total Expenditures $190,000 $197,500 $200,000 $200,000
48
911 COMMUNICATIONS SERVICES FUND
Department Mission:
The mission of 911 Communications
Services (a division of the Police
Department) is to provide timely and
appropriate response to requests for
assistance in case of emergency throughout
the City of Paducah and McCracken County
by providing high quality, efficient, and
cost-effective communications support for
public safety agencies and residents of
Paducah and McCracken County; facilitating
the development of highly trained,
proficient, dedicated, and self-motivated
personnel; constantly seeking ways to
improve the performance of its employees
and the quality of the services they provide
to the community; and accomplishing the
above within all legal and constitutional
requirements through cooperation with
governmental and community agencies and
the public. 911 Communications Services
consists of three divisions; Administration,
Support Personnel, and Communications
Personnel.
Administration:
Administration oversees and manages the
911 center as they process more than
170,000 annual calls for service to nearly
70,000 members of the community, creates
and enforces policy, and creates the budget
for the center. The Division Manager of 911
oversees the daily operation of the center
and reports to the Paducah Police
Department Chief of Police.
Support Personnel:
The 911 center has an Administrative
Assistant III that works in a support role of
the Division Manager. The 911 Systems
Administrator was reclassified from the
previous Data Administrator position. This
position is responsible for administering the
CAD and ensuring all addresses within
Paducah and McCracken County are correct,
to include reviewing permits for new
structures and adding information to our
software to ensure responder’s safety. The
911 Systems Administrator is also
responsible for the 911 database and the
radio alias administration. Additionally, this
role includes all maintenance and entry into
the CAD (Computer Aided Dispatch) system,
mapping with Geo Fence Alerts and Hazard
proximity alerts for first responder safety.
The Terminal Agency Coordinator (TAC)
ensures all CJIS/LINK/NCIC data entry is
correct and maintained pursuant to
FBI/Kentucky State Police guidelines. This
position is a special assignment of a
Telecommunicator that serves as the single
point of contact for the systems as well as
the subject matter expert for the Division.
This was a new position that began in fiscal
year 2020.
Communications Personnel:
Current authorized staffing in the
communications division is twenty. This is
comprised of four Supervisors and sixteen
Telecommunicators that work twelve-hour
shifts.
49
Standard 911 Console:
Staffing Summary: 911 Communications Services
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
E911 Division Manager T 1.0 1.0 1.0 1.0
Assistant Division Manager L 1.0 1.0 1.0 1.0
Administrative Secretary C 1.0 1.0 1.0 1.0
System Administrator K 0.0 0.0 0.0 1.0
Data Entry Clerk C 1.0 1.0 1.0 0.0
Supervisor H 4.0 4.0 4.0 4.0
Assistant Supervisor F 0.0 0.0 0.0 0.0
Tele-communicator F 14.0 14.0 14.0 14.0
Terminal Agency Coordinator F 0.0 0.0 1.0 1.0
TOTAL 22.0 22.0 23.0 23.0
50
FY2020 Accomplishments:
➢ Computer Aided Dispatch (CAD): The build and installation began in July of 2018. After
many months of code file building, testing and training the system was implemented on
December 17, 2019. Final acceptance testing was completed in March 2020. The system
integrates 911 telephony as well as Automatic Vehicle Location (AVL) and utilizes real time
response calculations for unit recommendations to ensure optimal response times. Total
cost is $916,282.
➢ Leadership: The established chain of command and the new manager determined that
the need for an Assistant Manager was not as great as the need for additional staff on the
operations floor. The Assistant Manager position was reclassified as two
Telecommunicator positions allowing the Supervisor to supervise the entire
communications center more effectively. Strong leadership is the foundation for the
success of any organization. With open communication, employee valuation, recognition,
supervisor empowerment, and training, our culture continues to be developed and
strengthened. Employee satisfaction is always a focus, as employees make it possible for
the need of leadership. Through Leadership, we can develop and strengthen the
foundation of the 911 Communications Services Division.
➢ Supervision in Real Time: With the enhanced features of the new CAD system including
an “event ticker” we are able to monitor all calls being processed in real time. The
Supervisors are no longer working a front-line position on the operations floor which allows
them to review each call as it is entered for accuracy and completeness. The CAD also
allows the Telecommunicator to see specific information that is needed to each call type
and priority of call. The AVL in the CAD as well as the “unit recommendations” feature
helps to reduce response times for emergency calls for service.
➢ Quality of Public Safety Service: We established a Quality Assurance Program that reviews
several random calls for service each month in addition to critical incidents worked. The
Supervisor reviews the audio and CAD entries for each call and provides the
Telecommunicator with the same files for review. They then meet and discuss the handling
of the call. This program allows the employee to hear how the call was handled and has
highlighted several outstanding calls that have resulted in personnel commendations. It
has also identified areas for additional training on the new software as well as processes
improvements. Training is paramount to provide the best service possible. Our
Supervisors are working on a new training program, modules for learning and the timeline
for completion of new hire training.
➢ Data Analysis and Reports: The new CAD has enhanced reporting software that allows for
analysis on calls by hour of day, day of week, call priority and call processing time by
individual Telecommunicators or their entire shifts and is used to identify optimum staffing
levels to provide a speed of answer, or grade of service goal of 95% of calls answered in
less than 10 seconds. We can also provide data that is used to project staffing levels for
first responders.
51
FY2021 Goals:
➢ Infrastructure: This goal had two parts. First was to replace all 3 components of the 911
center operating system (Radio, Telephone, and Computer Aided Dispatch). This has
been mostly accomplished with the Telephone system replacement and the Computer
Aided Dispatch system replacement is now fully functional. The Radio system replacement
has been delayed until funding is identified. As stated previously, the Radio system is
antiquated and beyond end of life, therefore obtaining parts and service is a challenge
and all options to maintain the system will eventually be exhausted. This will create
inability to meet the emergency service communication needs of our community. Second
is to maintain compliance with all current and expected Federal and State mandates.
➢ Increased Training for our Supervisors: Our Division is divided into 4 teams. Each team
has a Supervisor responsible for the service provided by the Telecommunicators under
their command. Our focus is to maintain and advance the level of training for Supervisors
and Telecommunicators when possible, creating strong leaders in our supervision staff
and proficient Telecommunicators. The Supervisors are now overseeing the overall
operations for the center and are reviewing all calls in real time and assisting the
Telecommunicators as needed rather than working a position. The Supervisor is able to
help with critical incidents and support the Telecommunicators as needed. We are working
to identify and provide additional training in employee development for all of our
supervisors.
➢ New Training Program: A completely new training program is being established that will
ensure that we provide an outstanding knowledge base for all of our staff. The
Telecommunicators will receive interactive computer-based training as well as hands-on
real time training. The Supervisors are creating a new training manual, training modules
and a new timeline will be developed for each new Telecommunicator based on their
experience and background.
➢ Continuity of Operations: As the pandemic reinforced the tremendous need for a back-up
center for continuity of operations for the Communications Services Division and the
delivery of Emergency Services. The McCracken County EOC has some equipment and
space that will be utilized as we have the funds for the equipment and the network is in
place.
➢ Next Generation 911: With the new CAD system fully functional, we are now poised for
the Next Generation 911 interoperability system as the State completes the necessary
upgrades. This will allow for Text to 911, Pictures and Video to 911 and improve the level
of service for the deaf or hearing-impaired community.
52
Statement of Revenue and Expenditures: 911 Communications Services Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Taxes $910,512 $748,024 $705,000 $720,000
Grants $422,946 $516,241 $638,340 $660,290
Charges for Service $28,942 $33,155 $28,000 $35,000
Interest Income $4,295 $4,676 $3,000 $1,000
Interfund Transfers
Radio Fund 0 0 0 $789,375
General Fund $414,781 $599,013 $854,490 0
Total Revenue $1,781,476 $1,901,109 $2,228,830 $2,205,665
Expenditures
Personal Services $1,447,374 $1,531,540 $1,693,650 $1,665,530
Contractual Services $127,793 $124,759 $162,805 $139,245
Commodities $183,971 $211,350 $227,455 $255,095
Capital Outlay $4,836 0 0 0
Interfund Transfers $17,500 $33,459 $144,920 $145,795
Total Expenditures $1,781,474 $1,901,108 $2,228,830 $2,205,665
53
COURT AWARDS FUND
Fund Description:
At the conclusion of successful prosecutions of criminal investigations, the court system in
Kentucky awards law enforcement agencies money and property that was seized. These assets
are then used by the agency toward other investigations; in effect, using criminals’ cash to
investigate other criminals. Historically, The Paducah Police Department has used its Court
Awards Fund to finance drug investigations through payments to confidential informants and as
“buy” money. Funds have also been used to purchase in-car computers and other investigative
tools.
The Court Awards Fund balance is very fluid; money seized by law enforcement agencies is in
“suspense” until it is released to the agency by the courts, which happens at various times
during the year. On average, more than half of the available balance is in “suspense” at any
given time.
The money is used by the department, according to federal guidelines and restrictions, to
purchase drugs, pay informants and conduct other criminal investigations. Federal regulations
prevent this money from being used to supplant General Fund dollars and all purchases must
receive approval from the Chief of Police before being completed.
Statement of Revenue and Expenditures: Court Awards Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Fines $24,569 $98,330 $26,000 $30,000
Interest Income $2,535 $5,795 $4,000 $1,200
Total Revenue $27,104 $104,125 $30,000 $31,200
Expenditures
Contractual Services $29,032 $19,445 $60,750 $60,750
Commodities $429 0 $7,500 $10,000
Total Expenditures $29,461 $19,445 $68,250 $70,750
54
DEBT SERVICE FUND
Fund Description:
The Debt Service Fund is used to account for the accumulation of resources for, and the
payments of, principal, interest, and related costs of debt.
The City of Paducah considers debt financing for major, non-recurring items, which are typically
capital in nature. The Debt Service Fund currently accounts for the activity nearly a dozen
notes/bond issues outstanding as of the end of the fiscal year. Final maturity dates on these
debt issues range from FY2024 to FY2039. The primary funding source for debt service
payments is the Investment Fund, although there are also other income sources including
County Transient Room Taxes and rental income as well.
Pursuant to §158 of the Kentucky Constitution, the City shall not incur net general obligation
indebtedness to an amount exceeding 10% of the value of taxable property within the City as
estimated by the last certified assessment previous to the incurring of the indebtedness. The
City’s current legal debt margin is $228,976,167. The City’s projected net general obligation
indebtedness of $47.6 million at June 30, 2021 is well within this limit.
In addition, per Administrative Policy FIN-27, the annual debt service requirement, which
includes principal and interest, shall not exceed 12% of General Fund revenues. For FY2021,
the City’s net debt service payments ($4.0 million gross, less $1 million provided by other
funding sources) will be approximately 8.7% of General Fund revenues. The table below
illustrates the City’s portion of debt service payments over the last few years.
$2.83 $2.98 $2.98 $3.05 $3.16 $3.16 $3.35
$3.97
$1.86 $2.052 $2.057 $2.127 $2.133 $2.139 $2.321
$2.942
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
2014 2015 2016 2017 2018 2019 2020 2021MillionsCity's Share Versus
Total Debt Service Payments
Debt Service Payments
City's Share of Paymt
55
Statement of Revenue and Expenditures: Debt Service Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Licenses & Permits $686,423 $685,091 $686,355 $686,715
Property Rent & Sales $289,000 $289,000 $289,000 $289,000
Charges for Service $51,463 $50,770 $52,440 $51,275
Interest Income 0 $15,981 $25,000 $13,000
Other fees 0 $66,875 0 0
Interfund Transfers
General Fund $493,147 $490,556 $494,130 $761,915
E911 0 $33,459 $144,920 $145,795
Investment Fund $1,640,130 $1,765,553 $2,057,115 $2,036,235
Total Revenue $3,160,163 $3,397,285 $3,748,960 $3,983,935
Expenditures
Contractual Services $2,000 $2,000 $2,000 $2,000
Agent Fees KLC $11,528 $902 0 0
2001 Series $584,818 $578,568 $581,740 $582,640
2003 Series $224,721 $229,395 $228,750 $229,000
2004 Series $391,927 $390,541 $393,880 $391,555
2005 PFPF $493,147 $486,556 $492,130 $491,165
2009 KLC $183,229 $181,142 $183,150 $186,900
2009 KACO $195,406 $200,075 $199,170 $197,250
2010 Series $447,060 $452,850 $428,100 $428,800
2011 Margaret Hank $50,000 0 0 0
Murray State University $175,000 $175,000 $175,000 $175,005
2013 Series $301,722 $302,633 $303,370 $302,825
2017 CFSB $101,605 $106,524 $104,615 $104,080
2018A Series 0 $22,591 $108,560 $110,180
2018B Series 0 $33,459 $144,920 $145,795
2018C Series 0 $67,070 $178,575 $220,000
2018D Series 0 0 $200,000 $135,000
2020A Series 0 0 0 $268,750
Interfund Transfers
General Fund 0 0 0 $500,000
Total Expenditures $3,162,163 $3,229,306 $3,723,960 $4,470,945
56
CAPITAL IMPROVEMENTS FUND
Fund Description:
The Capital Improvements Fund is used to account for the acquisition and construction of major
capital facilities and equipment other than those financed by proprietary and trust funds.
Capital projects accounted for in this fund include all long-lived infrastructure such as greenway
trails, riverfront development, streets, sidewalks, parks and public buildings, along with
equipment like fire trucks, radios, police cars, road graders and bulldozers, telecommunications
equipment, and computer hardware and software. The source of funding for these projects
typically includes transfers from other funds (primarily the Investment Fund), bond proceeds, or
grants/endowments. Most of the appropriations included in the Capital Improvement Fund are
derived from the City’s 5-year Capital Improvement Plan, which is continually reviewed and
updated.
Capital Improvement Projects Fund (4000)
FY2021
Project Name/Description ID File No. Amount
Appropriations-
Facilities Maintenance PF0070 $188,075
ERP Software EQ0022 270,000
Lien Recovery MR0010 50,000
Dredging DT0047 400,000
Floodwall Cash Match (USACE) FW0016 310,000
Riverfront Park Mitigation DT0051 60,000
TIFF DT0044 40,000
Roof Stabilization DT0030 50,000
Aquatic Center PA0115 19,705,000
Total Appropriations $21,073,075
Source: FY2021 CIP Fund (4000) Revenues & Expenditures budget.
57
Statement of Revenue and Expenditures: Capital Improvements Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Grants $105,463 $1,102,519 $2,564,354 0
Insurance 0 $11,825 0 0
Loans 0 $133,749 $4,466,251 0
Charges for Service $12,608 $1,380 $33,075 0
Other $780,212 $318,685 $114,948 0
Property Rent & Sales $158,081 $3,392 $5,171 0
Interfund Transfers
General Fund $573,909 $1,839,485 $2,431,178 0
E911 Fund $17,500 0 0 0
MAP Fund 0 0 $170,000 0
Investment Fund $1,504,320 $1,268,500 $1,413,255 $1,368,075
Capital Projects Fund $711,385 $969,717 $801,589 0
Bond Fund 0 $2,798,761 $2,458,563 $19,705,000
Solid Waste Fund 0 0 0 0
Civic Center Fund $88,610 0 0 0
Total Revenue $3,952,088 $8,448,013 $14,458,384 $21,073,075
Expenditures
Administration $485,095 $398,211 $1,899,219 $19,975,000
Finance $54,597 ($3,682) $7 0
Information Technology $68,365 $171,235 $287,888 0
Clerk/Customer Exper. 0 0 $48,600 0
Planning $344,935 $532,736 $1,134,717 $90,000
Police $112,595 $176,620 $793,239 0
Fire $113,985 $863,469 $345,821 $50,000
Engineering/Public Works $2,783,297 $5,382,580 $9,682,539 $958,075
Human Resources 0 0 $30,000 0
Parks $431,685 $742,648 $1,915,351 0
E911 $461,510 $994,660 $439,741 0
Interfund Transfers
General Fund $17,020 $133 $172,420 0
Rental Fund 0 0 0 0
MAP Fund 0 0 $3 0
Investment Fund 0 $78,919 $134,081 0
Capital Projects Fund $711,385 $969,717 $801,594 0
Total Expenditures $5,584,469 $10,307,246 $17,685,217 $21,073,075
58
BOND FUND
Fund Description:
The Bond Fund accounts for all manner of financial transactions associated with bond proceeds.
Most bond proceeds are eventually transferred to capital projects within the Capital
Improvements Fund.
In January 2020 (FY2020), the City issued tax exempt GOB 2020A for $20.52 million to fund the
City’s Aquatic/Community Center (bond proceeds $20 million) as authorized by ordinance 2019-
11-8598. The City’s Insurance Premium Tax was increased by Commission action in November
2019 (2019-11-8597) by 1%, which is expected to provide $700K/year for the General Fund.
The increase in the Insurance Premium Tax ($700K), coupled with anticipated decreases in
future annual debt service payments (over time) is expected to fund the annual debt through
2040. The average annual debt service payment is $1.44 million.
Statement of Revenue and Expenditures: Bond Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Bond Premium 0 $332,097 0 0
Bond Proceeds 0 $5,370,000 $2,000,000 0
Interest Income $19,223 $25,838 $2,000 $110,500
Total Revenue $19,223 $5,727,935 $2,002,000 $110,500
Expenditures
Contractual Services $220,954 $1,174,724 $136,065 $51,000
Debt Service 0 $2,903,336 0 0
Interfund Transfers
Capital Projects Fund 0 $2,798,761 $2,458,560 $19,705,000
Total Expenditures $220,954 $6,876,821 $2,594,625 $19,756,000
59
RENTAL PROPERTY FUND
Fund Description:
The purpose of the Rental Property Fund is to capture all manner of financial transactions
associated with property that is owned but not occupied by the City of Paducah. These
buildings include:
➢ Seaman’s Church Institute/River Heritage Museum/Maiden Alley Cinema
➢ Market House Theater/Market House Museum/Yeiser
➢ Probation & Parole Building
➢ Paducah Railroad Museum
➢ W.C. Young Community Center
➢ Oscar Cross Boys & Girls Club, Park Avenue location
On a lease by lease basis the Engineering-Public Works Department acting as landlord
continues to monitor, assess and in some cases may have maintenance responsibilities that
become necessary to sustain the viability of these city owned assets.
FY2020 Accomplishments:
➢ Renewed lease with Probation & Parole
FY2021 Goals:
➢ Probation and parole- paint interior and new flooring
➢ Continue to maintain city rental property with minimum expense
Statement of Revenue and Expenditures: Rental Property Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Property Rent & Sales $128,391 $132,216 $132,210 $132,210
Interfund Transfers
General Fund $19,086 $50,327 0 0
Total Revenue $147,477 $182,543 $132,210 $132,210
Expenditures
Contractual Services $14,183 $13,875 $14,175 $14,255
Commodities $78,157 $23,278 $118,035 $90,700
Interfund Transfers
General Fund $110,841 $89,689 0 $27,255
Total Expenditures $203,181 $126,842 $132,210 $132,210
60
RADIO DEPRECIATION & OPERATION FUND
Fund Description:
The Radio Depreciation/Operation Fund was established in FY2001 for the purpose of capturing
all manner of financial transactions associated with the City’s 800 MHz radio system.
The Radio Depreciation & Operation Fund is used to account for the cost of operating the City’s
800 MHz radio system in a manner similar to private business. The intent of the City of Paducah
is to capture the cost of providing services on a continuing basis, financed primarily through
user charges.
Statement of Revenue and Expenditures: Radio Depreciation Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Property Rent & Sales $111,908 $115,376 $130,155 $138,652
Interest Income $13,377 $26,714 $27,500 $6,000
Total Revenue $125,285 $142,090 $157,655 $144,652
Expenditures
Contractual Services $16,563 $18,632 $18,905 $38,610
Commodities 0 0 $8,300 $50,000
Interfund Transfers
General Fund 0 0 $266,700 $10,500
911 Fund 0 0 0 $789,375
Total Expenditures $16,563 $18,632 $293,905 $888,485
City of
Paducah, 375
Utility
Companies, 35
Airport, 21
Other, 52
800 MHz Radio Units
City of
Paducah,
368
Airport, 21
Utility
Companies,
35
Others, 51 800 MHz Radio Units
July 2020
61
ENTERPRISE FUNDS
Enterprise Funds are financed and operated in a
manner similar to private business enterprises where
the intent of the governing body is that the costs of
providing goods and services to the general public on a
continuing basis be financed or recovered primarily
through user charges. The City utilizes four enterprise
funds: Solid Waste Fund, Transient Boat Dock, Civic
Center Fund, and Section 8 Fund.
62
SOLID WASTE FUND
Fund Mission:
The Public Works Department oversees the
Solid Waste Fund and is dedicated to
serving the citizens of Paducah by providing
reliable quality solid waste collections and
voluntary recycling opportunities. The Solid
Waste Fund’s mission is to provide the best
weekly solid waste collections for
approximately 11,500 City customers,
approximately 900 commercial businesses
with multiple weekly collections, and to
provide a composting facility that serves all
of McCracken County.
Administration:
This division supervises, directs,
administers, and manages the resources of
all solid waste funds. It ensures that solid
waste collection and disposal systems are
provided for the customers in an efficient,
effective, and economical manner, at or
below competitive market rates, and
adheres to state and federal regulations.
Administration maintains an inventory of all
rollouts and dumpsters. The annual Spring
Clean-up Day for Paducah and McCracken
County residents is organized and managed
by this division. Administration also works
with the Compost Facility to improve its
operations and offer a high-quality
composted bio-solids product.
Residential Collection:
The Residential Collection division provides
collection and disposal of solid waste for the
residential and commercial roll-out
customers as well as curbside recycling for
residential customers. Residential solid
waste customers are on a once per week
schedule and residential recycling is twice
per month. Commercial roll-out customers
have the option of multiple pickups per
week, depending on the customers’ needs.
This division also assists
in weekly collection of yard waste. The
division maintains an inventory of all
rollouts and manages their repair and
replacement on an as needed basis.
Commercial Collection:
The Commercial Collection division is
responsible for the collection and disposal of
commercial solid waste materials contained
in dumpsters varying in size from 2 cubic
yards to 8 cubic yards. Our commercial
customers may require service ranging from
once per week to as many as six times per
week. This division maintains an inventory
of all dumpsters and manages their repair
and replacement on an as needed basis.
Bulk, Brush, & Leaf:
This division of Solid Waste provides
collection of separated green waste to
include tree limbs, bagged grass clippings,
bagged leaves, and brush. This division also
provides by separate fee the collection and
disposal of bulk goods that are not of solid
waste or green nature that may include the
disposal of household furniture and goods.
Compost and Yard Debris Recycling:
The City of Paducah’s compost facility was
the very first of its kind within the state of
Kentucky. This facility is located on North
8th Street provides composting programs to
meet federal and state targeted goals of
25% reduction in the solid waste stream.
This facility operates a bio-solids
composting facility by combining yard waste
collected with bio solids from the Paducah
McCracken Co. Joint Sewer Agency
wastewater treatment plant to produce an
enriched soil amendment. Having been
created in the mid 1990’s, the Paducah
composting facility has been the model
used by several other communities to
initiate their own composting facilities.
63
Staffing Summary: Solid Waste Fund
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Administration
City Engineer & Pub. Wks Director* Z 0.2 0.2 0.25 0.0
Public Works Director* Z 0.0 0.0 0.0 0.50
Assistant EPW Director* T 0.5 0.5 0.5 0.50
Solid Waste Superintendent N 0.0 0.0 0.0 0.0
Solid Waste Supervisor L 2.0 2.0 2.0 2.0
Administrative Assistant III* D 1.5 1.5 1.5 1.50
Residential Collection
Laborer C 6.0 3.0 2.0 2.0
Truck Driver C 6.0 9.0 9.0 11.0
Commercial Collection
Truck Driver C 4.0 4.0 4.0 4.0
Compost and Yard Debris Recycling
Compost Supervisor L 1.0 1.0 1.0 1.0
Compost Equipment Operator C 1.0 2.0 2.0 2.0
Laborer C 1.0 1.0 1.0 1.0
Bulk, Brush, & Leaf
Right-of-way Maintenance C 3.0 2.0 2.0 0.0
TOTAL 26.20 26.20 25.25 25.50
*Position split between funds in EPW (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
FY2020 Accomplishments:
➢ Maintained regulatory compliance in association with the City of Paducah’s composting
facility
➢ Ongoing tracking of all serial numbers on rollouts and dumpsters to better serve customer
base
➢ Maintained and continued verifying all account charges match the services provided
➢ Maintained replacement priority system for commercial dumpsters
➢ Ongoing investigation to enhance customer service and improved collection efficiencies
for all services
FY 2021 Goals:
➢ Implement GPS system for all solid waste vehicles to create efficiencies
➢ Remove more services from alleys to encourage cleaner alleys, create safer work
environment, and to help with reoccurring drainage issues due to damage create by solid
waste trucks
64
Statement of Revenue and Expenditures: Solid Waste Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Grants $52,716 $71,329 $54,000 $54,000
Property Rent & Sales $5,035 $75,923 $70,000 $5,000
Charges for Services $4,555,488 $4,597,398 $4,528,000 $4,629,520
Interest Income $54,067 $90,982 $72,000 $20,000
Other Fees $915 0 $5,000 0
Total Revenue $4,668,221 $4,835,632 $4,729,000 $4,708,520
Expenditures
Administration $963,434 $1,121,755 $1,287,680 $1,217,770
Residential Collection $1,339,010 $1,429,460 $1,591,825 $1,996,945
Commercial Collection $1,118,006 $1,163,849 $1,619,015 $1,303,405
Compost $467,579 $535,728 $812,170 $951,415
Bulk, Brush & Leaf $126,788 $159,569 $399,845 0
Landfill $23,743 $22,212 $50,000 $35,000
Recycling $20,315 $57,098 $55,000 $50,000
Interfund Transfers $397,149 $607,824 $580,680 $373,715
Total Expenditures* $4,456,024 $5,097,495 $6,396,215 $5,928,250
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year.
65
TRANSIENT BOAT DOCK FUND
Fund Description:
The function of the Paducah Riverfront Transient Dock is to provide a mooring facility for
transient boaters and visitors to our community. The dock will provide fueling services, sanitary
pump-outs, and overnight docking with electric service. Parks & Recreation is responsible for
overseeing the reservations and operation of the Transient Dock. Engineering and Public Works
oversees transition operations during periods of Ohio River flooding.
FY2020 Accomplishments:
➢ Awarded Boater’s Choice Award for third
straight year
FY2021 Goals:
➢ Continue to improve operations that will help
accommodate transient boaters
Staffing Summary: Transient Boat Dock Fund
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Maintenance Technician* C 0.0 0.0 0.3 0.3
TOTAL 0.0 0.0 0.3 0.3
*Position split between Parks and Recreation and Transient Boat Dock Fund
Statement of Revenue and Expenditures: Transient Boat Dock Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Rental Income $13,601 $20,752 $25,000 $12,500
Interest on Checking $46 $134 0 0
Sales $27,613 $54,906 $60,000 $35,000
Permits & Fees $2,320 $3,705 $5,000 $3,000
Interfund Transfers
General Fund $15,000 $15,107 $6,725 $55,480
Total Revenue $58,580 $94,604 $96,725 $105,980
Expenditures
Personal Services $5,725 $20,191 $20,650 $20,330
Contractual Services $13,803 $20,750 $22,825 $22,915
Commodities $31,007 $52,106 $53,250 $62,360
Total Expenditures $50,535 $93,047 $96,725 $105,605
66
CIVIC CENTER FUND
Fund Description:
The main function of the Robert Cherry Civic
Center is to provide rental services at a
competitive rate. Paducah Parks & Recreation
is responsible for overseeing the rentals at
the Robert Cherry Civic Center including
handling the reservations, obtaining set up
information, and making sure that all
documentation is in place prior to the rental
date. An outside vendor is contracted to
provide cleaning and set up services for the
events.
FY2020 Accomplishments:
➢ Closed for reservations beginning
March 23. Reopening date scheduled
for July 1 for small gatherings.
Reopening to full capacity status date has been not determined at this time.
FY2021 Goals:
➢ Review and compare rental rates with other similar size facilities.
Statement of Revenue and Expenditures: Civic Center Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Rental Income $35,670 $29,784 $35,000 $20,000
Interfund Transfers
General Fund $43,562 $30,848 $62,835 $55,575
Total Revenue $79,232 $60,632 $97,835 $75,575
Expenditures
Contractual Services $19,684 $15,891 $27,535 $17,775
Commodities $46,934 $45,044 $70,300 $57,800
Depreciation $10,021 $10,021 $10,025 $10,025
Interfund Transfers
Capital Projects Fund $88,610 0 0 0
Total Expenditures $165,249 $70,956 $107,860 $85,600
67
SECTION 8 FUND
Fund Description:
Section 8 Housing is a federally funded, assisted housing choice program through the U.S.
Department of Housing and Urban Development (HUD) that provides critical housing assistance
to low-income, elderly, and disabled families in Paducah/McCracken County by subsidizing a
portion of the family’s monthly rent of privately-owned housing units through the Housing
Choice Voucher (HCV) program. This program allows eligible residents to choose their housing
from the private market paying a portion of rent & utilities directly to the landlord.
Section 8 administers and participates in 3 other programs: Mortgage Assistance Program for
homeowners who qualify; Family Self-Sufficiency Program which promotes financial
independence and home ownership; and the HUD-VASH program which assists homeless
veterans. As part of the initial certification and recertification process, Section 8 performs
Housing Quality Standard Inspections to ensure minimum standards are provided.
Beginning November 30, 2018, the City contracted with the Paducah Housing Authority to
administer the HCV in order to achieve & maintain a high-level of service and increase
efficiency. This partnership enabled the program to have knowledgeable back-up and support
staff, office facilities that better accommodate children, and one location for housing needs. On
January 22, 2019, the Section 8 offices opened at 2330 Ohio Street.
The high level of service of the past has continued under the new administration. Paducah
Housing Authority has hired support staff and provides inspection support. The contract
between the City and Paducah Housing Authority will end November 2020.
FY2020 Accomplishments:
➢ Received Certificate of Management Performance of Excellence and HUD SEMAP
Certification from HUD
➢ 474 families are being assisted by the City of Paducah Section 8 Housing Choice Voucher
Program
➢ 16 veterans and their families are housed under the HUD-VASH program
Staffing Summary: Section 8 Fund
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Section 8
Housing Coordinator N 0.0 0.0 1.0 1.0
Section 8 Program Admin. P 1.0 1.0 0.0 0.0
Housing Specialist H 2.0 1.0 0.0 0.0
Planner I 0 1.0 0.0 0.0
TOTAL 3.0 3.0 1.0 1.0
68
Statement of Revenue and Expenditures: Section 8 Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Grants $279,770 $126,899 $92,810 $95,545
Total Revenue $279,770 $126,899 $92,810 $95,545
Expenditures
Personal Services $227,391 $107,833 $85,770 $88,710
Contractual Services $38,963 $14,270 $4,580 $4,665
Commodities $13,416 $4,802 $2,460 $450
Total Expenditures $279,770 $126,905 $92,810 $93,825
69
INTERNAL SERVICE FUNDS
Internal Service Funds are used to accumulate
and allocate costs internally among the City’s
various functions. The City utilizes four internal
service funds: Fleet Maintenance Fund, Fleet
Lease Fund, Insurance Fund, and Health
Insurance Fund.
70
FLEET MAINTENANCE FUND
Fund Mission:
The Public Works Department oversees the Fleet Maintenance Fund and strives to establish
efficient and effective delivery of City fleet services by providing customers with safe, reliable,
economical, and environmentally sound transportation and related support services. These
services are responsive to the needs of the various city departments, and maximize vehicle
value and equipment investment. The Fleet Maintenance Fund maintains and repairs all City
vehicles and provides outside service to Concord Fire Department. They have sole authority
and responsibility for the acquisition and disposal of all rolling stock and equipment owned by
the City of Paducah.
Staffing Summary: Fleet Maintenance Fund
Grade
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Fleet Maintenance
Fleet/Maintenance Superint.* O 0.5 0.5 0.5 0.50
Fleet Supervisor L 1.0 1.0 1.0 1.0
Administrative Assistant III D 1.0 1.0 1.0 1.0
Fleet Mechanic II I 4.0 4.0 4.0 4.0
TOTAL 6.5 6.5 6.5 6.5
*Position split between funds in EPW (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
71
FY2020 Accomplishments:
➢ Upgraded wheel balancer for light truck and passenger cars
➢ Completed containment area for used oil and antifreeze tanks
➢ Continued to respond to outside service request from concord fire
➢ Converted all shop lights to LED
FY2021 Goals:
➢ Acquire more customers from outside City organization
➢ Maintain ASE certifications and add EVT certifications
➢ Periodic resurface of shop floor
Statement of Revenue and Expenditures: Fleet Maintenance Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Property Rent & Sales $496 $586 0 0
Internal Service Rev. $443,118 $406,739 $377,500 $402,000
Other Fees $3,798 $56 0 0
Interfund Transfers
General Fund $99,480 $164,910 $209,250 $185,225
Total Revenue $546,892 $572,291 $586,750 $587,225
Expenditures
Personal Services $697,455 $392,362 $493,450 $499,040
Contractual Services $33,800 $27,063 $27,070 $29,050
Commodities $61,447 $56,033 $66,230 $59,135
Depreciation $6,844 $6,368 $7,400 $7,000
Total Expenditures $799,546 $481,826 $594,150 $594,225
72
FLEET LEASE TRUST FUND
Fund Mission:
The Fleet Lease Trust Fund is used to account for all manner of financial activity regarding the
accumulation of funds for, and the purchase of, vehicles and heavy equipment used by
departments operating out of the General Fund.
The Fleet Lease Trust Fund, created in FY1999, ensures that appropriate funding is available for
the replacement of vehicles and heavy equipment owned by the City. When a new unit is
purchased, a lease amount is calculated by dividing the cost of the unit over its expected useful
life. Each department (lessee) pays the lease amount monthly into the Fleet Lease Trust Fund.
When the unit comes to the end of its useful life and is ready for auction, the funds
accumulated from the lease payments and interest earned provide the funds to replace the unit.
All units included in this fund are owned by the fund itself, not the lessee Department, and Fleet
Maintenance has the sole authority and responsibility for management (including acquisition
and disposal) of Fleet Lease Trust Fund Units. Solid Waste and Fleet Maintenance Fund
vehicles are not included in the Fleet Lease Trust Fund.
Statement of Revenue and Expenditures: Fleet Lease Trust Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Property Rent $926,378 $966,246 $1,009,780 $985,000
Insurance $13,369 $20,939 0 0
Sales $1,540 $48,672 0 $25,000
Interest Income $63,745 $92,580 $67,700 $20,000
Interfund Transfers $8,300 0 0 0
Total Revenue $1,013,332 $1,128,437 $1,077,480 $1,030,000
Expenditures
Contractual Services $48,000 $53,000 $53,000 $53,000
Commodities $999 $819 0 $1,000
Capital Outlay 0 0 $936,000 $1,026,000
Depreciation $905,475 $874,703 $830,000 $919,000
Interfund Transfers
General Fund 0 0 $250,000 0
Total Expenditures $954,474 $928,522 $2,069,000 $1,999,000
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INSURANCE FUND
Fund Mission:
The Insurance Fund was designed to account for all manner of revenues and expenditures
associated with the City’s insurance activities, including the cost to provide insurance on a
continuing basis through user charges. All lines of coverage are generally acquired through the
Kentucky League of Cities Insurance Program with coverage for: public official’s liability, general
liability, vehicle damage and liability, property damage, law enforcement liability, workers’
compensation insurance, commercial crime coverage, and all other special lines of coverage.
In FY2007, the City adopted a $5,000 ‘first dollars’ paid deductible program for workers’
compensation insurance policy. Similar deductible programs were set up in FY2007 to address
public officials ($10,000) and law enforcement liability ($25,000) insurance policies. In FY2016,
property damage coverage ‘first dollars’ deductibles were set in place for ($25,000).
Statement of Revenue and Expenditures: Insurance Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Internal Service Revenues $1,209,905 $1,252,282 $1,315,900 $1,362,405
Interfund Transfers
General Fund $78,000 $122,063 $125,000 $75,000
Insurance Fund 0 0 0 0
Total Revenue $1,287,905 $1,374,345 $1,440,900 $1,437,405
Expenditures
Contractual Services $1,215,447 $1,247,016 $1,390,900 $1,437,405
Total Expenditures $1,215,447 $1,247,016 $1,390,900 $1,437,405
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HEALTH INSURANCE FUND
Fund Mission:
The Health Insurance Fund is a self-insured internal service fund designed to capture all
manner of financial activities associated with the Employee Health Insurance Cafeteria Plan.
The City of Paducah contracts with a third-party administrator to assist in managing the health
insurance program. Premiums charged to the employees and the City’s contributions are
reviewed annually and adjusted as necessary to keep the self-funded plan sustainable. Re-
insurance is purchased through this fund to protect it against catastrophic loss. The City cares
about the health of their employees and is committed to supporting wellness. A variety of
wellness activities and preventative programs are also included in this fund. As an ‘associate
agency’, the Joint Sewer Agency (JSA) participates in the City’s health insurance plan.
Paducah Health Insurance Fund’s
Covered Members by Type
CY Emp. E/C E/S Family Total
2020 118 44 28 58 248
2019 121 38 28 62 249
2018 116 40 31 63 250
2017 122 41 28 59 250
2016 122 40 25 58 245
2015 124 47 31 55 257
2014 120 45 24 58 247
2013 130 43 26 56 255
2012 130 44 28 55 257
2011 130 41 27 53 251
2010 136 47 33 45 261
Statement of Revenue and Expenditures: Health Insurance Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Internal Service Revenues $3,491,142 $3,489,057 $3,779,000 $3,704,000
Interest Income 0 $41,077 $60,000 $25,000
Other $34,195 0 0 0
Total Revenue $3,525,337 $3,530,134 $3,839,000 $3,729,000
Expenditures
Contractual Services $3,289,151 $3,293,894 $3,774,000 $3,664,000
Interfund Transfers
General Fund 0 0 $65,000 $65,000
Total Expenditures $3,289,151 $3,293,894 $3,839,000 $3,729,000
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FIDUCIARY FUNDS
Fiduciary funds are used to account for assets held in
trust by the government for the benefit of individuals
or other entities. The City utilizes two fiduciary
funds; Appointive Employees’ Pension Fund (AEPF)
and Police & Fire Pension Fund (PFPF).
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APPOINTIVE EMPLOYEES’ PENSION FUND (AEPF)
Fund Description:
The Appointive Employees’ Pension Fund (AEPF) of the City of Paducah was established in
1946. It was authorized by the Kentucky Revised Statues. The fund was put in place to cover
all civil service employees of the City of Paducah except police and fire fighters, which have
their own retirement plan. Starting in 1975, eligible employees voted to migrate into the
Kentucky County Employees Retirement System (CERS) which is administered by the State of
Kentucky. The AEPF plan closed to any new members following the 1975 CERS vote.
In the past, the AEPF’s source of funding has been from investments; however, all Fund assets
were exhausted by the end of FY2016. Future funding will come from the General Fund for the
remaining life of the Fund for the 2 remaining pensioners.
Statement of Revenue and Expenditures: AEPF Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Interfund Transfers
General Fund $14,012 $13,459 $13,625 $13,625
Total Revenue $14,012 $13,459 $13,625 $13,625
Expenditures
Personal Services $10,372 $10,372 $10,375 $10,375
Contractual Services $3,627 $3,073 $3,225 $3,220
Commodities $13 $14 $25 $30
Total Expenditures $14,012 $13,459 $13,625 $13,625
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POLICE & FIRE PENSION FUND (PFPF)
Fund Mission:
The Police and Fire Pension Fund (PFPF) of the City of Paducah was created in 1956 to provide
retirement, disability, and death benefits for police and fire fighters and their beneficiaries. On
August 1, 1988, the plan was closed to new entrants and current active duty police and firemen
of the City were given a choice of remaining in this plan or transferring into the Kentucky
County Employees Retirement System (CERS), which is administered by the State of Kentucky.
This fund is primarily funded by a $6 million bond that was issued in 2005. Although it was
anticipated that this bond would carry the fund to term, the downturn in the economy in 2008
led to decreased investment earnings and an unfunded liability. An annual transfer from the
General Fund is made to meet the minimum actuarial requirement.
Statement of Revenue and Expenditures: PFPF Fund
Actual
FY2018
Actual
FY2019
Revised
FY2020
Proposed
FY2021
Revenue
Property Rent & Sales $374,161 $352,504 $350,000 $300,000
Interest Income $118,114 $109,000 $100,000 $100,000
Internal Service Revenues $12,769 $13,017 $10,780 0
Other Fees $3,974 0 0 0
Interfund Transfers
General Fund $369,750 $359,560 $340,560 $343,000
Total Revenue $878,768 $834,081 $801,340 $743,000
Expenditures
Personal Services $1,101,201 $1,033,958 $1,000,000 $981,000
Contractual Services $44,124 $43,203 $47,805 $30,050
Commodities $296 $301 $300 $300
Total Expenditures $1,145,621 $1,077,462 $1,048,105 $1,011,350
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CITY OF PADUCAH STATISTICAL & SUPPLEMENTAL INFORMATION
Mission, Vision, and Organizational Values
Vision Statement - Paducah is a city where people
strive to reach their full potential through lifelong
learning, healthy lifestyle, creativity, culture, and
compassion for one another.
Mission Statement - To be the best city in the world.
Organizational Values
➢ Solution-Driven: We believe in proactively working together to discover innovative
solutions that meet our current and future needs.
➢ Customer Experience: We believe in providing excellent service delivery for both our
internal and external customers through a welcoming and respectful environment.
➢ Every Person Matters: We believe that every member of Team Paducah is critically
important as we strive to accomplish our mission, and every person that chooses to live,
work, and play in our City matters.
➢ Action-Oriented: We believe Paducah leads through responsiveness, positive forward
momentum, and a thirst to always improve.
➢ Fiscal Responsibility: We believe in the prudent stewardship of public funds.
➢ Personal Accountability: We believe in holding each other accountable to insure our core
values are intentionally fulfilled as we strive to carry out our mission.
Government Structure and Partner Agencies
Paducah operates under a City Manager Plan form of government as outlined in Kentucky
Revised Statutes (KRS) 83A.150. Paducah’s citizens voted on November 8, 1932, to utilize the
City Manager Plan. In 1934, L.V. Bean began serving as Paducah’s first City Manager with
Mayor E.G. Scott.
The Paducah Board of Commissioners is made up of the Mayor and four Commissioners elected
at large by the citizens on a non-partisan basis. The Mayor is elected for a four-year term and
each Commissioner for a two-year term. The Mayor and Commissioners have equal voting
powers.
The Paducah Board of Commissioners sets the policies that govern the City. The City Manager,
who is appointed by the board, serves as the chief administrative officer. The City Manager is
responsible for the day-to-day operation of the City's approximately 330 full-time employees in
addition to being responsible for preparing the budget, submitting it to the board, and
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administering it. Department directors are responsible for their respective departments and
report directly to the City Manager.
On July 1, 2018, City Manager Jim Arndt began his tenure as Paducah’s 29th City Manager.
Arndt’s previous experience includes holding the City Administrator position in Effingham,
Illinois. Arndt believes in breaking down silos, collaboration, and Team Paducah. The Paducah
Board of Commissioners approved Arndt as Paducah’s City Manager after conducting a national
recruitment process using the executive search firm, Strategic Government Resources.
The City of Paducah is comprised of 11 main departments: Administration, Customer
Experience/City Clerk, Police, Fire, Finance, Parks & Recreation, Information Technology,
Planning, Engineering, Public Works, and Human Resources. In 2019, the 911 Communications
Services Department was transferred to become a division of the Police Department. During
Fiscal Year 2020, the Engineering-Public Works Department was separated into two
departments, Engineering and Public Works.
The new department that was created, Customer Experience/City Clerk, is overseen by the City
Clerk-Customer Experience Director. The launch of the department was coupled with the
launch of the New Day Initiative which places the customer at the forefront. Some of the
initiatives implemented include kick-start meetings, the launch of OpenCounter software for
scoping projects, and Certificate of Occupancy celebrations.
The Paducah Board of Commissioners also appoints various boards, commissions, and advisory
groups that oversee quasi-governmental agencies and/or help in the decision-making process.
Paducah Water, Paducah Power System, and the Paducah-McCracken County Joint Sewer
Agency are separate agencies that operate under boards appointed by the elected officials.
Other utilities in Paducah including Atmos Energy and Jackson Purchase Electric operate
privately.
An independent board of directors,
the Paducah-McCracken County
Convention Center Corporation
(PMCCC), oversees two convention
center facilities and the dome pavilion
in downtown Paducah. The facilities
are managed by VenuWorks which
began working in Paducah in
February 2019. PMCCC members are
appointed by Paducah’s Mayor and the McCracken County Judge-Executive.
The Julian Carroll Convention Center, which was renovated in 2009 and is receiving additional
upgrades to the kitchen area, encompasses more than 65,000 square feet of convention space.
Attached to the Convention Center is the Bill and Meredith Schroeder Expo Center providing an
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additional 45,000 square feet. The 37,800 square feet of convention space inside the inflatable
dome pavilion is now under the ownership of the PMCCC so that it can be marketed alongside
the Convention Center and Expo Center.
Community Overview
Paducah is the only incorporated
community in McCracken
County, Kentucky. With a
county population of more than
65,000 people, approximately
25,000 of the population resides
within Paducah’s city limits.
However, since Paducah is the
economic, educational, medical,
and cultural hub of the region, daytime population can often swell to more than 100,000
people. This daytime population places a stress on the local services including police, fire, and
E911 response.
Paducah can be reached by five exits along Interstate-24, approximately halfway between the
metropolitan areas of St. Louis, Missouri and Nashville, Tennessee. The developing Interstate-
69 corridor also is a key player in leading people to Paducah.
Paducah is uniquely situated at the confluence of the Ohio and Tennessee Rivers. The Paducah
area is often referred to as the Four Rivers Region
and the Hub of the Inland Waterways because of
its proximity to the Ohio, Tennessee, Cumberland,
and Mississippi Rivers. Residents and tourists
enjoy the natural features of neighboring Land
Between the Lakes National Recreation Area.
Paducah is nearly 20 square miles with 1257
people per square mile per the 2010 U.S. Census.
The 2020 U.S. Census is underway at the time of
this budget book preparation.
Situated in far western Kentucky, the topography
of Paducah and the surrounding region includes
alluvial plains and small hills. Much of the area is
nearly flat and poorly drained which leads to stress
on the City’s aging storm water drainage system.
However, the soil is fertile, and agriculture sustains
the surrounding region with corn, soybeans, and
Paducah’s Population Trend
Year Population
2025
(projected)
22,280
2020
(projected)
22,905
2018
(estimated)
24,850
2010 25,024
2000 26,307
1990 27,256
1980 29,315
1970 31,627
1960 34,479
Sources: U.S. Census Bureau and
City of Paducah Comprehensive
Plan
81
wheat as the dominant crops. Paducah’s inland location tends to produce a large seasonal
temperature range with highly variable weather. The mean temperature is 57.8 degrees with a
record high of 108 and a record low of -15. Its position north of the Gulf of Mexico contributes
ample moisture for precipitation. Paducah typically receives 49 inches of precipitation with an
average of nine inches of snow.
History
Paducah’s heritage is reflected in 19th century architecture and a number of museums and
historic markers. Paducah, originally known as Pekin, was settled around 1815. Settlers were
attracted to its location at the confluence of the Ohio and Tennessee Rivers. In 1827, William
Clark, Superintendent of Indian Affairs for the Mississippi-Missouri region, arrived in Pekin with
a title deed issued by the United States Supreme Court to the land he now owned. The town
was then platted and named in honor of the Padouca Indians. Paducah was incorporated in
1830 and chartered in 1856.
Paducah thrived in the 19th century due to its port, dry dock facilities, and factories. However,
the extreme fluctuation of the Ohio River led to several floods with the most notable in 1937.
As a result, the United States Army Corps of Engineers constructed a 12-mile concrete and
earthen floodwall to protect Paducah. In addition to the protective nature of the floodwall, it
serves as a tourist attraction due to the beautiful Dafford murals in the downtown area.
Several miles of the levee section serve as the surface for the Greenway Trail.
This floodwall and associated
floodgates were put to good use in
2018 and 2019 with significant
flooding on the Ohio River. The river
stage reached nearly 53.3 feet in
February 2019, the sixth highest crest
on record in Paducah. The floodwall
protected the community; however,
many of its mechanical components
need to be rehabilitated or replaced.
This is a critical and current project
with a significant budgetary impact.
In additional to river and rail
industries, Paducah is called the
Atomic City due to an area just outside of Paducah being selected in 1948 for the development
of a uranium enrichment plant. The plant has been decommissioned with the facility currently
undergoing significant cleanup. The uranium enrichment plant led to population growth in
Paducah in the mid-19th century. However, over the past several decades, Paducah’s
population has not experienced significant growth even with its strategic location.
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Economic Overview
The Paducah-McCracken
County Labor Shed
consists of 11 counties in
western Kentucky and
southern Illinois with a
population of more than
233,000. Paducah has a
mix of commercial,
industrial, cultural,
institutional, and
hospitality-based
businesses. Healthcare
and education services
are among the top
employers. The
accredited Paducah Area Chamber of Commerce is one of the largest in the state with
approximately 1000 business members. The area also is served by Barkley Regional Airport
which is located in McCracken County. The airport receives some financial support from the
City of Paducah. It provides two, daily nonstop flights from Paducah to Chicago-O’Hare with
United Express service.
Paducah’s Principal Taxpayers – Property Tax (2019)
Taxpayer Assessed Valuation
% of Total
Assessed
Valuation
Kentucky Oaks Mall $50,900,262 2.07%
Cpark Paducah LLC 20,111.900 0.82%
Paducah Medical Investors 13,440,090 0.55%
Ducmall LLC 13,119,800 0.53%
Woodstone Enterprises LP 12,429,000 0.51%
Walmart Real Estate Business 10,646,400 0.43%
Superior Care Homes Properties 10,000,000 0.41%
Paducah Hospitality Partners 9,600,000 0.39%
Sam’s Real Estate Business Trust 9,222,955 0.38%
S&R Investments 1,0000,000 0.04%
TOTALS $150,470,407 6.13%
Source: Property Valuation Administration; Assessed value as of January 1, 2018
Assessed Value of Taxable Property
Fiscal Year Real Estate Personal
Property
Commercial Residential
2019 $959,205,670 $882,316,666 $550,296,896
2018 $945,354,526 $842,349,240 $746,891,857
2017 $900,450,880 $802,111,012 $603,335,847
2016 $902,687,182 $783,886,570 $573,896,954
2015 $851,731,625 $751,761,832 $582,368,709
Source: McCracken County Property Valuation
Administrator
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To assist local residents and businesses with their entrepreneurial goals and to assist in the
retention, expansion, and start-ups of local businesses, the City of Paducah created the
Business Development Specialist, a position in the Planning Department. Plus, in collaboration
with local partners, the City created the Small Business Resource Guide. Specifically, this Guide
provides connections to local banks, commercial insurance agencies, accountants, and local
grants.
With Paducah’s easy river access and rail service, the city has become the headquarters for
several river industry giants including Ingram Barge, Marquette Transportation, James Marine,
and Crounse Corporation. Paducah is at the center of the inland waterways linking cities
including Pittsburgh and Minneapolis/St. Paul to the Gulf of Mexico. The Paducah Riverport
Authority has made its move to position itself for growth in the sector of intermodal river
transportation through the purchase of the largest flat-top tower crane in North America. In
2015, the U.S. Department of Commerce Foreign-Trade Zone Board approved the Riverport to
establish a foreign-trade zone, an incredible business recruitment tool. In August 2018, U.S.
Secretary of Transportation Elaine Chao announced the establishment of a new Inland
Waterways Gateway Office in Paducah. This Gateway Office is staffed and operating.
Even though the economic outlook looked promising for the first half of Fiscal Year 2020, the
second half, especially the final quarter, was hit hard across the country due to the new
coronavirus (COVID-19) pandemic. The City of Paducah is navigating the reduction in revenue
streams including the payroll tax, business license tax, and insurance premium tax through a
Paducah’s Principal Employers (2019)
Employer Employees (1) % of Total Employment
(2)
Baptist Healthcare Systems 1592 5.71%
Catholic Healthcare Partners 1259 4.52%
Walmart Associates, Inc. 956 3.43%
Paducah Board of Education 592 2.12%
West Kentucky Community & Technical
College
450 1.61%
City of Paducah 396 1.42%
Lowes Home Center, Inc. #2460 347 1.25%
Vi Wintech Window & Door 320 1.15%
Credit Bureau Systems, Inc. 306 1.10%
Baptist Health Medical Group, Inc. 305 1.09%
TOTALS 6523 23.41%
Sources:
(1) City of Paducah Finance Department
(2) State of Kentucky – Office of Employment and Training. (Ratio based on
employment within County of McCracken)
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hiring freeze, a trimming of the routine parks programming (i.e. Noble Park Pool), and a halt on
commencing new projects.
During the early stages of the pandemic, the City knew that small businesses would struggle.
For businesses with 25 or fewer employees, the City of Paducah in partnership with West
Kentucky Community & Technical College and the Community Foundation of West Kentucky
created the Small Business Relief Fund to provide $2000 grants to for-profit businesses in
Paducah with a brick-and-mortar location.
Educational Opportunities
A $22.6 million investment is underway with the construction of the Paducah Innovation Hub at
Paducah Tilghman High School, a state-of-the-art technology center where students and
Economic Indicators for Last Ten Fiscal Years
Fiscal
Year
Population
(1)
Personal
Income (1)
Per
Capita
Income
(1)
Median
Age
(1)
School
Enrollment
(2)
Unemployment
Rate (3)
2018-
2019 25,024 $503,179,300 $20,430 41.4 2,980 5.5%
2017-
2018 25,024 $503,179,300 $20,430 41.4 2,835 6.4%
2016-
2017 25,024 $503,179,300 $20,430 41.4 3,132 6.8%
2015-
2016 25,024 $503,179,300 $20,430 41.4 3,139 6.2%
2014-
2015 25,024 $503,179,300 $20,430 41.4 2,843 5.6%
2013-
2014 25,024 $503,179,300 $20,430 41.4 3,138 8.2%
2012-
2013 25,024 $503,179,300 $20,430 41.4 2,744 8.4%
2011-
2012 25,024 $503,179,300 $20,430 41.4 2,682 8.0%
2010-
2011 25,024 $503,179,300 $20,430 41.4 2,789 8.7%
2009-
2010 26,307 $484,469,019 $18,417 39.9 2,659 8.5%
Sources:
(1) Bureau of the Census Count – 2000, 2010
(2) Board of Education; represents elementary and secondary public schools
(3) Kentucky Cabinet for Human Resources, Department for Employment
Services
85
community members can access and connect to industry skills. The grand opening is scheduled
for August 2020. In addition to the Hub, over the past few years, more than $90 million worth
of educational projects have been completed in Paducah and McCracken County. In 2013, the
community saw the openings of the 94,000 square-foot Paducah Middle School and the 300,000
square-foot McCracken County High School which consolidated three county high schools.
Population, Housing, and Education Overview
Quick Facts Paducah Kentucky
Population (estimated July 1, 2019 for State and July 1,
2018 for city)
24,850 4,467,673
Population (2010 Census) 25,024 4,339,367
Percent Change (2010 to 2018/2019) -0.7% 3.0%
Persons under 5 years, percent, 2010 6.3% 6.5%
Persons under 18 years, percent, 2010 21.8% 23.6%
Persons 65 years and over, percent, 2010 18.2% 13.3%
Female persons, percent, 2010 54.0% 50.8%
White alone, percent, 2010 71.0% 87.8%
Black or African American alone, percent, 2010 23.7% 7.8%
American Indian and Alaska Native alone, percent, 2010 0.2% 0.2%
Asian alone, percent, 2010 1.0% 1.1%
Native Hawaiian and Other Pacific Islander alone, percent,
2010
Z 0.1%
Two or More Races, percent, 2010 3.0% 1.7%
Hispanic or Latino, percent, 2010 2.7% 3.1%
Veterans, 2014-2018 1638 273,675
Foreign born persons, percent, 2014-2018 2.3% 3.8%
Housing units, April 1, 2010 12,851 1,950,382
Owner-occupied housing unit rate, 2014-2018 52.7% 67.0%
Median value of owner-occupied housing units, 2014-2018 $117,900 $135,300
Households, 2014-2018 11,379 1,728,681
Persons per household, 2014-2018 2.08 2.49
Living in same house 1 year ago, percent of persons age 1
year+, 2014-2018
84.9% 84.5%
Language other than English spoken at home, % of persons
age 5 years+
3.8% 5.5%
High school graduate or higher, percent of persons age 25
years+, 2014-2018
87.4% 85.7%
Bachelor’s degree or higher, percent of persons age 25
years+, 2014-2018
25.8% 23.6%
Median household income (in 2018 dollars), 2014-2018 $35,419 $48,392
Per capita income in past 12 months (in 2018 dollars), 2014-
2018
$30,347 $26,948
Persons in poverty, percent 22.3% 16.9%
Source: U.S. Census Bureau
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Regarding higher education, the Murray State University
Paducah Regional Campus opened in 2014. The facility,
which received financial support from the City through
bond payments, is situated across from West Kentucky
Community & Technical College (WKCTC) along Paducah’s
higher education corridor on U.S. 62. In February 2019,
WKCTC and MSU signed a transfer agreement to allow for
a seamless pathway for WKCTC graduates to transfer
credits in certain fields toward a bachelor’s degree from
MSU.
Over the past several years, the Aspen Institute has recognized WKCTC as a community college
that achieves strong student success. In 2015, Aspen named WKCTC as one of the top three
community colleges in the United States. In its pursuit of excellence, WKCTC has been
recognized as an Aspen Prize Top 10 Community College four times and has twice been named
a Finalist With Distinction for providing students with strong job training and continuing higher
education opportunity, for achieving high completion and transfer rates, and for providing
strong employment results for its graduates.
In addition to the variety of higher education opportunities offered through WKCTC, the
college’s Emerging Technology Center features an 18,000 square-foot high bay area that allows
customizable training for a variety of companies. The University of Kentucky Paducah
Engineering Campus also resides in that corridor in addition to the Challenger Learning Center.
The downtown and adjacent Lower Town
areas of Paducah also are enjoying the
growth of the Paducah School of Art &
Design, which is associated with WKCTC.
In 2016, the school completed the
renovation of the historic property known
as the Kitchens Building, a property bought
by the City of Paducah for the school. The
building houses painting, drawing,
photography, design, and multi-media
programs.
The Paducah-McCracken County area is committed to providing scholarship funding for up to 60
credit hours toward higher education at WKCTC. In 2010, the City, County, Rotary Club of
Paducah, and private partners worked together to create the Community Scholarship Program.
The City of Paducah contributes $125,000 annually to the program. Students enroll in the
program in their freshman year of high school. If they meet the performance and behavior
guidelines, the scholarship fund will pay the balance of their tuition not covered by federal,
state, or other grants.
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Cultural and Creative Community
Paducah is internationally known for its arts
and culture, and the City of Paducah provides
financial support to many of the local arts
agencies. The local economic impact of
tourism is $190 million in direct expenditures
and approximately $300 million in total
expenditures. Paducah is called Quilt City
USA® based on the founding of the American
Quilter’s Society by quilt visionaries Bill and
Meredith Schroeder. Due to the COVID-19
situation, the 36th annual AQS QuiltWeek™,
which attracts approximately 30,000 local and
international visitors each April, had to be rescheduled for September 2020. These quilt and art
enthusiasts also visit the National Quilt Museum of the United States located in downtown
Paducah. During 2017 and 2018, Paducah held biannual quilt shows with the second show held
in the fall.
Paducah also is known as a Creative City. Paducah’s long tradition of quilting and fiber arts led
to its designation in 2013 by the United Nations Educational, Scientific and Cultural Organization
(UNESCO) as a City of Crafts & Folk Art. In September 2017, Paducah proudly hosted the
UNESCO Creative Cities of Crafts & Folk Art Annual Meeting. Paducah was in the spotlight as
global leaders shared strategies of incorporating the arts and culture.
Other cultural attractions in downtown
Paducah include the River Discovery
Center, a museum with a pilothouse
simulator that celebrates Paducah’s
maritime legacy. Market House
Theatre, which originated in the 1960s,
provides a regular schedule of artistic
opportunities for people of all ages.
Within walking distance in the historic
downtown district are the Paducah
Railroad Museum, William Clark Market
House Museum, the Lloyd Tilghman
House & Civil War Museum, Yeiser Art
Center, and Maiden Alley Cinema. One
of the biggest downtown attractions is the Luther F. Carson Four Rivers Performing Arts Center,
or simply the Carson Center. This nearly 98,000 square foot regional facility seats 1806 people
in its main hall. The Carson Center, which opened in 2004, is home to the Paducah Symphony
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Orchestra and provides a variety of programming including educational and family series
events, concerts, and Broadway musicals.
The Hotel Metropolitan, a museum that pays tribute to African-American heritage, is just
minutes from the downtown district. Paducah also has the only historic home in Kentucky
serving as an interstate welcome center. Whitehaven Welcome Center, a restored 1860s
mansion, is located at Interstate-24 exit 7.
Paducah’s City Hall, a work of art itself, began hosting non-commercial art exhibitions following
the completion of the 2019 rehabilitation project and its grand unveiling ceremony in May 2019.
During September and October 2019, City Hall hosted Makings of a Master: Kentucky Folk Art
Apprenticeships.
In 2019, Paducah Power System and the City of Paducah invited artists living and working in
Western Kentucky to apply for the Art Utility Box program called powerART. As part of the
City’s initiatives for beautification, community development, and a need for public art, artists
could paint the utility boxes located in Noble Park near Lake Gerry B. Montgomery. Ten utility
boxes are now splashed with color in Paducah’s most prominent park.
An additional project held in November 2019, was the Shift Workshop, a program through the
AIR Institute of Berea College in partnership with the Kentucky Arts Council. During this three-
day workshop, creative and business professionals worked together to create projects or plans
that could enhance Paducah.
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Neighborhoods, Downtown, and Parks & Recreation
Neighborhood revitalization is a City of
Paducah priority. When City leaders
adopted a plan in 2002 to revitalize
Lower Town, the oldest neighborhood in
Paducah, many residents were hesitant
since the plan involved a nationwide
invitation to artists. Paducah invited
artists to come to the neighborhood and
restore neglected homes into galleries
and living quarters. Lower Town now is
a neighborhood with beautiful homes,
galleries, and working artists. Paducah’s
neighborhood revitalization model has
received national awards and attention.
In 2007, the City of Paducah adopted a plan to revitalize another neighborhood, Fountain
Avenue. Since then, 37 new residential structures have been built with 92 structures seeing
significant rehabilitation. Of those rehabilitated homes, 36 of
them have had more than $100,000 in renovations. There has
been more than $14.2 million in permitted investment in the
Fountain Avenue Neighborhood.
The City of Paducah is working with the Midtown Alliance of
Neighbors for the next phase of neighborhood revitalization and
empowerment. The City provided funding to the non-profit as it
works to achieve Community Housing Development Organization
(CHDO) status with the Kentucky Housing Corporation. To
demonstrate that it has the capacity to develop affordable
housing for the community, a new construction project is underway adjacent to the Pat & Jim
Brockenborough Rotary Health Park. The City is providing the land for eight lots with Midtown
Alliance working to build three new homes this year.
Paducah Main Street, a division of the Paducah Planning Department, strives to revitalize the
downtown area, promote the variety of businesses and restaurants in the district, and develop
exciting events that encourage people to make Paducah’s downtown their destination. Paducah
enjoys seeing the new businesses open in the district and provides revitalization programs that
assist the businesses in the district. Programs include façade and beautification grants, roof
stabilization assistance, and upper story residential grants. The energy of the Downtown
Farmers’ Market and the Riverfront Concert Series organized by the Parks & Recreation
Department along with new Main Street events such as the Downtown Block Parties assist in
creating a vibrant and active downtown.
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The City of Paducah is
dedicated to providing an
environment for growth
and success for its historic
downtown. In addition to
various small businesses
that have opened their
doors, in 2017 the
downtown welcomed the
123-room Holiday Inn
Paducah Riverfront hotel
adjacent to the Julian
Carroll Convention Center.
To further encourage
growth in Paducah’s historic downtown, the City and McCracken County have approved moving
forward in the development of a Tax Increment Financing District (TIF) for a portion of
downtown. The City is waiting for the State to approve the TIF. The City also has created a
Prospectus of Projects for the City’s two Opportunity Zones.
Another downtown project that has been moving through the pre-development phase is the
City Block Project. If this project comes to fruition, the private developer, Weyland Ventures,
would bring a multi-use development to the property that is currently a parking lot at 2nd and
Broadway. The proposed development would include a hotel of approximately 80 to 90 rooms
along Jefferson Street and a mixed use-development along Broadway. Between the two
developments would be parking and public open space.
The City of Paducah offers more than two dozen parks and recreational facilities. In 2019, the
City completed the second phase of the six-acre Pat & Jim Brockenborough Rotary Health Park
which added a restroom facility and splash pad to the park. During the first phase, the park
received a walking trail, playground, resurfaced grassy lawn, fitness equipment, and community
garden area.
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To encourage health and fitness and to
link several neighborhoods, Paducah has
been working to extend the Greenway
Trail. In October 2019, Phase IV was
completed and celebrated which
extended the Trail from Campbell Street
along the riverfront to the edge of
Schultz Park. This project also added
numerous walkways to the riverfront
park adjacent to the transient dock
which opened in 2017. Greenway Trail
Phase V is underway with construction in
the summer of 2020. This phase will
extend the Trail from Schultz Park to
Jefferson Street and includes a major facelift to Schultz Park.
Currently, Paducah has approximately five miles of Greenway Trail for the community to enjoy.
However, a partnership between the City of Paducah and McCracken County, grants, and
corporate donors will lead to the installation of a pedestrian bridge linking the City’s Greenway
Trail to the McCracken County Trail System. The Bob Leeper Pedestrian Bridge will be installed
in 2020 over Perkins Creek just northwest of the Stuart Nelson ball fields. This 110-foot long
bridge will tie the City’s 5-mile trail to McCracken County’s 1.5-mile trail and facilities.
Paducah also is proud to have the first stretch of road to be marked with bike lanes. In
September 2019 as part of a Kentucky Transportation Cabinet’s project to rehabilitate Joe
Clifton Drive, bike lanes were added.
The Parks & Recreation Department was thrilled in August 2019 with the response to the
inaugural Paddles Up Paducah Pickleball Tournament. Dozens of players enjoyed this first-ever
event for Paducah. Along with the parades, recreational leagues, and special events such as
the Pickleball Tournament organized though the Parks & Recreation Department, the City of
Paducah also supports numerous annual festivals through either cash or in-kind support
including the Dogwood Trail, AQS QuiltWeek™, the Lower Town Arts & Music Festival, the
Dragon Boat Festival, and Barbecue on the River.
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Construction and Revitalization Projects
In addition to the current rehabilitation and reconstruction projects underway to increase the
life of the floodwall and to extend the length of the Greenway Trail, Paducah is working on
several other noteworthy projects.
Comprehensive Storm Water
Master Plan: In March 2017, the City
of Paducah moved forward with the
development of the first phase of a
Comprehensive Storm Water Master
Plan to identify priority flood areas with
flood mitigation alternatives. Much of
2017 was devoted to public
engagement, the development of the
baseline model that was calibrated
using the July 7, 2015, storm event,
and the determination of the ten
priority flood areas. Phase II of the Master Plan, approved in March 2018, reviewed a program
funding strategy, operation and maintenance costs, the costs for capital projects, the
development of a storm water utility ordinance, and public outreach regarding a possible storm
water utility fee. Currently, the project is
focusing on maintenance efforts and a
plan to video existing infrastructure to
inform the City’s decision on project
prioritization. Using FEMA funding, two
bridge projects are underway that will
improve stormwater flow: 1) Buckner
Lane bridge near Buckner Lake Circle and
2) South 24th Street bridge between
Center Street and Seitz Street.
E911 Equipment: Upgrades for the
911 Communications Services Division
began with a request for proposals and
2017 and the approval of contracts in
2018. This first phase replaced the
telephone, logging recorder, and
computer aided dispatch systems in the
dispatch center in addition to a replacement of the consoles. That equipment had reached an
end of life status and was in critical need of replacement. A study by Federal Engineering
estimated that the much-needed radio system upgrades would cost at least $13 million. That
project would upgrade the radio infrastructure, radios, and antenna sites. The next steps are to
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update the cost estimates for the project due to advances in technology and vendor products,
determine a funding method, and develop a Request for Proposals (RFP) for procurement of a
new radio system.
Software Upgrades: The Enterprise Resource Planning software project, an integrated
software solution which officially kicked off in July 2016 with City departments and the vendor,
Tyler Technologies, successfully launched its first phase that focused on financial applications in
July 2017 with the revenue portion of the project going live in July 2018. This is a multi-year
phased project as city departments transition to this new software that will bring efficiencies to
city services, reduce paper-based processes, and provide customer service and business
process enhancements. Staff is working to launch the next phases: codes and permitting and
property tax. A team also is implementing in 2020 the Tyler 311 system, a service request
module with an online portal and mobile app (Click2Report). City Teams also are implementing
the GIS-based EnerGov software system. EnerGov will assist with code enforcement case
management in addition to electronic plan submittal and review. The EnerGov process kicked
off in February with the goal of going live later in FY2021.
Indoor Recreation & Aquatic Center (Wellness Center): In February 2020, the City
approved the completed Parks & Recreation Master Plan. The master planning process started
in October 2018 and involved a variety of public engagement opportunities including mailed
surveys, online surveys and discussion boards, public meetings with opportunities to vote on
project types, and meetings with local interest groups and stakeholders. That process identified
that the residents of the City of Paducah and McCracken County desire to have an indoor
aquatic and recreation facility, a center with wellness amenities for all ages. The City is using
the data as a guide to develop the programs and building design. In a statistically-valid mailed
survey, 71% of the respondents indicated there is a need for an indoor center with a walking
track, cardio room, and
pools as the top
features. During
FY2020, a site at Noble
Park along Park
Avenue was selected
with the facility’s
design underway. The
City also sold $20.5 in
bonds to fund the
facility’s construction.
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Engaging with the Community
Strategic Plan: The City’s Strategic Plan is a fluid document that is not sitting on the shelf
gathering dust. The action items in the plan are prioritized and updated annually with the
highest priority action items known as WIN (What's Important Now) initiatives. Each action
item in the Strategic Plan is related to one of the following Key Performance Areas:
• Public Safety
• Develop healthy and sustainable neighborhoods
• Maintain thoughtful and modern infrastructure
• Open, smart, and engaged government
• Creative Industries
• Empower upward economic mobility for all
• Recreation
• Celebrate a diverse community
The community is encouraged to keep up with the Strategic Plan by following the updates on
social media and the Our Paducah website.
City Hall Job Fair: The newly rehabilitated City Hall was the host site for a community job fair
held July 30, 2019. This networking event allowed 30 employers an opportunity to meet
prospective employees in a casual, beautiful setting.
Tennessee RiverLine Partnership: Paducah/McCracken
County was honored to be selected as a Pilot Community for
the Tennessee RiverLine Partnership. Our community and
four other selected communities along the Tennessee River
worked to develop the vision of the Tennessee RiverLine,
North America’s next great regional trail system. The
Tennessee RiverLine is a vision for a continuous system of
multi-modal trail experiences such as paddling, hiking, and
biking along the 652-mile Tennessee River from Knoxville,
Tennessee, to Paducah. Community engagement included an
event held in August 2019.
Paducah Middle School Initiative: One of the Paducah Police Department’s many goals for
2019 was to build relationships within the Paducah City Schools. While the D.A.R.E. program is
in all of the elementary schools and outreach programs are organized for the high school and
middle school, they wanted to connect even more. After speaking with students and staff at
both the high school and middle school, overwhelmingly, the desire was for officers to be there
in non-emergency situations and for students to have the ability to get to know officers in a
casual environment. For school year 2019-2020, the department assigned an officer to be
inside Paducah Middle School every Tuesday. The officer visits with the students and staff in the
95
classroom, between classes, during lunch breaks, and any other opportunity that arises during
the day.
Downtown Parking Study: In December 2019, the City contracted for a parking assessment
on 12 blocks of downtown Paducah with a focus area around the current parking lot at 2nd and
Broadway. A four-hour open house was held February 13, 2020, to gather additional public
input to inform the City’s decisions on access and mobility improvements.
Boaters’ Choice Award: In
December 2019, Marinas.com notified
Paducah that the Transient Boat Dock
is a recipient of the 2019 Boaters’
Choice Award. This is the third
consecutive year for Paducah to
receive the award which honors
marinas and docks that consistently
provide an excellent home for the
boating community. To be
recognized, each facility had to
receive at least five reviews from
boaters averaging a rating of four or
more stars out of five stars. In 2019,
580 boats docked at Paducah’s Transient Boat Dock spending a total of 554 nights.
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THE BUDGET PROCESS
February 10, 2020 – Finance sends out budget calendar to departments
March 2, 2020 – Payroll cost projections finalized for personal services
March 16, 2020 – Budget training / open lab
March 30 – April 3, 2020 – Department budget interviews with Finance Director
April 15 - 22, 2020– Department budget interviews with City Manager
May 26, 2020 – Budget workshop
June 9, 2020 – Introduce 1st reading of budget ordinance
June 24, 2020 – Second reading and adoption of budget ordinance
July 14, 2020 – Budget Book posted on City website
February 13, 2020 – Personal services population verified
March 24, 2020 – Budget entry closed to departments
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EMPLOYEE BUDGET CENSUS
FY2018 FY2019 FY2020 FY2021 Change
CC Department/Divisions
2017-
2018
2018-
2019
2019-
2020
2020-
2021
From
PY
0102 MAYOR & COMMISSION * 5 5 5 5 0
0103 CITY MANAGER 5 4 5 6 1
0104 CITY CLERK 1 2 0 0 0
0105 LEGAL 1 1 0 0 0
TOTAL GEN GOVT 12 12 10 11 1
0201 ADMINISTRATION 2 2 2 2 0
0202 ACCOUNTING & BUDGET 4 4 5 4 -1
0203 HUMAN RESOURCES 0 0 0 0 0
0205 REVENUE 5 5 5 5 0
TOTAL FINANCE 11 11 12 11 -1
0301 PRDA 0 0 0 0 0
0501 INFORMATION TECHNOLOGY 5 6 4 4 0
601 CUSTOMER EXPERIENCE 0 0 5 5 0
0801 ADMINISTRATION 0 0 0 0 0
0802 CONSTRUCTION 0 0 0 0 0
0803 CODE ENFORCEMENT 0 0 0 0 0
0804 NEIGHBORHOOD REDEVELOPMENT 0 0 0 0 0
TOTAL INSPECTION 0 0 0 0 0
1201 ADMINISTRATION 3 3 2 2 0
1202 PLANNING 5 6 5 5 0
1203 GRANTS 0 0 0 0 0
1206 SECTION 8 (ENTERPRISE FUND) 3 3 1 1 0
1209 DOWNTOWN DEVELOPMENT 0 0 0 0 0
TOTAL PLANNING 11 12 8 8 0
1601 ADMINISTRATIVE SERVICES 6 5 5 5 0
1602 PATROL 59 61 61 62 1
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1604 INVESTIGATIONS 22 21 21 20 -1
TOTAL POLICE 87 87 87 87 0
1801 ADMINISTRATION 4 4 4 3 -1
1802 SUPPRESSION 61 60 59 60 1
1803 PREVENTION 11 11 10 11 1
1804 TRAINING 1 1 1 1 0
1805 CONSTRUCTION 0 0 0 0 0
1806 CODE ENFORCEMENT 0 0 0 0 0
TOTAL FIRE 77 76 74 75 1
2201 ADMINISTRATION 0 0 0 0 0
2202 STREET MAINTENANCE 21.25 21.25 21.25 23.75 2.5
2214 DOWNTOWN LANDSCAPE 0 0 0 0 0
2216 MAINTENANCE 12.75 12.75 12.75 14.25 1.5
TOTAL EPW - PUBLIC WORKS 34 34 34 38 4
2201 ADMINISTRATION 4.2 4.2 4.25 4.5 0.25
2209 RESIDENTIAL 12 12 11 13 2
2210 COMMERCIAL 4 4 4 4 0
2211 COMPOST & RECYCLING 3 4 4 4 0
2212 BULK BRUSH 3 2 2 0 -2
TOTAL SOLID WASTE 26.2 26.2 25.25 25.5 .25
2215 FLEET MAINTENANCE 6.5 6.5 6.5 6.5 0
2401 ADMINISTRATION 7 7 8 8 0
2402 GROUNDS & CEM. 19 19 14 12 -2
2409 SPECIAL EVENTS 1 1 5.7 5.7 0
TOTAL PARKS & RECREATION 27 27 27.7 25.7 -2
2406 BOAT DOCK 0 0 0.3 0.3 0
3011 HUMAN RIGHTS 0 0 0 0 0
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3307 ENGINEERING 5.3 5.3 5.25 6 0.75
3308 FLOOD CONTROL 5 5 5 5 0
GIS 0 0 0 0 0
TOTAL EPW - ENGINEERING 10.3 10.3 10.25 11 0.75
3511 RISK/HUMAN RESOURCES 3 3 3 4 1
4011 E911 22 22 23 23 0
TOTAL FULL-TIME POSITIONS 332 333 330 335 5
332 333 330 335 5
* -The above amounts include
elected officials (5).
Summary: FY2018 FY2019 FY2020 FY2021 Change
GENERAL FUND 274.3 275.3 273.95 278.7 4.75
E911 FUND 22 22 23 23 0
ENTERPRISE FUNDS 35.7 35.7 33.05 33.3 .25
FULL-TIME POSITIONS 332 333 330 335 5
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OUTSTANDING DEBT
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CONTRACT FUNDING RECOMMENDATIONS
Organization Name Fund Amount
General Fund
Animal Control – McCracken County 10000106 523160 157,000
WKCTC Government Access TV 10002811 523070 85,000
Remaining balance yet to be allocated 247,500
Rental Fund
Market House Theatre (Bathroom 5-year) 11000211 533050 25,000
Investment Fund
GPEDC 24000401 523070 250,000
Sprocket Grant Match 24000401 523070 200,000
PJC – Scholarship Fund 24000401 523070 125,000
Wall to Wall 24000401 580750 18,750
Remaining balance yet to be allocated 375,000
Totals: $ 1,483,250
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CITY OF PADUCAH, KY FLEET ACQUISITION FY2021
Fleet Lease (071)
Dpt Year Make/Model Proj. Cost ($)
EPW - Street 2021 ½ Ton Pickup $29,000
EPW – Street 2021 ½ Ton Pickup $29,000
Parks 2021 SUV $23,000
Police 2021 Pursuit Rated SUV $40,000
Police 2021 Pursuit Rated SUV $40,000
Police 2021 Pursuit Rated SUV $40,000
Police 2021 Pursuit Rated SUV $40,000
Police 2021 Pursuit Rated SUV $40,000
Police 2021 Pursuit Rated SUV $40,000
Police 2021 Pursuit Rated SUV $40,000
Police 2021 1 Ton Transit Van $60,000
Fire 2021 Pumper Truck $525,000
All 2021 Contingency for wreck
vehicles $80,000
Total for Fleet Lease Trust Fund $1,026,000
Solid Waste (050)
Dpt Year Make/Model Proj. Cost ($)
Residential 2021 Rear Packer $190,000
Total for Solid Waste Fund $190,000
Total for Fleet Acquitision Plan for FY2021 $1,216,000
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GLOSSARY OF TERMS
A
Accrual Basis of Accounting – Recognition of
the financial effects of transactions, events
and circumstances in the period(s) when
they occur regardless of when the cash is
received or paid.
Adopted Budget – The budget as modified
and approved by the City Commission. The
adopted budget is authorized by ordinance,
which sets the legal spending limit for the
year.
Appropriation – A legal authorization
granted by a legislative body (City
Commission) to make expenditures and
incur obligation for designated purposes.
B
Bond – A promise to repay borrowed money
on a particular date, including the payment
of a specified dollar amount of interest at
predetermined intervals, often twenty years
in the future.
Budget – A plan of financial operation
embodying an estimate of proposed
expenditures for any given period and the
proposed means of financing them.
C
Capital Improvement Plan – A plan that
assesses capital needs against the City’s
overall goals and objectives, using a multi-
year planning horizon.
Capital Outlays – Expenditures which result
in the acquisition of or addition to fixed
assets which are individually priced at more
than $3,000.
Commodities – A cost category for items
required by departments to conduct their
operations. Examples include utility costs,
fleet charges, fuel, and repair/upkeep.
Comprehensive Annual Financial Report
(CAFR) – The complete annual financial
report of the City that is prepared in
conformity with generally accepted
accounting principles. An independent
auditing firm audits the financial statements
in this annual report.
Contractual Services – The costs related to
services performed by individuals or
businesses. Examples include insurance,
legal, audit, and landfill charges.
D
Debt Service – Payment of interest and
principal on an obligation resulting from
bond sales or lease-purchase agreements.
Department – A major administrative unit of
the City that indicates responsibility for an
operation or group of related operations
within a functional area.
Depreciation – Change in the value of
assets (equipment, buildings, etc. with a
useful life of five years or more) due to use
of the assets.
Division – A specific operation within a
group of related operations or functional
area.
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E
Enterprise Fund – A fund established to
account for operations that are financed
and operated in a manner similar to private
business. It is the City’s intent to recover
the costs of providing the service primarily
through user charges.
Enterprise Resource Planning (ERP) –
Business management software – typically a
suite of integrated applications – that is
used to collect, store, manage and interpret
data from government activities.
Expenditures – Decreases in net financial
resources. Expenditures include current
operating expenses which require the
current or future use of net current assets,
debt service, and capital outlays.
F
Fiduciary Fund – A fund used to account for
assets held in trust by the government for
the benefit of individuals or other entities.
Fixed Assets – Assets of a long-term
character, which are intended to continue to
be held or used, such as land, buildings,
improvements other than buildings,
machinery and equipment.
Full Time Equivalent (FTE) – A position for
an employee working a 40-hour week for 52
weeks a year, i.e., 2,080 annual hours
(2,912 for firefighters).
Fund – A fund is a grouping of related
accounts that is used to maintain control
over segregated resources for specific
activities or objectives.
Fund Balance – The net worth of a fund,
measured by total assets minus total
liabilities. For purposes of reading this
budget document, fund balance is cash.
Fiscal Year (FY) – A 12-month period to
which the annual operating budget applies
and at the end of which a government
determines its financial position and the
results of its operations. The City of
Paducah’s fiscal year begins July 1st and
ends the following June 30th. The term
FY2016 denotes the fiscal year beginning
July 1, 2015 and ending June 30, 2016.
G
General Fund – The general fund is used to
account for receipts and payments that do
not belong to another specific fund, it is
often referred to as the ‘operating fund’.
General Obligation Bonds – Bonds for the
payment of which the full faith and credit of
the issuing government is pledged.
Geographic Information System (GIS) – A
program that facilitates the efficient
management of spatial or geographic
information.
Government Finance Officers Association
(GFOA) – The Government Finance Officers
Association is the premier association of
public-sector professionals and is dedicated
to providing high-quality support to state
and local governments.
Governmental Funds – Those funds through
which most governmental functions typically
are financed. The acquisition, use, and
financial resources and the related current
liabilities are accounted for through
governmental funds (General, Special
Revenue, Capital Projects, and Debt Service
Funds).
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I
Infrastructure – The basic equipment and
structures (such as roads and bridges) that
are needed for a municipality to function.
Internal Service Fund – A fund used for
operations serving other funds or
departments within a government on a
cost-reimbursement basis.
K
Kentucky Revised Statutes (KRS) – The
name given to the body of laws which
govern the Commonwealth of Kentucky.
M
Modified-Accrual Basis of Accounting –
Accounting system in which revenues are
recognized when available and measurable
and expenses are recorded when the
services or goods are received and the
liabilities are incurred.
Municipal Aid Program (MAP) – A program
in which a percentage of the motor fuels tax
received by the State is distributed to
incorporated cities based on their
population.
O
Operating Expenditure – An ongoing cost
for providing basic governmental services.
Ordinance – A formal legislative enactment
by the governing body of a municipality. If
it is not in conflict with any higher form of
law, such as a state statute or constitutional
provision, it has the full force and effect of
law within the boundaries of the
municipality to which it applies.
P
Payment In Lieu of Tax (PILT) – Payments
to the City of offset losses in property taxes
due to non-taxable property with their
boundary.
Pension Trust Funds – A fund that is made
up of money that has been contributed by
both the employer and the employee for
pension benefits. A trustee administers the
funds and invests the money, collects the
earnings and interest, and distributes the
benefits.
Personal Services – The costs (wages and
benefits) associated with compensating
employees for their labor.
Proprietary Fund – Operation that operates
like a private commercial operation, in
which services are financed through user
charges and expenditures include the full
cost of operations.
R
Reserve – Fund balance that cannot be
appropriated or spent.
Revenues – Increases in net financial
resources. Revenues include the receipt of
assets for goods sold or services provided in
the current reporting period,
intergovernmental grants, and interest
income.
S
Special Revenue Funds – A fund established
by a government to account for money that
must be used for a specific project.
U
Unfunded Liability – Any liability or other
expense that does not have savings or
investments set aside to pay it.