HomeMy WebLinkAboutFY2016 Budget BookU
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Table of Contents
Manager's Budget Message .........................1
Budget Ordinance........................................3
Directory......................................................8
Staff Organizational Chart ...........................9
Budgeted Depart. Staffing Summary .........
10
Gen. Fund Statement of Rev.& Exp..........
i 1
Gen. Fund Statement of Rev. by Source ....
12
Governmental Funds
General Fund........................................13
General Government .........................14
Finance..............................................18
PRDA................................................21
Information Technology ...................22
Planning............................................24
Police.................................................28
Fire....................................................32
Engineering & Public Works ............ 36
Parks Services...................................40
Human Rights...................................43
Human Resources .............................44
Other General Fund ..........................46
Other Governmental Funds...................47
Municipal Aid Program Fund ...........48
Investment Fund................................49
CDBG...............................................51
HOME Grant Fund ...........................52
E911Fund.........................................53
Court Awards Fund ...........................
55
Debt Service Fund .............................56
Capital Improvements Fund..............58
BondFund.........................................60
Rental Property Fund ........................61
Radio Fund........................................62
Enterprise Funds........................................63
Solid Waste Fund..................................64
Civic Center Fund.................................68
Internal Service Funds...............................69
FIeet Maintenance Fund ........................70
Fleet Lease Trust Fund ..........................
72
Insurance Fund......................................74
Health Insurance Fund ...........................
75
Fiduciary Funds.........................................76
AEPF.....................................................77
PFPF......................................................78
Appendices
Employee Budget Census ..........................79
Capital Improvement Plan .........................81
Outstanding Debt — Projected at Fiscal Year
Ending........................................................83
Contract Funding Recommendations ......... 84
Investment Fund Projections ......................85
Glossary.....................................................88
June 16, 2015
City Manager's Budget Message for 2015-2016
A meeting of the Paducah City Commission was held on June 2, 2015 at which time the
proposed 2015-2016 City Budget was presented and reviewed by the City Manager and the
City's Director Team. Highlights of the Budget were discussed with the Commission, and
comments were made for consideration in the budget adoption process that took place by
Ordinance on June 9 and June 16.
Honorable Mayor and City Commissioners
I am grateful to the Board of Commissioners for its adoption of this Budget for the period of July
1, 2015 through June 30, 2016. I believe that this Budget appropriately targets City resources
towards the Commission goals that are in place to define its vision for Paducah. Those goals
include Strong Economy, Quality Services, Vital Neighborhoods, and Restored Downtown.
Although still feeling some effects from the economic downturn of a few years ago, ongoing
efficiency efforts have allowed City operations to remain stable and no program reductions are
planned in this Budget. Relatedly, City full-time staffing will remain at the level of the current
year. I am pleased to say also that the General Fund retains its financial health through
compliance with the Commission policy that requires a 10% operating reserve. This was
accomplished without any recommended increases in fees or taxes to supplement operational
expenditures.
With respect to the General Fund, total expenditures planned for the next fiscal year amount to
$32,469,730. This is down slightly from the revised current -year General Fund budget of
$33,197,535. Total General Fund revenue for the new Budget year is flat in comparison to the
prior year at a negligible increase of three tenths of one percent. Of the major revenue sources in
the General Fund, Payroll Tax and Business License will experience a similar negligible
increase, while Insurance Premium Tax is projected to experience a slight decline.
Department Directors were instructed to prepare budget requests that did not exceed their
respective Departmental appropriations for the current year. While this did not involve
significant reprioritization between City Departments, this limitation did require Directors to
carefully consider needs and opportunities to reallocate funding within their Departments. The
ability of Directors to fund a small average wage increase of 1.5% was aided by a reduction in
the City's required contribution to the State Retirement System. Additionally, reductions in cost
for fuel and energy provided the means for some Departments to cover inflationary cost
increases in other areas.
The City's "Investment Fund", to which one-half cent of payroll tax is dedicated, will also
experience a negligible increase in revenue for the next year. It is important to note that
allocations from this Fund comprise on-going as well as long-term commitments to programs
that represent both core City functions as well as many important areas that are outside of the
statutory obligation or responsibility of City government. In the new Budget, 33% of Fund
Revenue is obligated to debt service while 51% of revenue is allocated to contributions and
projects to which the Fund has been committed for several consecutive budget years. Only 16%
of the tax revenue of $4.8 million is available to fund small capital projects that occur from year
to year. The major shift in allocation over the past few years has been away from small capital
projects (which are discretionary) to debt service (which is not discretionary). Clearly the
Investment Fund has lost much of its past flexibility and will continue to do so without major
reallocation within the area of contributions and projects.
Included with the Budget Document is copy of the City's Capital Improvements Plan. This Plan
was highlighted in a Pre -Budget Workshop on May 5, 2015, and a process of prioritization and
consideration of funding alternatives was begun. The Board of Commissioners is facing major
policy considerations that are inherent in the need to reinvest in City infrastructure, operational
assets, and other community assets that contribute to the livability of this fine community.
I am very pleased to present this Budget in a new format that is intended to be more informative
for the Board of Commissioners as well as citizens and other users. Traditionally, the emphasis
of the budget presentation was with "line item" categories of revenue and expenditure that
reflected the City's accounting system but which created very little understanding of impact,
outcomes, and results. This Budget Document includes important financial summaries, however
the emphasis is on narrative that identifies and elaborates upon the structure, objectives, and
highlights of the various City Departments. I strongly believe that this information provides a
much better basis to consider the outcomes and results that are produced from the public's
investment in City programs and services. Should you need to see the line item detail, that
information can be found on the City's website, www.paducahky.gov.
Preparation of this Budget was, as always, a collaborative effort of the Director Team as well as
key management staff and support staff. Budget preparation is challenging, as operational
revenues remain flat and resources for program expansion do not exist. Difficult decisions are
made at the Department level around priorities, obligations, and opportunities to become more
efficient as well as more effective in service delivery. Annual increases in funding for
Departments has not been the norm in the City of Paducah for many years, and the City is
fortunate to have in place talented and dedicated employees who are committed to retaining high
standards despite resource constraints.
2
ORDINANCE NO. 2015-D6-8254
AN ORDINANCE ADOPTING THE CITY OF PADUCAH, KENTUCKY, ANNUAL BUDGET FOR THE FISCAL YEAR JULY 1, 2015, THROUGH
JUNE 30, 2016, BY ESTIMATING REVENUES AND RESOURCES AND APPROPRIATING FUNDS FOR THE OPERATION OF CITY GOVERNMENT.
VaEREAS, an muni budget proposal has beat prepared and delivered to the Clty Commissioo; and
WHEREAS, the City Commlssion has reviewed such proposed budget and made the nemnery modifications.
BE IT ORDAINED BY THE CITY OF PADUCAH, KBNTUCKY;
SECTION]. The &&owing estimate of revenues aid resources is edoptod as the City of Paducah, Keontcky Revenue Budget Tor Fis®1 Year 2015-
2026.
3
MUNICIPAL
FY2016
AID
GENERAL
PROGRAM
INVESTMENT
CDBG
FUND
FUND
FUND
FUND
01
03
04
06
SOURCI€S
CASH FROM FUND RESERVE
295,780
289,200
R&VENval
PROPERTY TAXES
6,153,500
LISC, PERMITS,
OTHER TAXES
23,239,500
480,000
4,800,000
GRANTS, CONTRIBUTIONS
87 U IS
750,000
FINSS & FORFEITURES
109,500
PROP RENTAL & SALES
436,020
CHARGES FOR SERVICES
655,965
INTEREST INCOME
90,000
6,000
RECREATION, OTHER FEES
118,700
MISCELLANEOUS
29-100
31,704,000
486,000
4,800,000
750,1100
TOTAL REVENUES
FUND TRANSFER S IN
469 50
825000
261,000
125000
I_3&469 730
1,600,200
5 061 000
875,000
TOTAL SOURCES
GENERAL
FY2016
COURT
DEBT
E911
AWARDS
SERVICE
FUND
CIP
FUND
12
FUND
13
30
FUND
40
SOURCES'
CASH FROM FUND RESERVE
20,750
1,100,000
REVENUIM
PROPERTY TAXES
LrSC, PERMITS,
OTHER TAXES
615,000
583,320
GRANTS, CONTRIBUTIONS
487,930
11,749,000
FINES & FORFEITURES
30,000
PROP RENTAL & SALES
289,000
_
CHARGES FOR SERVICES
52,385
INTEREST INCOME
900
1,000
RECREATION OTHER FEES
750,000
MISCELLANEOUS
1,103,830
3t,000
924,705
12,499,DD0
TOTAL REVENUES
FUND TRANSFERS IN
598,490
2,092.MU
59 680
14LJ20
51,750
3 Ol6 935
16,55 686
TOTAL SOURCES
3
FY2016
FLEET
SOLD)
CIVIC
HEALTH
AEFF/PFPF
BOND
FUND
WASTE
CENTER
RENTAL
RADIO
42
FUND
50
FUND
62
FUND
63
FUND
64
SOURCRS:
70
1
72
73
84
CASH FROM FUND RESERVE
1,269,000
970,950
REYENU,6S:
8,000
1,635,995
457,535
PROPERTY TAXES
LISC, PERMITS,
OTHER TAXES
GRANTS, CONTRIBUTIONS
30,000
FWFS & FORFEITURES
PROP RENTAL & SALES
75,000
40,000
134,920
123,940
CHARGES FOR SERVICES
4,368,000
350,000
INTEREST INCOME
2,000
28,000
1,107,150
3,762,660
4,800
RECREATION, OTHER FEES
3,000
225,100
MISCELLANEOUS
2,000
4,504,000
40,000
I34,920
128,740
TOTALREVENUES
FUND TRANSFERS IN
850,255
1,107,150
120,010
585,015
TOTAL REVENUES
1 7l 000
5,474,950
160 010
134,920
128,740
TOTAL SOURCES
FY2016
FLEET
FLEFf
HEALTH
AEFF/PFPF
SERVICE
TRUST
INSUR
INS TRUST
PENSION
FUND
FUND
FUND
FUND
FUND
70
1
72
73
84
SOURCES:
CASH FROM FUND RESERVE
8,000
1,635,995
457,535
REVENUES
PROPERTY TAXIS
LISC, PERMITS,
OTHERTA)MS
GRANTS, CONTRIBUTIONS
FINES & FORFEITURES
PROP RENTAL & SALES
627,755
350,000
CHARGES FOR SERVICES
347,500
1,107,150
3,762,660
91915
INTEREST INCOME
22,500
225,100
RECREATION, OTHER FEES
MISCELLANEOUS
100
347,600
850,255
1,107,150
3,762,660
585,015
TOTAL REVENUES
FUND TRANSFERS IN
188,480
60,000
395,000
544,080
2,496,250
1,167 150
3,767,660
1,437 550
TOTAL SOURCES
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SECTION 2. The following slmu of money ere hereby appropriated for Fiscal Year 20152016.
MUNICIPAL
FY2016
AID
GENERAL
PROGRAM
INVEST603N'f
CDBG
FUND
01
FUND
03
POND
04
FUND
06
APPROPRI17I0NM
GENERAL GOVERNMENT
1,474,675
FINANCE
998,790
PRDA
134,165
INFORMATION SYSTEMS
667,530
PLANNING
914,290
875,000
POLICE
9,496,455
FIRE
8,049,275
ENGRUBLIC WORKS
3,959,595
1,600,200
PARKS SERVICES
3,156,515
CABLE AUTHORM
53,610
HUMAN MIM
41,955
ENGDTMING
1,155,105
HUMAN RESOURCES
309,050
INVESTMENT FUND
690,500
DEBT SERVICE / E911
SOLID WASTE OPERATION
FLEET MAINTENANCE
PENSIONS
CASH CARRY FORWRDNRESRV
830
FUND TRANSFERS OUT
21
1 4-36 670
TOTAL APPROPRIATIONS
32A69,730
1,600 00
5 061 000
875,000
M016
COURT
GENERAL
DEBT
E911
FUND
AWARDS
FUND
SERVICE
FUND
CIP
FUND
S2
13
30
40
4PPR0PRI4TI0NS.
GENERAL GOVERNMENT
2,657,430
FINANCE
PRDA
INFORMATION SYSTEMS
PLANNING
096,250
POLICE
51,750
24,000
FIRE
70,000
ENG/PUBLIC WORKS
11,766,000
PARKS SERVICES
520,000
CABLE AUTHORffY
HUMAN RIGHTS
ENGINEERING
HUMAN RESOURCES
INVESTMe,TT FUND
DEBT SERVICE) E911
1,692,320
3,016,935
SOLD WASTE OPERATION
FLEEf MARnTNANCE
PENSIONS
CASH CARRY FORVM/RESRV
FUND TRANSFERS OUT
125 D00
L.697-3201
51 750
3,016 935
1 58,680
TOTAL APPROPRIATIONS
FY2016
BOND
FUND
42
SOLED
WASTE
FUND
50
civic
CENTER
FUND
62
RENTAL
FUM)
63
RADIO
FUND
64
APPROPRIA77W.,
GENERAL GOVURN7 ENT
FINANCE
2,486,250
72,875
PRDA
INFORMATION SY97EMS
PLANNING
POLICE
FIRE
ENG/PUBLIC WORKS
84,470
PARKS SERVICES
92,035
CABLE AUTHORITY
HUMAN RIGHTS
ENGINEERING
HUMAN RESOURCES
FUND
1,161,550
3,74660
04VESTMWT
DEBT SERVICE / E911
SOLID WASTE OPERATION
5,234,950
FLEET MAINTENANCE
PENSIONS
544,080
CASH CARRY FORWRD/RESRV
67,975
55,865
FUND TRANSFERS OUT
2,27000 000
240 000
5,600
50,450
1,771 000
5,474 950
160,010
134,920
128,740
TOTAL APPROPRIATIONS
FY2016
FLEET
SERVICE
FUND
701
FLEET
TRUST
FUND
(71)
INSUR
FUND
(72
HEALTH
INS TRUST
FUND
3
AEPF/PFPF
PENSION
FUND
84
PROPR A77ONS.•
GENERAL GOVERNMENT
FINANCE
2,486,250
300
PMA
INFORMATION SYSTEMS
PLANNING
POLICE
FIRE
ENO/PUBLIC WORKS
PARKS SERVICES
CABLE AUTHORITY
HUMAN RIGHTS
ENGINEERING
HUMAN RESOURCES
1,161,550
3,74660
INVFSTkfENT FUND
DEBT SERVICE/ E911
SOLID WASTE OPERATION
FLEET MAINTENANCE
544,080
PENSIONS
1,43750
CASH CARRY PORWRDiRESRV
5,600
FUND TRANSFERS OUT
544,080
2486.50
1167150 j
3T 660
1437 50
TOTALAPFROPRL4TIONS
SECTION 3. The City Manager and Finance Director will publish a budget document whieb rcDects the funding priorities set by the City Commission
during their budget workshops and which will be used to interpret the above appropriations on the City's website.
SECTION 4 The City does hereby adopt the fallowing $mania] management policies:
A. The Genual Fund's minimum undesignated cash balance shall be 10% of the Geneml Funs budgeted expenditure The Investment Fund's
minium m undesignated cash balance shall be 103% of the Invatrnent Fund's budgeted ezpendslmes. The Solid Waste Fund's minimum unreservcd cash balance
shall be 10%of the Solid Wastes budgeted operating orpenses. The Debt Service Fundk minimum oath balance shall be trot less than 5400,000,
B. The City Manager is authorized to transfer appropriated amounts between funds, departmental budget line items, pmjacts, between divisions of
deparanents, and between departments as shown in Section 2.
C. Appropriations designated as Commis ion contingency shalt be oblippfM upon approval by the City Commission by municipal order.
D. Funds appropriated as Administrudyc contingency shall be obligated at the discretion of the City Manager, however, the City Commission shall be
notified five calendar days prior to obligation of the expendium If arty individual member ofthe Board of Commissiorua rcquests Commission review of e
proposed expenditum the Ciry Manager must bring expenditure bcforo the Commission forappmval by municipal order, or not proceed.
E. City Manager shall assuso drat recarrring revenues and resources are greater than or equal to recurring expeaditues.
F. The City Manager has the authority to enact a budget allocation program or to tansfer funds to or from tory departmental line item appmpriation.
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G. As new vehicles are acquired, the City will fidly fund the Fleet Trust Fund in order to replace rolling stock owned by the Fled Trust Fund as it
achieves obsolesced. The Fleet Trust Fund shall be funded with momhly least charges assigned to rolling stock as determined by the Finance, Director or his
designee. All rolling stock is owned by the Citys Fled Tnst Fund
H. The City will maintain a self innstance fund called Health Insurance Trust Fund through the asc of uscr fees as Ad by administrativo policy,
1. The City will continuo to maimain the Appointive Employees Penslon Fund (AEPF) in a fldly funded status through sound finaaciat management
and/or annual General Fund trarem as designated in the budget document The AEPF may be combined with the PFPF should it be daerwAn d, by the Finance,
Director, that such a combination Is administratively more effective and/or financially prudent
1. In fiscal year 2006, the Ciry issued a General Obligation Bond forthe Police and Firefighters' Pension Fund (PFPF) bringing the Surd up to an
actuarially sound basis; however, the multi-ytar recession starting In fiscal year 2009 reduced the find's corpus leaving a new unfunded liability. Funding is
provided in the General Fund of this ordinance to further address the PFPF unfunded liability.
K Tho City vnll provide to all eligible emph:5 a up to a 5727.00 pet month credit (for the months of July - December 2015) to be applied to the
Compreheasivo Health 4murance Benefit Plan (Cafeteria Plan) as directed by the employee. 1n lanmy 2016, this monthly credit may he adjusted by the City
Commission as usommnrnded by the City Manager or his designee.
L. The City will maintain a special fund called Investment Fund, and is considered an -tension of the General Fund, The Inv* mwt Fund,,NU be
funded with a 12 cent increase in the City's occupational license fee (employee payroll withholding tax). This fund is dedicated to the following nepcnditures:
economic developmerrt, neighborhood redevelopment, in�cmrc capital inve,meent and property tax relief.
SECTION 5. Finance Director is responsible for maintaining currerd table of Psticna Revenues in Section I and Appropriation of Funds in Section 2
and to provide a copy to the City Clerk
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If during the course o f the year the City Commission adopts Ordiminwa to anticipate new tcvenuea or to make new appropriations, the Finance Director
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will update these Tables and provide a copy to the City Clerk.
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SECTION fi This ordinance shall be read on twe separate days and will become effect' ve upon publication in full pursuant to KRS Chapter 424.4
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Too—am Sanderson, City Cleric
Introduced by the Board of Commissioners, June 9, 2015
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Adopted by the Bomd of Couunissionens, Jura 16, 2015
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Recorded by Tamawn Sanderson, City Cleric, June 16, 2015
Published by The Paducah Suo, June 19, 2015
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City of Paducah Kentucky
Directory
MAYOR
Gayle Kaler
BOARD OF COMMISSIONERS
Allan Rhodes, Jr. — Mayor Pro -Tem
Richard Abraham
Sandra Wilson
Carol Gault
CityManager........................................................................................................Jeff Pederson
FinanceDirector................................................................................. Jonathan Perkins, CPA
CityClerk................................................................................................Tammara Sanderson
PRDAExecutive Director................................................................................. Steve Doolittle
InformationTechnology Director......................................................................Greg Mueller
PlanningDirector.................................................................................................... Steve Ervin
PoliceChief................................................................................................... Brandon Barnhill
FireChief...................................................................................................................Steve Kyle
ParksServices Director.................................................................................Mark Thompson
City Engineer and Public Works Director ....................................................... Rick Murphy
HumanResources Director...............................................................Steve Doolittle (interim)
PublicInformation Officer.................................................................................. Pam Spencer
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Budgeted Departmental
Staffing Summary
All positions shown are full-time equivalent (FTE)
City Commission Adopted for Fiscal Years ending June 30
2009
2010
2011
2012
2013
2014
2015
2016
General Fund
General Governmentl
12.0
12.0
12.0
12.0
12.0
11.0
11.0
11.0
Finance'
17.0
14.0
14.0
11.0
11.0
11.0
11.0
11.0
PRDA
-
-
-
1.0
1.0
1.0
1.0
1.0
Information
Technology
4.0
6.0
6.0
6.0
6.0
5.0
5.0
5.0
Inspection
13.0
10.0
11.0
11.0
-
-
-
-
Planning
10.0
9.0
9.0
9.0
9.0
9.0
10.0
10.0
Police
93.0
90.0
90.0
90.0
88.0
87.0
87.0
87.0
Fire
69.0
64.0
64.0
64.5
74.0
76.0
76.0
75.0
Engineering/
Public Works
77.5
65.0
48.5
47.1
46.1
45.1
45.1
45.1
Parks
7.0
7.0
24.0
24.0
24.0
24.0
25.0
25.0
Human Rights
1.0
1.0
1.0
-
-
-
-
-
Human Resources
1.5
1.0
1.0
3.0
3.0
3.0
3.0
3.0
PRA'
5.0
3.0
5.0
4.0
3.0
3.0
-
-
Total General Fund
310.0
282.0
285.5
282.6
277.1
275.1
274.1
273.1
Solid Waste Fund
Solid Waste
27.0
27.0
26.0
25.4
25.4
25.4
25.4
25.4
Fleet Main t. Fund
Fleet Maintenance
6.0
8.0
6.5
6.5
6.5
6.5
6.5
6.5
Total Proprietary
Funds 33.0 35.0 32.5 31.9 31.9 31.9 31.9 31.9
TOTAL ALL FUNDS 343.0 317.0 318.0 314.5 309.0 307.0 306.0 305.0
'The above amounts include elected officials (5)
'Finance/Human Resources split into two departments beginning FY2012
31nspection Department combined into Fire Department beginning FY2013
4Cemetery/Grounds moved from EPW into Parks beginning FY2011
SPRA department dissolved. New positions created in FY2015 under the Parks and Planning
Departments
10
General Fund Statement of
Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenues
Taxes
$6,148,969
$6,297,086
$5,993,000
$6,153,500
Licenses & Permits
$22,674,348
$22,517,253
$23,266,750
$23,239,500
Grants
$1,036,273
$980,123
$898,715
$871,315
Fines
$128,767
$105,275
$115,725
$109,500
Property Rent & Sales
$431,947
$411,429
$424,600
$436,020
Charges for Service
$652,547
$668,038
$648,080
$655,965
Interest Income
$138,487
$160,186
$100,000
$90,000
Other Fees
$246,506
$140,640
$151,610
$148,200
Interfund Transfers
$1,020,941
$589,572
$486,370
$469,950
Total Revenues
$32,478,785
$31,869,602
$32,084,850
$32,173,950
Expenditures
General Government
$1,227,762
$1,288,342
$1,399,200
$1,474,675
Finance
$944,580
$950,584
$998,790
$998,790
PRDA
$117,478
$119,630
$157,175
$134,165
Information Technology
$564,262
$605,536
$667,860
$667,530
Planning
$742,652
$771,329
$918,400
$914,290
Police
$9,035,614
$9,183,250
$9,452,400
$9,496,455
Fire
$7,494,766
$7,619,268
$7,995,265
$8,049,275
Engineering/Public Works
$4,518,041
$4,802,273
$5,087,995
$5,114,700
Parks Services
$2,664,167
$2,763,773
$3,122,370
$3,156,515
Cable Authority
$84,250
$84,042
$85,575
$83,610
Human Rights
$41,139
$37,369
$41,955
$41,955
Human Resources
$295,953
$294,671
$309,030
$309,050
PRA
$356,771
$168,538
-
-
Special Projects
$325,823
$387,872
-
-
Interfund Transfers
$3,137,596
$2,514,490
$2,961,520
$2,028,720
Total Expenditures
$31,550,854
$31,590,967
$33,197,535
$32,469,730
14"
I1
General Fund Statement of
Revenues by Source
Interest Income $138,487
Actual
FY2013
Actual
FY2014
Revised
FY2015
Adopted
FY2016
Taxes
$151,610
$148,200
Interfund Transfers $1,020,941
$589,572
Real Current Year
$3,718,660
$3,881,147
$3,930,000
$4,035,000
Personal Current Year
$619,115
$628,556
$620,000
$638,500
Vehicle Tax County
$626,772
$658,289
$652,000
$665,000
PJC Tax Collection
$300,087
$302,463
-
-
Local Bank Deposit Tax
$243,203
$225,373
$230,000
$230,000
PILT - Paducah Power
$290,574
$263,553
$270,000
$260,000
Annexation Rebates
($61,178)
($71,703)
($77,000)
($62,000)
Other Taxes
$411,736
$409,408
$368,000
$387,000
Licenses & Permits
Payroll Tax
$13,813,181
$13,644,539
$14,325,000
$14,400,000
Insurance Tax
$3,863,464
$3,831,792
$4,010,000
$3,900,000
Business License
$4,391,352
$4,444,440
$4,425,000
$4,450,000
County PR - Rev Sharing
($204,682)
($222,607)
($271,000)
($290,000)
KY Telecommunication Tax
$275,130
$275,113
$275,000
$275,000
Other Licenses & Permits
$535,903
$543,976
$502,750
$504,500
Grants
Section 8
$254,645
$256,167
$263,715
$259,315
State Incentive - Police
$325,840
$310,014
$312,000
$315,000
State Incentive - Fire
$260,857
$260,281
$265,000
$265,000
Other Grants
$194,931
$153,661
$58,000
$32,000
Fines
Warrant Service Fee
$45,447
$42,595
$42,000
$42,000
Nuisance Violations
$55,620
$39,942
$55,000
$45,000
Other Fines
$27,700
$22,738
$18,725
$22,500
Property Rent & Sales
Forest Hills Lease
$364,230
$368,460
$372,000
$372,620
Other Property Rent & Sales
$67,717
$42,969
$52,600
$63,400
Charges for Service
Tax Collection Fee - School
$164,528
$163,537
$172,000
$180,000
Overhead (Admin) Charges
$262,145
$271,095
$271,720
$284,520
Other Charges for Service
$225,874
$233,406
$204,360
$191,445
Interest Income $138,487
$160,186
$100,000
$90,000
Other Fees $246,506
$140,640
$151,610
$148,200
Interfund Transfers $1,020,941
$589,572
$486,370
$469,950
Total Revenues $32,478,785
$31,869,602
$32,084,850
$32,173,950
12
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: General Government, Finance, Paducah Riverfront
Development Authority, Information Technology, Planning, Police,
Fire, Engineering/Public Works, Parks, Human Rights, and Human
Resources. The General Fund is the largest fund within the City of
Paducah and the majority of the budget can be found within the
General Fund.
13
Genual Government
Department Mission
The mission of the General Government
Department is to provide professional
leadership in the administration and
execution of policies and objectives
formulated by the Paducah Board of
Commissioners. The Department also is
responsible for promoting confidence in city
government through community
engagement and customer service and
through the development of solutions,
programs, and measures to meet the
emerging needs of the City, its residents,
and business community.
Mayor & 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 City Commission meetings and
is the ceremonial head of City government
representing the City in the community and
with associated government agencies.
City Manager:
The City Manager, a professional appointed
by the Paducah Board of Commissioners,
serves as Chief Administrative Officer of the
city and directs, oversees, and coordinates
the day-to-day departmental operations. The
City Manager assists the Board in
formulating goals, objectives, policies,
budgets, and programs in addition to
translating policy and visionary ideas into
tangible results. The Public Information
Officer, who reports to the City Manager,
14
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.
City Clerk:
The City Clerk is the custodian of official
City records pursuant to KRS 61.870 to
KRS 61.882. The Clerk is responsible for
preparation, maintenance, and safekeeping
of official City records; preparation of
ordinances, municipal orders, and motions
for action by the Board of Commissioners;
and preparation of motions for public
printing. The Clerk prepares the City
Commission agenda, attends all
Commission meetings, and records the
minutes. The Clerk serves as the Deputy
Alcoholic Beverage Control Administrator.
Corporate Counsel:
Corporate Counsel provides legal services to
the City Commission, City Manager, and
staff through a law firm retained to function
as City Attorney, as well as to the Planning
Board through a part-time assistant City
Attorney. Corporate Counsel renders legal
opinions, prepares ordinances, resolutions,
municipal orders, and contracts, and handles
litigation involving the City.
Staffing Summary: General Government
Actual Actual Revised Adopted
Grade FY2013 FY2014 FY2015 FY2016
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
Public Information Officer
P
1.0
1.0
1.0
1.0
Executive Assistant 1I
1
1.0
1.0
1.0
1.0
Administrative Assist. III
C
1.0
1.0
1.0
1.0
City Clerk
City Clerk
P
1.0
1.0
1.0
1.0
Legal
Corporate Counsel
1.0
1.0
1.0
1.0
TOTAL
11.0
11.0
11.0
11.0
1
u
15
Department Narrative: General Government
FY2015 Highlights:
• Initiated research of integrated solid waste management plan to include curbside
collection of recycling.
• Determined values, conducted initial citizen engagement process, developed site criteria,
and selected site for City Hall project.
• Assisted in implementation of recommendations from Action Plan Committees formed in
response to 2013 National Citizen Survey.
• Invited Jeff Speck, author of Walkable City, to analyze downtown Paducah and provide
recommendation.
• Initiated social media archiving system.
• Created MyPaducah engagement initiative and logo.
• Developed and supported Mayor's community initiatives including Art Club, Book Club
and Anti -Bullying.
• Wrote successful nomination earning a Kentucky League of Cities Enterprise City Award
• Participated in negotiations between City, County, Paducah Economic Development and
Genova Products for facility in I-24 Park.
• Completed project management for construction of TeleTech building in Commerce
Park.
• Participated in negotiations between the City, County, and the McCracken County
Humane Society for animal shelter services.
• Created process and form for approving Alcohol and Beverage Control applications.
• Participated in development of Paducah Power System Rate Recovery Plan.
Objectives for FY2016:
• Determine long-term solid waste/recycling facilities needs and conduct process for
facilities.
• Coordinate process to complete design of new City Hall.
• Conduct second National Citizen Survey.
• Conduct negotiations for cable television franchise renewal.
• Oversee completion of Riverfront Redevelopment Phase IB within budgetary constraints.
• Continue efforts to secure convention center hotel.
• Partner with Paducah Area Chamber of Commerce, McCracken County, Paducah
Economic Development, and others for community visioning.
• Complete master planning and determine funding for six acres of riverfront at the site of
the former Executive Inn.
• Implement steps to ensure long-term effectiveness of Paducah -McCracken County E-91 I
Center.
• Establish process to enforce adherence to Mandatory Server Training Ordinance.
• Establish Internal Training and Leadership Institute for employees.
16
Department Budget Summary: General Government
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Personal Services
$643,441
$673,633
$685,115
$691,195
Contractual Services
$277,747
$319,633
$403,010
$460,290
Commodities
$78,539
$80,076
$90,125
$106,290
Contributions
$225,000
$215,000
$215,000
$215,000
Capital Outlay
$3,035
-
$5,950
$1,900
Total Dept. Budget
$1,227,762
$1,288,342
$1,399,200
$1,474,675
Division Summary:
*Other includes Non -Departmental, Memberships & Contingency and Civic Beautification divisions
of General Government.
17
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Mayor & Commiss.
Personal Services
$161,468
$160,839
$160,330
$160,410
Contractual Services
$2,185
$3,192
$2,285
$1,710
Commodities
$25,658
$23,534
$21,660
$18,275
Capital Outlay
-
-
$1,000
-
City Manager
Personal Services
$365,602
$391,700
$402,680
$408,960
Contractual Services
$7,432
$8,056
$7,860
$8,030
Commodities
$12,480
$12,173
$21,735
$42,735
Capital Outlay
$2,035
-
-
-
City Clerk
Personal Services
$89,174
$94,294
$95,540
$96,045
Contractual Services
$6,798
$5,157
$8,610
$9,260
Commodities
$17,633
$21,531
$20,480
$19,530
Capital Outlay
$1,000
-
$4,950
$1,900
Corporate Counsel
Personal Services
$27,197
$26,800
$26,565
$25,780
Contractual Services
$75,349
$136,381
$131,075
$121,140
Commodities
$4,208
$563
$4,500
$4,500
Other*
Contractual Services
$185,983
$166,847
$253,180
$320,150
Contributions
$225,000
$215,000
$215,000
$215,000
Commodities
$18,560
$22,275
$21,750
$21,250
Total Dept. Budget
$1,227,762
$1,288,342
$1,399,200
$1,474,675
*Other includes Non -Departmental, Memberships & Contingency and Civic Beautification divisions
of General Government.
17
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
Collection.
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
Staffing Summary
budget, and the Comprehensive Annual
Financial Report (CAFR). This division also
processes bi-weekly payroll for
approximately 300 full-time employees and
prepares alI manner of payroll -related
reports. They also receive and process all
purchase requisitions entered by
departments, issuing over 6,000 vendor
payments a year.
Revenue:
The Revenue Division is responsible for the
billing, collection, and record maintenance
of property tax bills, business licenses,
payroll taxes, and municipal insurance
premium taxes. The Revenue Division
works closely with other departments for
business licensing compliance.
This Division also is responsible for
collecting and/or processing all
miscellaneous revenue received by the City
from all sources. It also coordinates
collection efforts with a collection agency
and/or legal staff to collect delinquent
accounts.
V.
Actual
Actual
Revised
Adopted
Grade
FY2013
FY2014
FY2015
FY2016
Administration
Finance Director
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
1
2.0
2.0
2.0
2.0
Accounts Payable Clerk
1
1.0
1.0
1.0
1.0
Revenue
Revenue Manager
S
1.0
1.0
1.0
1.0
Revenue Auditor
1
1.0
1.0
1.0
1.0
Revenue Technician
C
1.0
1.0
1.0
1.0
Account Clerk
B
2.0
2.0
2.0
2.0
TOTAL
11.0
11.0
11.0
11.0
V.
Department Narrative: Finance
FY2015 Highlights:
• Updated the General fund's 5 -year revenue/expenditure trend projections.
• Updated the City's 5 -year Capital Improvement Plan.
• Received the 24th consecutive GFOA Certificate of Achievement for Excellence in
Financial Reporting for the FY2014 CAFR.
• Coordinated foreclosure actions for numerous delinquent property tax accounts.
• Utilized social media in an effort to detect business licensing non-compliance.
• Initiated the process of re -designing the City of Paducah Budget to make it more user
friendly.
• Assisted in the development of an RFP (Request for Proposal) for replacement of the
City's 20 year old ERP (Enterprise Resource Planning) software by evaluating the
department's current processes and determining its future needs.
• Renewed banking services agreement with Independence Bank for a 5 year term.
Objectives for FY2016:
• Continue to monitor opportunities to refinance debt issues when possible.
• Refine the General Fund's 5 -year projection tool for revenues and expenditures.
• Produce CAFR worthy of receiving the GFOA Certificate of Achievement.
• Continue efforts to collect delinquent accounts, including but not limited to, property
taxes, business license and payroll taxes.
• Continue developing methods, processes, procedures, and partnerships in an effort to
attain 100% business license and payroll tax compliance.
• Continue to streamline the look and evaluate the functionality of the City of Paducah
Budget document.
• Continue to assess the Finance Department software needs/demands in anticipation of
software selection/implementation.
• Continue to update the City's 5 -year Capital Improvement Plan.
• Continue to update technology to allow for efficient data entry.
• Continue to work closely with our property tax billing vendor to fine-tune and expand the
billing system.
City of Paducah, KY
General Fund Revenue by Source
Inteifund
1%
Other
5% Taxes
Gmt s 19%
3%
Lic. & Permits
72%
19
'�
Department Budget Summary: Finance
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Personal Services
$745,265
$765,898
$788,400
$795,860
Contractual Services
$144,847
$129,053
$137,985
$139,880
Commodities
$54,468
$54,476
$65,175
$60,150
Capital Outlay
-
$1,157
$7,230
$2,900
Total Dept. Budget
$944,580
$950,584
$998,790
$998,790
Division Summary:
20
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Administration
Personal Services
$229,110
$244,348
$245,310
$247,940
Contractual Services
$1,794
$1,831
$1,850
$1,915
Commodities
$9,057
$8,219
$9,085
$9,510
Capital Outlay
-
-
$1,500
$800
Accounting & Budget
Personal Services
$243,816
$246,819
$254,370
$259,035
Contractual Services
$62,237
$56,802
$62,495
$63,600
Commodities
$15,630
$15,455
$18,325
$15,600
Capital Outlay
-
$1,157
$1,400
$2,100
Revenue
Personal Services
$272,339
$274,731
$288,720
$288,885
Contractual Services
$80,816
$70,420
$73,640
$74,365
Commodities
$29,781
$30,802
$37,765
$35,040
Capital Outlay
-
-
$4,330
-
Total Dept. Budget
$944,580
$950,584
$998,790
$998,790
20
Paducah Riverfront Development Authority (PRDA)
Department Mission
The Paducah Riverfront Development Authority (PRDA) formulates policies and develops
investment opportunities along the riverfront and downtown areas of Paducah. PRDA advises the
Paducah Board of Commissioners in the development of civic projects and development plans
that are intended to generate, revitalize, improve, and generally enhance, Downtown,
Lowertown, and the Riverfront areas. The goals of PRDA are to accept assignments from the
City Manager on development initiatives and develop strategies for implementation. There is a
high -functioning seven -member Advisory Board that meets monthly to guide policy
recommendation.
Department Narrative: PRDA
FY2015 Highlights:
• Completed a review of the riverfront development plan with the PRDA Board and
recommended modifications to the plan to bring the project more in line with available
grant funding and financial expectations.
• Completed design work for the convention center kitchen and Showroom. Those projects
are bid -ready when (and if) the commission elects to pursue those projects.
• Completed the master plan for the "Paducah Commons", i.e. the riverside land formerly
known as the Executive Inn.
Purchased land at 501 N. 3rd Street for re -development.
Objectives for FY2016:
Assist with the implementation of the hotel project.
Assist with the development of plans, specifications, and bidding process for Phase I of
the riverfront development at Paducah Commons.
Assist various Departments with implementation of select Renaissance Area Master Plan
(RAMP) plan objectives, such as one-way to two -street initiative.
Staffing Summarv: PRDA
Actual
Actual
Revised
Adopted
Grade FY2013
FY2014
FY2015
FY2016
PRDA Director T 1.0
1.0
1.0
1.0
TOTAL 1.0
1.0
1.0
1.0
Budget Summary: PRDA
21
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Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Personal Services
$113,539
$116,452
$117,075
$128,485
Contractual Services
$847
$841
$35,015
$1,075
Commodities
$2,463
$2,337
$5,085
$4,605
Capital Outlay
$629
-
-
-
Total Dept. Budget
$117,478
$119,630
$157,175
$134,165
21
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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 to the needs of residents
and stakeholders. The Information
Technology Department 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 (GTS)
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, 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
Actual Actual Revised Adopted
Grade FY2013 FY2014 FY2015 FY2016
Information Technology
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
Network Technician
J
1.0
0.0
0.0
0.0
GIS Specialist
P
1.0
1.0
1.0
1.0
GIS/Planner
P
1.0
1.0
1.0
1.0
TOTAL
6.0
5.0
5.0
5.0
22
Department Narrative: Information Technology
FY2015 Highlights:
• Preparation and distribution of request for proposal for ERP software for which is a
replacement/update of the City's current Sungard computer software.
• Completed migration to the new VoIP telephone system for all City Departments, E911,
and JSA.
• Acquired and published new GIS aerial photography and planimetric data covering
McCracken County.
• Provided McCracken County with GIS services related to Future Land Use Planning,
Zoning, Voter Districts, Addressing and Parcel Records Maintenance.
• Provided Paducah Police Department and McCracken County Sheriff's Office with
Criminal and Traffic related mapping and analysis to identify "hot spots" and allow for
targeted resource allocation.
• Provided 31) modeling, site design, and topographic mapping for various projects
including Downtown area, City Hall, Parks Services recreational fields, and the Paducah
Gaseous Diffusion Plant.
0
N
Objectives for FY2016:
o
• Select vendor for replacement/update of current Sungard computer software.
M
• Begin data migration and implementation to the new ERP software.
• Implement network intrusion detection/prevention system to comply with Department for
~'
Local Government provisional policy for Protection of Personal Information and
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Cybersecurzty Compliance.
• Upgrade GIS network infrastructure to allow for improved speed and availability to
io
current and future web and mobile mapping applications for staff and public use.
• Continue efforts to integrate GIS efficiencies into more city business practices.
ti
• Continue efforts to disseminate GIS data to the public.
0
0
G4
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Department Budget Summary: Information Technology
b
Department Summary:
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Personal Services $416,610 $432,256 $432,755 $437,815
Contractual Services $79,330 $90,523 $127,865 $120,390
Commodities $59,025 $51,685 $71,840 $56,125
c
Capital Outlay $9,297 $31,072 $35,400 $53,200
Total Dept. Budget $564,262 $605,536 $667,860 $667,530
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23
Planning
_Department Mission
The Department of Planning exists to
support the land use, planning and
development process in the City of
Paducah, to ensure the orderly use and
reuse of land, to assist in maintaining and
enhancing the economic and aesthetic
viability and physical function of the
City, and to enhance the quality of life in
the City of Paducah. The department
consists of highly skilled 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. The Planning
Department consists of 5 divisions:
Administration, Planning, Grants
Administration, Section 8 housing and
Downtown Development
Administration:
The Administration division provides
overall program preparation, direction,
and oversight; maintains department
personnel, budget and other records and
procedures; provides clerical support to
all department divisions; and provides
technical and administrative support to
pertinent boards, committees, and
commissions.
Planning:
The Planning division provides the
community with comprehensive planning
per KRS 100 and current planning/zoning
administration. Responsibilities of this
division include reviewing site plans for
planning compliance; the administration
of the zoning and subdivision ordinances;
providing staff support for the Planning
Commission, Zoning Board of
Adjustment and the Historical and
Architectural Review Commission
(HARC); planning comprehensive
activities as they relate to land use; and
24
researching and developing special projects
as directed including annexations and
neighborhood revitalization.
Grants Administration:
The Grants division researches grant
opportunities and disseminates information
to the City departments and agencies within
the community. This division assists with
project development, the application
process, and administration of federal and
state grant awards in addition to working
with agencies on legislative pass-through
grants. This division also provides staff
support to the Urban Renewal and
Community Development Agency
(URCDA). Additional responsibilities
include the administration of the City's
neighborhood revitalization programs
including the Fountain Avenue
Neighborhood Revitalization Program. Staff
also monitors the construction activities and
assists in the design of home plans in
Fountain Avenue, Lower Town and
Downtown.
Section 8 Housing:
Section 8 is a federally funded, assisted
housing program through the U.S.
Department of Housing and Urban
Development (HUD) that provides housing
assistance to low-income, elderly and
disabled families in Paducah/McCracken
County, by subsidizing a portion of the
family's monthly rent in privately -owned
housing units. Section 8 administers
Housing Choice Vouchers to an average 450
families per month and administers the
Mortgage Assistance Program for
homeowners who qualify. Section 8 also
administers the Family Self -Sufficiency
Program which promotes financial
independence and home ownership. As part
of the initial certification and recertification
process, Section 8 performs Housing
Quality Standard Inspections.
Downtown Development:
The Downtown Development division
has the responsibility of promoting and
administering financial assistance
programs, recruiting business, and
serving as a liaison between associations,
stakeholders and the Main Street
Advisory Board. This division also assists
Staffing Summary: Planning
Administration
Director of Planning
Executive Assistant I
Admin. Assistant II
Planning
Planner I
Grants Administration
Grants Administrator
Community Dev. Planner
Section 8
Section 8 Program Admin
Housing Specialist
Downtown Development
businesses with historic tax credit assistance,
The Main Street Board of Directors, a board
of five citizens, has the responsibility of
assisting with the Main Street accreditation
process, coordinating with the Downtown
Development Specialist in promoting the
four -point Main Street approach,
participating in planning and awareness
campaigns and forming citizen and
volunteer committees as necessary.
Downtown Dev. Specialist M - - 1.0 1.0
TOTAL 9.0 9.0 10.0 10.0
25
0
N
0
M
ti
I
kn
0
N
ti
I
0
0
a�
A4
0
N
ct
0
U
I
U
b
Lt
a
0
�,
Actual
Actual
Revised
Adopted
Grade
FY2013
FY2014
FY2015
FY2016
V
1.0
1.0
1.0
1.0
F
1.0
1.0
1.0
1.0
C
1.0
1.0
1.0
1.0
L
1.0
1.0
1.0
1.0
L
1.0
1.0
1.0
1.0
M
1.0
1.0
1.0
1.0
P
1,0
1.0
1.0
1.0
H
2.0
2.0
2.0
2.0
Downtown Dev. Specialist M - - 1.0 1.0
TOTAL 9.0 9.0 10.0 10.0
25
0
N
0
M
ti
I
kn
0
N
ti
I
0
0
a�
A4
0
N
ct
0
U
I
U
b
Lt
a
0
�,
Department Narrative: Planning
FY2015 Highlights:
• Applied for 33 grants in the amount of $2.6 million.
• Received Section 8 High Performer rating from HUD Louisville Section 8 Management
Assessment Program.
• Received 44 additional units of funding from HUD for Jackson House residents as a
result of HUD mortgage prepayment by owner.
• 21 permits were issued in Fountain Avenue totaling $1.5 million.
• Created an incentive package to encourage downtown reinvestment. The incentive
package includes:
o Upper Story Residential Program
o Roof Stabilization Program
o Downtown New Business Grant Program
o Micro Fagade Grant
o Tax Moratorium Program
• FY 2015 Main Street:
o 15 New businesses opened in Downtown and Lower Town
0 11 Facade Grant Applications approved
o 5 Roof Stabilization Applications approved
0 7 buildings have been rehabilitated
o 4 Historic Tax Credit Applications were filed
Objectives for FY2016:
• Review and revise the Zoning Ordinance as necessary to adapt to new trends in the built
environment.
• Apply for an anticipated 35 state and federal grants.
• Continue to promote the Fountain Avenue Revitalization Program and develop additional
strategies for vacant properties.
• Promote Section 8 Homeownership opportunities for first time homeowners.
• Maintain high performer status under SEMAP.
• Support businesses and artist in the development of their promotional activities.
• Continue to promote and administer Downtown incentive programs including:
o Upper Story Residential Program
o Roof Stabilization Program
o Downtown New Business Grant Program
o Micro Fagade Grant
o Tax Moratorium Program
FM
Department Budget Summary: Planning
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Personal Services
$656,354
$690,983
$754,785
$758,105
Contractual Services
$48,455
$43,843
$64,100
$60,075
Commodities
$35,664
$32,941
$93,765
$92,710
Capital Outlay
$2,179
$3,562
$5,750
$3,400
Total Dept. Budget
$742,652
$771,329
$918,400
$914,290
Division Summary:
27
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Administration
Personal Services
$242,422
$247,221
$248,905
$248,715
11�0
Contractual Services
$6,994
$7,395
$12,295
$10,545
0
Commodities
$10,573
$12,195
$13,010
$14,195
N
Capital Outlay
$1,501
$971
$2,000
$1,500
Planning
a�
Personal Services
$70,787
$71,849
$72,290
$72,965
Contractual Services
$12,586
$9,510
$10,555
$11,250
Commodities
$6,259
$7,056
$8,720
$8,100
�n
Capital Outlay
-
-
$1,650
-
o
Grants Administration
Personal Services
$133,579
$133,414
$144,790
$146,245
Contractual Services
$999
$975
$990
$1,045
ti
Commodities
$2,307
$2,976
$3,640
$5,880
1
Capital Outlay
-
-
-
-
o
Section 8
Personal Services
$209,566
$217,062
$219,945
$220,615
�o
Contractual Services
$27,876
$25,963
$23,160
$20,005
0.0
Commodities
$16,525
$10,554
$18,115
$16,795
Capital Outlay
$678
$2,591
$2,100
$1,900
Downtown Development
Personal Services
-
$21,437
$68,855
$69,565
N
Contractual Services
-
-
$17,100
$17,230
03
Commodities
-
$160
$50,280
$47,740
Capital Outlay
-
-
-
-
03
Total Dept. Budget
$742,652
$771,329
$918,400
$914,290
r�
I
c�
v
b
a
0
U
27
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 new 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,
M
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
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; Flex Unit;
Collision Reconstruction Team; Bike
Patrol; and DARE or GREAT 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 and
Vice Enforcement (DAVE) 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 DAVE Unit focus on
illegal drug activity, including both street
drugs and prescription drugs, and "vice"
activities, such as prostitution. 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.
MA
Staffing Summary: Police
Actual Actual Revised Adopted
Grade FY2013 FY2014 FY2015 FY2016
Administration
Police Chief
Z
1.0
1.0
1.0
1.0
Captain
Q
1.0
1.0
1.0
1.0
Police Officer
1
1.0
1.0
1.0
2.0
Executive Assistant Il
1
1.0
1.0
1.0
1.0
Operations (Patrol)
Assistant Chief
S
1.0
1.0
1.0
1.0
Captain
Q
3.0
3.0
3.0
3.0
Sergeant
P
6.0
6.0
6.0
6.0
Police Officer
1
54.0
50.0
50.0
51.0
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
1
9.0
12.0
12.0
9.0
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 I
C
3.0
3.0
3.0
3.0
Crime Analyst
K
-
-
-
1.0
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
88.0
87.0
87.0
87.0
kk
96
Cd
U
M
a
w
0
■
Department Narrative: Police
FY2015 Highlights:
• The number of burglaries and assaults reported in 2014 was at a 25 -year low.
• The department and its personnel received several honors during 2014: Officer Melissa
Dillon was named the Kentucky Women's Law Enforcement network Officer of the Year;
Capt. Brian Laird graduated from the prestigious Southern Police Institute; Capt. David
White successfully completed the FBI's national Academy in Quantico, VA; and the
department's "Heads Up: Don't Be Intexticated" program received the Kentucky League of
Cities' Enterprise Award.
• The department received its third consecutive Law Enforcement Accreditation through the
Kentucky Association of Chiefs of Police.
• The chief's Community Forum round -table discussion panel was established and continues
to be beneficial.
•
The department received a Kentucky League of Cities Safety Rating of 100%.
•
Continued our in-house training with internationally recognized speaker Dr. Bobby Smith.
•
The department received a $75,000 Homeland Security grant to assist with the purchase of a
generator for the department, a project with a total price tag of $180,000.
o
•
We initiated a department -wide computerized inventory of equipment.
N
•
Our officers and staff made a smooth transition through retirements of three captains and
our training officer and promotions/appointments to fill those positions.
•
We reinstituted the position of Community Resource Officer to increase awareness and
responsiveness to requests from the community.
•
We continued to strengthen our community partnerships though groups like CCT, the Hugs
Project, Verizon Wireless, Scholar House and Merryman House, and events like Coffee
cv
with a Cop, National Night Out and Christmas Cops.
Objectives
for FY2016:
•
Strive for reductions in Part I crime and collision data through proactive policing efforts.
I
•
The department goal is to ready a 3- to 5- percent reduction in each category.
o
•
As a continuation of our Minority Recruitment Executive Summary and Action Plan of
2012, we are committed to applying all of our resources and efforts to attract and retain
more minority applicants. In furtherance of this goal and the department's commitment to
b
diversity, all members of the department will have a renewed focus on the areas of
0
recruitment, retention, and community outreach, removing any potential barriers and
exploring all options for improvement.
o
•
Integrate technology -enhancing strategies such as GPS dispatching, online reporting and
N
online public access for report retrieval.
•
Complete implementation of our department -wide inventory and tracking database. Pursuit
>"
of completion coincides with our new training officer taking over many Quartermaster
responsibilities.
w
•
Create a strong environment surrounding our new position of Community Resource Officer.
This will align with efforts of "branding" our department, with educating and informing the
>.1
public of positive policing efforts.
j �4
•
Incorporate Power DMS or like programming into our training regimen for PPD and the
ct
City. This will allow for a reduction in administrative time and more hands-on training
application.
•
Continue to increase and involve the whole department in community partnership and
a
relationship -building efforts. This is to include our internal Chaplaincy program.
o
U
30
Department Budget Summary: Police
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Personal Services
$7,717,667
$7,737,788
$8,003,180
$8,067,870
Contractual Services
$305,905
$298,831
$313,270
$345,130
Commodities
$953,834
$1,069,030
$1,012,205
$1,051,155
Capital Outlay
$58,208
$77,601
$123,745
$32,300_
Total Dept. Budget
$9,035,614
$9,183,250
$9,452,400
$9,496,455
Division Summary:
Ri
U
"C3
cC
t. a
o
U
31
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Administration
Personal Services
$456,100
$434,766
$490,625
$545,880
Contractual Services
$205,389
$195,936
$207,320
$232,595
Commodities
$138,021
$194,225
$200,570
$211,425
0
Capital Outlay
$4,430
$1,642
$56,800
$4,400
Operations (Patrol)
ti
Personal Services
$5,380,002
$5,362,345
$5,542,350
$5,697,020
Contractual Services
$57,047
$69,120
$63,420
$64,775
Commodities
$711,233
$741,519
$685,315
$699,460
p
Capital Outlay
$49,294
$67,462
$38,210
$25,900
N
Support Services
(Investigations)
Personal Services
$1,881,565
$1,940,677
$1,970,205
$1,824,970
`
Contractual Services
$43,469
$33,775
$42,530
$47,760
,�
Commodities
$104,580
$133,286
$126,320
$140,270
0
Capital Outlay
$4,484
$8,497
$28,735
$2,000
4
Total Dept. Budget
$9,035,614
$9,183,250
$9,452,400
$9,496,455
b
�4
0
N
c�
N
cit
U
r�
Ri
U
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t. a
o
U
31
Fire
Department Mission
The Fire Department's Mission is comprised
of 3 goals, Educate to Prevent Harm,
Protect, and Be Kind and Helpful.
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 6 divisions,
Administration, Suppression, Prevention,
Training, Construction, and Code
Enforcement.
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 protection, the code
enforcement program and public education.
Fire prevention inspections are conducted
annually on residential, assembly, education,
32
business, mercantile, storage, factory and
industrial, high hazard, and utility and
miscellaneous type use groups. These
inspections are conducted using the
Kentucky Fire Prevention Code. The Fire
Marshal's office also offers in -services,
talks, and demonstrations on fire safety and
education free of charge to all legitimate
civic organizations, businesses, schools,
churches, and healthcare facilities.
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
maximizes the resources of personnel and
equipment available to best protect and
serve the citizens of the City.
Construction:
This division ensures that building and
electrical work done within the city
complies with codes, laws and regulations
mandated by the State of Kentucky. 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 construction and/or alteration
compliance.
Code Enforcement:
The Code Enforcement Division enforces all
applicable laws, rules, and regulations in
order to provide a healthy, clean, and
pleasant environment for the citizens of
Paducah.
Staffing Summary: Fire
Administration
Fire Chief
Dep. Fire Chief
Fire Prevention
Deputy Fire Chief
Operations
Executive Assistant I
Suppression
Dep. Fire Chief
Operations
Fire Assistant Chief
Captain
Lieutenant
Firefighter
Prevention
Dep. Fire Marshall I
Training
Battalion Chief/Training
Officer
Construction
Chief Building Inspector
Dep. Building Inspector I
Chief Electrical Inspector
Dep. Electrical Inspector 1I
Permit Technician
Code Enforcement
Code Enforcement Officer
Code Enforcement Assist.
T - - - 1.0
P 3.0
Actual
Actual
Revised
Adopted
Grade
FY2013
FY2014
FY2015
FY2016
X
1.0
1.0
1.0
1.0
T
1.0
1.0
1.0
1.0
T
-
-
1.0
-
F
2.0
2.0
2.0
2.0
T - - - 1.0
P 3.0
3.0
3.0
3.0
I 15.0
15.0
15.0
15.0
H 15.0
15.0
15.0
15.0
E 26.0
27.0
26.0
26.0
1 1.0
2.0
2.0
2.0
N 1.0
1.0
1.0
1.0
N
1.0
1.0
1.0
1.0
L
1.0
1.0
1.0
1.0
M
1.0
1.0
1.0
1.0
L
1.0
1.0
1.0
1.0
E
1.0
1.0
1.0
1.0
G
3.0
3.0
3.0
3.0
C
1.0
1.0
1.0
-
TOTAL 74.0 76.0 76.0 75.0
L'
33
Department Narrative: Fire
FY2015 Highlights:
• Added a Deputy Chief of Operations.
• Continued the regional education class for building and electrical.
• 2014 — Responded to 3095 incidents.
• Initiated 22 foreclosures.
• Demolished 39 structures.
• 2014 — 1215 permits issued for $46.5 million valuation.
• 2014 — 2192 inspections for building and electrical.
• 2014 — 1452 inspections for fire marshals.
• 2014 — 3741 inspections for code enforcement.
• Initiated capital replacement of response equipment.
• Trained 5 new recruits.
• 2014 — Trained 12,587 man hours.
• First departmental family picnic and awards ceremony.
Objectives for FY2016:
• Continue foreclosure and demolition actions.
• Continue regional class for contractors and fire departments.
• Maintain inspection certifications and inspection schedules.
• Complete annual refreshers for training.
• Strive to maintain 2 -week plan review time.
• Host state firefighters convention.
34
Department Budget Summary: Fire
Department Summary:
Division Summary:
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Administration
Actual
Actual
Revised
Adopted
Personal Services
FY2013
FY2014
FY2015
FY2016
Personal Services
$6,417,167
$6,549,147
$6,718,455
$6,706,540
Contractual Services
$246,081
$286,754
$362,970
$375,805
Commodities
$734,682
$673,316
$740,900
$748,210
Capital Outlay
$96,836
$110,051
$172,940
$218,720
Total Dept. Budget
$7,494,766
$7,619,268
$7,995,265
$8,049,275
Division Summary:
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Administration
Personal Services
$393,218
$398,006
$412,685
$405,840
Contractual Services
$11,945
$13,383
$32,035
$78,980
Commodities
$37,349
$37,021
$43,460
$46,180
Capital Outlay
$7,455
$24,499
$23,550
$31,200
Suppression
Personal Services
$5,341,374
$5,367,435
$5,546,925
$5,511,435
Contractual Services
$89,697
$93,801
$85,665
$89,800
Commodities
$598,260
$517,049
$580,280
$578,550
Capital Outlay
$83,044
$85,552
$149,390
$187,520
Prevention
Personal Services
$87,979
$128,770
$151,795
$142,620
Contractual Services
$2,346
$2,845
$2,465
$4,580
Commodities
$16,064
$32,310
$18,605
$20,950
Capital Outlay
$6,337
-
-
-
Training
Personal Services
$95,209
$96,839
$98,445
$98,325
Contractual Services
$2,422
$2,517
$2,210
$2,345
Commodities
$30,507
$38,186
$47,510
$48,580
Capital Outlay
-
-
-
-
Construction
Personal Services
$297,156
$339,016
$296,740
$359,265
Contractual Services
$14,892
$15,229
$17,070
$16,770
Commodities
$26,731
$25,103
$29,890
$33,665
Capital Outlay
-
-
-
-
Code Enforcement
Personal Services
$202,231
$219,081
$211,865
$189,055
Contractual Services
$124,779
$158,979
$223,525
$183,330
Commodities
$25,771
$23,647
$21,155
$20,285
Capital Outlay
-
-
-
-
Total Dept. Budget
$7,494,766
$7,619,268
$7,995,265
$8,049,275
35
Engineering/Public Works
Department Mission
The Engineering -Public Works (EPW)
Department is dedicated to serving the
citizens of Paducah by providing
professional engineering services that
enhance the quality of life for the people
who live in and visit the City of Paducah.
Through the use of teamwork and
coordination of well -organized divisions
within the EPW Department itself, we not
only provide effective and efficient support
services for other City departments but we
strive to use cost effective resources to
deliver quality solid waste services, maintain
streets, city facilities, and the City's entire
vehicle & equipment fleet while working
diligently to maintain the City's floodwall in
order to protect the citizens, businesses and
assets within the City of Paducah. The EPW
Department consists of 4 divisions;
Engineering Services, Floodwall, Streets
(Maintenance and Lighting), and Facility
Maintenance.
Engineering Services:
This division provides engineering support
services for various governmental
departments and divisions; administers
infrastructure related capital improvements;
administers storm water, right-of-way, and
sewer connection regulations; maintains
City infrastructure and property records;
coordinates local regulatory responsibilities
with various state and federal agencies;
participates in the development site plan
review process; and provides reliable
professional assistance to the public to
ensure the construction and maintenance of
public infrastructure is carried out in a cost-
effective manner, in accordance with sound
engineering principles and practices, to help
protect the health, safety and welfare of the
public and to improve the overall quality of
life within the community. This division
also provides clerical and support services
for all divisions of EPW.
36
Floodwall:
The Floodwall division operates and
maintains the City's floodwall and related
appurtenances in an efficient, effective
manner, in order to ensure the highest level
of preparedness for operation necessary to
protect the health, safety, and welfare of the
public during flooding conditions on the
Ohio River.
Streets (Maintenance and Lighting):
The Street Maintenance division is
responsible for the maintenance and repair
of approximately 446 lane miles of city
roadways in addition to right-of-ways,
sidewalks, alleys, and curbs and gutters.
Street Maintenance also maintains more
than 3,000 traffic signs and administers
storm water drainage policies. This division
is responsible for the coordination work for
the Municipal Aid Program (MAP). The
Street Lighting division is used to maintain
street lighting located within the city limits
in general. This division offers citizens a
quality street lighting service designed to
maintain a strong infrastructure and provide
for the safe passage of streets and sidewalks.
This division includes payments for
electricity. Street Lighting also maintains the
aesthetics of decorative lighting systems in
the downtown parking lot, around Market
House Square, Marine Way, Maiden Alley,
Second Street, Market Street, City Hall
parking lot, Dolly McNutt Park, Albert
Jones Park, and Noble Park. The cost of
street lights is driven by the number of
lights, the electrical consumption, the rate
charged, and maintenance. Although lights
are occasionally added to existing roadways,
the majority of new lights come from new
developments.
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Facility Maintenance:
Facility Maintenance is responsible for the
maintenance of approximately 31 buildings
(800,000 sq. ft. city owned/leased facilities)
and support staff to Parks Department for 14
parks, including pools, shelters, playground
equipment, and skate park. This division
also provides custodial services of City -
owned facilities and downtown bathrooms.
Facility Maintenance also maintains the
City's downtown decorative lighting and all
city -controlled traffic lights.
Department Narrative: Engineering/Public Works
FY2015 Highlights:
•
Completed Phase I of Noble Park Lake Stabilization Project.
•
Completed Fire Station #1 Generator project.
•
Riverfront Redevelopment Phase IA & 1 B is being finalized.
•
Revised Engineering Assistant III to Engineering Assistant I in anticipation of hiring an
`°
employee with a diverse and capable skill -set.
•
Installed fencing at Cairo Rd. for Greenway Trail.
o
•
Removed pump #7 at pump station #2 for rebuild.
•
Removed, rebuilt and reinstalled pump #2 at pump station #2.
•
Completed installation of flipper gates on Greenway Trail for safety and security.
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•
Reestablished concrete crew.
t,
•
Initiated roof inspection plan for all facilities.
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Objectives
for FY2016:
•
Initiating paving phase of Olivet Church Road project.
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•
Continue removal of trees from right-of-way on flood levee as directed by USACE.
•
Implement a sign replacement plan pursuant to FHWA-SA-07-020 to reflect current
o
MUTCD compliance dates.
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•
Hire electrician to replace retired staff.
•
Continue to become more efficient in all aspects of maintaining right-of-way and
infrastructure.
•
Provide training/certification resources to employees to ensure a continuous safe work
environment.
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Staffing Summary: En2ineerin2/Public Works
Engineering Services
City Engineer & Pub. Wks Director
Storm Water & Drain. Engineer
Engineering Project Manager
EPW Operations Manager
Engineering Assistant III
Engineering Assistant I
Executive Assistant I
Administrative Assistant III
Floodwall
EPW Floodwall Superintendent
Floodwall Operator
Streets (Maintenance & Lighting)
EPW Street Superintendent
EPW Street Supervisor
Equipment Operator
Concrete Finisher
Right-of-way Maintenance
Facility Maintenance
Actual Actual Revised Adopted
Grade FY2013 FY2014 FY2015 FY2016
Z
0.8
0.8
0.8
0.8
R
1.0
1.0
1.0
1.0
N
1.0
1.0
1.0
1.0
O
0.8
0.8
0.8
0.8
M
1.0
-
-
-
J
1.0
1.0
1.0
1.0
F
1.0
1.0
1.0
1.0
D
1.0
1.0
1.0
1.0
N
1.0
1.0
1.0
1.0
F
4.0
4.0
4.0
4.0
N
1.0
1.0
1.0
1.0
L
2.0
2.0
2.0
2.0
E
4.0
4.0
4.0
4.0
E
3.0
3.0
3.0
3.0
C
10.0
10.0
11.0
11.0
EPW Fleet/Maintenance Superint.
O
0.5
0.5
0.5
0.5
EPW Maintenance Supervisor
L
1.0
1.0
1.0
1.0
Laborer
C
7.0
7.0
6.0
6.0
Traffic Technician
E
2.0
2.0
2.0
2.0
Master Electrician
L
1.0
1.0
1.0
1.0
Maintenance Technician
E
2.0
2.0
2.0
2.0
TOTAL
46.10
45.10
45.10
45.10
Budget Summary: Engineering/Public Works
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
Contractual Services
FY2013
FY2014
FY2015
FY2016
Personal Services
$2,770,918
$2,633,835
$2,807,845
$2,996,210
Contractual Services
$188,778
$197,284
$231,675
$229,460
Commodities
$15542,426
$1,963,145
$2,033,510
$1,876,230
Capital Outlay
$15,919
$11,009
$14,965
$12,800
Total Dept. Budget
$4,518,041
$4,805,273
$5,087,995
$5,114,700
Division Summary:
Personal Services
Actual
Actual
Revised
Adopted
Contractual Services
FY2013
FY2014
FY2015
FY2016
Engineering Services
$279,319
$291,917
$353,970
$309,150
Personal Services
$465,844
$448,967
$514,920
$541,700
Contractual Services
$13,730
$11,856
$17,865
$16,090
Commodities
$19,656
$14,661
$18,235
$20,325
Capital Outlay
$8,228
$945
$400
$2,000
Floodwall
Personal Services
$417,830
$393,244
$420,055
$392,105
Contractual Services
$40,546
$30,708
$53,285
$37,320
Commodities
$105,551
$276,555
$182,540
$144,965
Capital Outlay
$971
$403
$600
$600
Streets (Main. & Light.)
Personal Services
$1,125,076
$1,032,600
$1,138,470
$1,295,540
Contractual Services
$97,739
$117,566
$122,910
$137,275
Commodities
$1,137,900
$1,380,012
$1,478,765
$1,401,790
Capital Outlay
$4,908
$4,380
$11,295
$7,500
Facility Maintenance
Personal Services
$762,168
$759,024
$734,400
$766,865
Contractual Services
$36,763
$37,154
$37,615
$38,775
Commodities
$279,319
$291,917
$353,970
$309,150
Capital Outlay
$1,812
$2,281
$2,670
$2,700
Total Dept. Budget
$4,518,041
$4,802,273
$5,087,995
$5,114,700
IN,
39
Parks
_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 five divisions:
Administration, Grounds Maintenance, Pool,
Recreation 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.
Parks Maintenance:
Parks Maintenance is responsible for
maintaining park facilities and amenities.
The Parks Maintenance staff also supports
special events, activities, and festivals city-
wide and maintains playing surfaces of
sports facilities. The maintenance/operation
of Oak Grove Cemetery falls under the
Parks Maintenance Division.
Pool:
The Pool Division oversees the operation of
the Noble Park Pool and spray pad. This
division is responsible for providing open
swimming and structured swim classes in a
safe environment at economical prices. The
pool division also oversees the operation of
Coleman Spray Park.
Recreation:
Recreation is charged with providing quality
recreation programs and leisure activities at
a reasonable cost to the participant. This
division is also responsible for overseeing
the operation and programing of the
Paducah Recreation Center.
Special Events:
Special Events is tasked with the operation
of the Farmers' Market and the organization
and operation of Thursday Sounds of
Summer Concert Series and Saturday Live
on the River event in addition to other large-
scale community events.
Department Narrative: Parks
FY2015 Highlights:
• Kentucky Recreation and Park Society (KRPS) award for Outstanding Department — Class 1
for 3rd consecutive year.
• Phase I of Noble Park Bank Stabilization project completed.
• Opened Rushing 9 Section of Oak Grove Cemetery. This is the last currently available
section. This section includes 700+ plots.
• Purchased equipment and supplies to accommodate funeral services at Oak Grove Cemetery
Mausoleum.
• Increased vendor participation at Farmers Market.
• Originated Celebration Saturdays at Farmers Market.
• Created strong base for Riverfront Concert Series by combining nationwide up and coming
artists as well as local artists to perform.
• Added foot golf to Midtown Golf Course.
• Increased softball league participation.
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Department Narrative: Parks - Continued..
Objectives for FY2016:
• Add shelter/restroom at Noble Park tennis courts.
• Begin Phase 11 of Noble Park Bank stabilization project.
• Increase attendance and participation at Community Garden.
• Increase attendance in contractual classes by 10%.
• Increase Spot on Soccer Program to include K -2nd grades at all City and County schools.
• Increase use of Paducah Recreation Center during daytime hours.
• Create adult basketball leagues.
• Increase involvement in youth sports programming.
• Continue to increase vendor and community participation at Farmers Market.
• Expand Farmers Market to include a Christmas/Holiday Market and BBQ Fall Fest
• Continue to increase quality of Riverfront concerts.
• Expand 4`h of July Celebration by partnering with our Live on the River Sounds of Summer
Series.
• Continue to expand the Dog Howl -O -Ween event by creating more of a festival atmosphere
and rebranding the event through advertising.
• Increase participation in Ugly Sweater Run as an annual kickoff to the Christmas parade.
• Host a state-wide cemetery preservation clinic.
• Replace roofs on shelters at Kolb and Keiler Parks.
• Continue fall seeding program.
Staffing Summary
41 in
Actual
Actual
Revised
Adopted
Grade
FY2013
FY2014
FY2015
FY2016
Administration
Director of Parks Services
V
1.0
1.0
1.0
1.0
Recreation Superintendent
N
1.0
1.0
1.0
1.0
Recreation Specialist
E
2.0
2.0
2.0
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
Parks Maintenance
Park Maintenance
N
1.0
1.0
1.0
1.0
Superintendent
Cemetery Sexton
F
0.0
1.0
1.0
1.0
Supervisor
L
2.0
1.0
1.0
1.0
Laborer
C
11.0
11.0
11.0
11.0
Right of Way Maintenance
C
3.0
3.0
3.0
3.0
Special Events
Special Events Coordinator
M
-
-
1.0
1.0
TOTAL
24.0
24.0
25.0
25.0
41 in
Budget Summary: Parks
Department Summary:
Division Summary:
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Administration
Actual
Actual
Revised
Adopted
Personal Services
FY2013
FY2014
FY2015
FY2016
Personal Services
$1,700,622
$1,747,163
$1,938,255
$2,026,690
Contractual Services
$226,398
$216,010
$236,785
$170,335
Commodities
$704,694
$783,962
$932,590
$939,325
Capital Outlay
$32,453
$16,638
$14,740
$20,165
Total Dept. Budget
$2,664,167
$2,763,773
$3,122,370
$3,156,515
Division Summary:
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Administration
Personal Services
$533,901
$535,824
$574,850
$585,745
Contractual Services
$54,921
$52,582
$57,100
$46,470
Commodities
$155,886
$195,506
$199,040
$198,855
Capital Outlay
$259
$318
$140
$1,580
Parks Maintenance
Personal Services
$985,030
$991,020
$1,010,680
$1,090,470
Contractual Services
$142,771
$132,603
$143,960
$88,405
Commodities
$295,210
$332,698
$307,085
$337,305
Capital Outlay
$5,319
$1,271
$3,000
$9,130
Pool
Personal Services
$60,197
$67,893
$77,335
$81,850
Contractual Services
$7,370
$10,259
$9,010
$9,160
Commodities
$72,089
$61,797
$97,995
$64,565
Capital Outlay
$24,648
$3,139
$6,800
-
Recreation
Personal Services
$121,494
$128,443
$191,750
$173,925
Contractual Services
$21,336
$20,119
$22,545
$22,045
Commodities
$181,509
$193,538
$211,180
$209,890
Capital Outlay
$2,227
$11,910
$4,800
$5,000
Special Events
Personal Services
-
$23,983
$83,640
$94,700
Contractual Services
-
$447
$4,170
$4,255
Commodities
-
$423
$117,290
$128,710
Capital Outlay
-
-
-
$4,455
Total Dept. Budget
$2,664,167
$2,763,773
$3,122,370
$3,156,515
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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,
especially when it comes to race, color,
ADA, age, religion, sex/sexual orientation,
and national origin.
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;
• Advises the City of Paducah on human
rights issues;
• Collaborates with public and private
sectors to promote education on how to
prevent and eliminate discrimination
citywide.
Department Narrative: PHRC
FY2015 Highlights:
• PHRC "Raising the Standard"
television show continues to mature
into the educational and
community/regional outreach tool for
which it was designed.
Advanced partnership with the
NAACP.
• New partnership with Community
Coming Together.
• New partnership with Racial Unity
Committee.
• New partnership with Victory
Through Grace Ministries.
• Student intern initiative continues.
A 2015/2016 project is planned, and
continued school presentations,
utilizing interns when possible.
• Co -Sponsor for multiple non-profit
efforts... promotion, door prizes,
monetary, table promotional
displays.
• Chairperson Management
Seminar/Training.
• April Fair Housing Luncheon
continues, with the annual Fair
Housing Award.
• The annual "Evening of
Performance: held each May, and
by design to educate the community
about PHRC while providing
diverse entertainment, will take on a
new face this year, with primary
educational emphasis placed upon
excessive force and violence
throughout our nation.
• Continue to maintain office through
temporary employment service.
Objectives for FY2016:
Maintain/enhance/expand current
initiatives/programs.
Budget Summarv: Paducah Human Rights Commission (PHRC
43
0M
Actual
Actual
Revised
Adopted
FY2013
FY2014
FY2015
FY2016
Personal Services
-
-
-
-
Contractual Services
$25,183
$23,477
$28,520
$24,060
Commodities
$15,956
$13,892
$13,435
$17,895
Capital Outlay
-
-
-
-
Total Dept. Budget
$41,139
$37,369
$41,955
$41,955
43
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Human Resources
Department Mission
The mission of the Human Resource
Department is to provide effective human
resource management by developing and
implementing policies, programs and
services which contribute to the attainment
of City and employee goals by:
• Properly balancing the needs of the
employees and the needs of the City.
• Ensuring a diverse workforce in a safe
and discrimination/harassment free
environment by maintaining compliance
with employment laws and government
regulations; providing management and
employee training; and developing
policies and procedures.
• Providing training and development in
areas of effective leadership;
employment law and government
regulation, and litigation avoidance.
• Hiring the most qualified employees by
pre -planning staffing needs; ensuring an
effective internal interview process;
increasing City visibility in the
employment marketplace; and
identifying the best and most cost
effective recruitment sources.
• Retaining our valued employees by
assuring effective leadership qualities in
our managers; providing competitive
wages and benefits; conducting exit
interviews and supplying relevant
feedback to management; and enhancing
two-way communication between
employees and management.
Staffm Summary: Human Resources
HR/Risk Director
HR Generalist
Actual
Grade FY2013
V 1.0
G 2.0
Above all, 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 Resource
Department consists of two divisions: HR
Administration and Risk Management.
HR Administration:
This division formulates polices and
develops programs in the full range of
employment strategies to ensure compliance
and services of the highest quality. In
addition, this division works 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:
This division assists in reducing accidents,
injuries, and workers' compensation
insurance costs for the City of Paducah
through enhanced loss control efforts and
continuing to reinforce risk training and
strategies for the City's 300+ full-time
employees. Risk Management also
negotiates and processes payments from the
Insurance Fund for expenditures related to
liability, workers' compensation, property
insurance and deductibles.
Actual Revised Adopted
FY2014 FY2015 FY2016
1.0 1.0 1.0
2.0 2.0 2.0
TOTAL 3.0 3.0 3.0 3.0
44
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Department Narrative: Human Resources
FY2015 Highlights:
• Enhanced wellness incentives:
o Reintroduced Edumedics to employees with an additional incentive offer for first
time participants. Edumedics is a program designed to improve the health of
employees struggling with high blood pressure, diabetes and/or hyperlipidemia.
o Adjusted the wellness program to reflect an added focus on biometric results and non -
nicotine use. The wellness incentives also outline approved fitness activities that earn
employees premium credits including several City of Paducah organized events such
as the Couch to 5K program, free 5K run/walks, and a 10 mile hike at Land Between
the Lakes.
• Completed negotiation process with AFSCME - new contract to begin July 1, 2015.
• Moved from Avesis Vision Plan to Anthem Blue View Vision, resulting in lower
employee premiums and a larger network of providers.
• By not filling the position of HR Director, which became vacant early in FY2015, the
department was able to save salary dollars.
• Amended two policies:
o Drug and Alcohol testing policy to reflect changes in case law
o Discipline Policy
Objectives for FY2016:
• Implement Supervisor Training in Risk and Safety to improve loss control efforts
throughout the City.
• Research and adjust plans, rates, and wellness incentives to conform to ACA guidelines
and reporting requirements as changes occur,
• Human Resources Leadership Training for new supervisors and managers.
• Review and consider extension of the Edumedics contract.
• Implement new HR department software.
Budget Summary: Human Resources
Department Summary:
Personal Services
Contractual Services
Commodities
Actual
Actual
FY2013
FY2014
$218,377
$223,551
$40,977
$30,181
$36,599
$39,036
Revised Adopted
FY2015
FY2016
$225,120
$215,045
$38,250
$43,485
$45,660
$49,020
Capital Outlay - $1,903 - $1,500
Total Dept. Budget $295,953 $294,671 $309,030 $309,050
45
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Other Genual Fund Divisions
This page contains the Budget Summaries for the Cable Authority, Main Street, Special Projects,
and Interfund Transfers.
Budget Summary: Cable Authority
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Contractual Services
$84,242 $83,608
$82,565
$82,600
Commodities
$ 8 $4
$10
$10
Capital Outlay
- $430
$3,000
$1,000
Total Dept. Budget
$84,250 $84,042
$85,575
$83,610
Budget Summary: Main Street
Actual Actual #Revised Adopted
FY2013 FY2014 FY2015 FY2016
Personal Services
$193,098
$23,039 - -
Contractual Services
$15,926
$28,790 - -
Commodities
$147,747
$115,977 - -
Capital Outlay
-
$732 - -
Total Dept. Budget
$356,771
$168,538 - -
*The Main Street cost center was closed in FY2014. The department was absorbed into the Parks and Planning Departments
BudLyet Summarv: Sneeial Proieets*
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Leave Expense $25,736 $85,409 - -
PJC Property Tax $300,087 $302,463 - -
Total Dept. Budget $325,823 $387,872 - -
*The Special Projects cost center is used for year-end financial statement presentation entries only
Budget Summary: Interfund Transfers (out)
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Grant Fund
$5,049
-
-
-
Investment Fund
-
$2,500
$265,750
$261,000
E911 Fund
$528,268
$472,794
$568,925
$588,490
Debt Service Fund
$744,061
$648,719
$499,680
$493,740
Capital Projects Fund
$1,171,712
$674,724
$971,250
-
Civic Center Fund
$30,359
$27,872
$35,700
$42,010
Rental Prop. Fund
$39,495
$13,550
-
-
Fleet Main. Fund
$140,332
$163,829
$190,065
$188,480
Insurance Fund
$6,885
$98,657
$55,000
$60,000
PFPF Fund
$471,310
$411,845
$375,150
$395,000
Oak Grove Cem.
$125
-
-
-
Total Dept. Budget
$3,137,596
$2,514,490
$2,961,520
$2,028,720
M
OTHER GOVERNMENTAL FUNDS
In addition to the General Fund, the City utilizes 11 other
Governmental Funds. These funds are: Municipal Aid Program
Fund, Investment Fund, CDBG Fund, HOME Grant Fund, E911
Fund, Court Awards Fund, Debt Service Fund, Capital
Improvements Fund, Bond Fund, Rental Property Fund, and Radio
Depreciation & Operation Fund.
47
Municipal Aid Program (MAP) Fund
Fund Description
The Kentucky Transportation Cabinet administers the revenue sharing program; Municipal Aid
Program (MAP) funded by motor fuel taxes as provided by Kentucky Revised Statues (KRS)
177.320 through 177.366. Paducah's allocation of State motor fuel tax funds has historically
averaged $500,000 annually. MAP funding is based on population as determined by the most
recent Census. Kentucky law requires the City to account for state shared gas tax money in a
separate fund. The City traditionally adds a transfer from the Investment Fund to the MAP fund
for the City's annual paving program.
The City maintains approximately 446 lane miles of streets. The Engineering -Public Works
Department ranks the streets to prioritize the streets in need of resurfacing.
Fund Narrative:
In FY2015 the contract for pavement marking was renewed and the City initiated the process for
renewing the resurfacing contract.
Objectives for FY2016:
• Continue to resurface streets based on the priority list established and maintained by the
City Engineer/Public Works Director and the Street Superintendent.
Municipal Aid Program Fund Statement of Revenue and Expenditures
Expenditures
Contractual Services $1,000 $1,200 $1,200 $1,200
Commodities - $820 - -
Capital Outlay $1,190,979 $1,519,187 $1,638,000 $1,599,000
Interfund Transfers
Capital Projects Fund $200,000 - - -
Total Expenditures $1,391,979 $1,521,207 $1,639,200 $1,600,200
A
Actual
FY2013
Actual
FY2014
Revised
FY2015
Adopted
FY2016
Revenue
Taxes
$663,057
$597,079
$680,000
$480,000
Interest Income
$13,662
$13,959
$8,000
$6,000
Interfund Transfers
Investment Fund
$707,606
$513,000
$800,000
$825,000
Bond Fund
$152,394
-
-
-
Total Revenue
$1,536,719
$1,124,038
$1,488,000
$1,311,000
Expenditures
Contractual Services $1,000 $1,200 $1,200 $1,200
Commodities - $820 - -
Capital Outlay $1,190,979 $1,519,187 $1,638,000 $1,599,000
Interfund Transfers
Capital Projects Fund $200,000 - - -
Total Expenditures $1,391,979 $1,521,207 $1,639,200 $1,600,200
A
Investment Fund
Fund Description
The City of Paducah levies a tax of 2.0 percent called the Occupational License Fee, also known
as the Payroll Tax. The Occupational License Fee is paid by people who work within the City of
Paducah. In other words, for every $1.00 earned, $0.02 is paid to the City to support local
service. The Occupational License Fee is the largest revenue source for the City. In 2005, the
City of Paducah made the decision to increase the fee from 1.5 percent to its current 2.0 percent.
The first 1.5 percent of the fee is placed into the General Fund with the remaining 0.5 percent
placed into a separate account, the Investment Fund. Expenditures from the Investment Fund are
dedicated to economic development, neighborhood redevelopment, infrastructure/capital
investment, and property tax relief The public is informed of how the funds are being utilized
through quarterly scorecards available on the City of Paducah's website: www.12aducahky.gov.
Fund Narrative
Since the Investment Fund's creation in 2005, the allocation of dollars spent among the
dedicated categories of economic development, neighborhood redevelopment, and
infrastructure/capital investment have changed. In the first few years of its existence, the
spending allocation was nearly equally divided among those three categories. However, in the
most recent fiscal year, approximately half the spending allocation is dedicated to economic
development. Also, a third of the allocation for infrastructure/capital investment and a half of
the allocation for economic development are dedicated to debt service for previous capital
projects or for existing economic development agreements. The percentage of the Investment
Fund dedicated to Neighborhood Redevelopment has fallen to less than 10 percent. In summary,
the annual revenue of the Investment Fund is completely allocated. Funding priorities will
require review if new commitments are to be made from this fund.
Objectives for FY2016:
• Review funding priorities.
Continue five-year fund projections.
Investment Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Licenses & Permits $4,522,942 $4,469,857 $4,775,000 $4,800,000
Interest on Investments $5,609 - - -
Other Fees - $3,701 - -
Interfund Transfers
General Fund - $2,500 $265,750 $261,000
Capital Projects Fund $117,083 - - -
Total Revenue $4,645,634 $4,476,058 $5,040,750 $5,061,000
Expenditures -
Economic Development
Contractual Services
$601,986
$542,700
$498,150
$500,000
Contributions
$275,500
$152,500
$182,500
$167,500
Expenditures -
Neighborhood Development
Contractual Services
$2,200
$3,000
$3,000
$3,000
Contributions
$20,000
$20,000
$20,000
$20,000
Interfund Transfers
General Fund
$250,000
$250,000
$194,500
$179,500
MAP Fund
$707,606
$513,000
$800,000
$825,000
HOME Fund
$168,000
-
-
-
Debt Service Fund
$1,252,032
$1,363,251
$1,894,640
$1,598,490
Capital Projects Fund
$1,185,274
$2,166,680
$1,719,600
$1,688,680
Downtown CIP Fund
-
$295,093
-
-
Civic Center Fund
-
-
-
$78,000
Rental Property Fund
$225,169
-
-
-
Total Expenditures
$4,687,767
$5,306,224
$5,312,390
$5,060,170
The Investment Fund detailed projections through FY2020 can be found in the Appendix, pages
85-87 of this document.
50
Community Development Block Grant Fund
Fund Description
The Community Development Block Grant (CDBG) program is a flexible 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.
Fund Narrative
During FY2016 CDBG funding application round, the City of Paducah will apply for two
projects. The first will be for the Four Rivers Recovery Center — Center Point Recovery Center
in the amount of $250,000 through the Public Services (Recovery Center) program. This funding
will aid the recovery center with personnel expenses related to providing drug rehabilitation
services. The second project will be for $500,000 through the Community Projects program to
demolish the structure located at 432 Broadway.
Obiectives for FY2016:
• Application for $250,000 on behalf of the Four Rivers Recovery Center. No match is
required.
• Application for $500,000 to demolish the structure located at 432 Broadway. A 25%
match is required.
CDBG Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Grants $434,593 $802,907 $1,250,000 $750,000
Other Fees $38,197 $75,903 - -
Interfund Transfers
Capital Projects Fund - - - $125,000
Total Revenue $472,790 $878,810 $1,250,000 $875,000
Expenditures
Contractual Services $472,790 $878,810 $1,250,000 $875,000
Total Expenditures $472,790 $878,810 $1,250,000 $875,000
51
HOME Grant Fund
Fund Description
The HOME Investment Partnerships Program (HOME), provides formula grants to States and
localities that communities use — often in partnership with local nonprofit groups — to fund a
wide range of activities including building, buying, and/or rehabilitating affordable housing for
rent or homeownership or providing direct rental assistance to low-income people. HOME is the
largest Federal block grant to state and local governments designed exclusively to create
affordable housing for low-income households.
Fund Narrative
The Planning Department will not submit a HOME grant application for the Kentucky Housing �
Corporation in FY2016 due to changes in the program requirements. o
Objectives for FY2016: *�
• Not Applicable.
FOSz
HOME Fund Statement of Revenue and Expenditures
� a
52
Actual
Actual Revised
Adopted pq
FY2013
FY2014 FY2015
FY2016
Revenue
�D
Grants
$107,500
$158,000 -
- :z
Property Rent & Sales
-
$270,335 -
-
Other Fees
$308,112
- -
- o
Interfund Transfers
$168,000
-
-Cq
-
Total Revenue
$583,612
$428,335 -
-
Expenditures
Contractual Services
$357,947
$468,018 -
-
Total Expenditures
$357,947
$468,018 -
-
� a
52
E911 Fund
Department Mission
The mission of the Department of
Emergency Communications 911 Center is
to provide timely and appropriate response
to requests for assistance in case of
emergency throughout McCracken County
and the City of Paducah by providing high
quality, efficient, and cost-effective
communications support for public safety
agencies and for the residents of McCracken
County and the City of Paducah; 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. E911 consists of three divisions;
Administration, Support Personnel, and
Communications Personnel.
Fund Narrative
Administration:
Administration oversees and manages
the 911 center and creates and enforces
policy and creates the budget for the
center. The Director of 911 currently
answers to an eleven member board
comprised of the users of the 911 system
and City and County elected officials.
Support Personnel:
The 911 center has an Administrative
Secretary that works for the 911 Director
in a support role and a Database
Administrator that ensures that all
address within Paducah and McCracken
County are correct including reviewing
permits for new structures and adding
information to our software to ensure
responder's safety.
Communications Personnel:
Current authorized staffing in the
communications division is eighteen.
This includes three Supervisors, three
Assistant Supervisors, and twelve Tele -
communicators that work ten-hour shifts
per day.
FY2015 Highlights:
• Inside renovations including painting, carpet and tile.
• City of Paducah adopted resolution to maintain current 911 operation, declining a
proposal from KSP.
Objectives for FY2016:
• Planning stages for a new public safety radio system.
• PIanning stages for a new 911 phone system.
Advanced leadership training of supervisors.
53
E911 Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
$1,302,261
$1,318,464
$1,366,125
$1,358,270
Taxes
$661,152
$680,812
$640,000
$615,000
Grants
$396,037
$395,311
$473,860
$487,930
Interest Income
$2,450
$2,341
$1,250
$900
Other Fees
$1,326
$134
-
-
Interfund Transfers
$1,651,391
$1,683,825
$1,692,320
General Fund
$528,268
$472,794
$568,925
$588,490
Total Revenue
$1,589,233
$1,551,392
$1,684,035
$1,692,320
Expenditures
Personal Services
$1,302,261
$1,318,464
$1,366,125
$1,358,270
Contractual Services
$128,846
$162,401
$134,470
$143,055
0
Commodities
$162,585
$170,526
$183,230
$183,995
N
Capital Outlay
-
-
-
$7,000
a
Total Expenditures
$1,593,692
$1,651,391
$1,683,825
$1,692,320
ti
54
Staffing Summary
N
Actual
Actual
Revised
Adopted
Grade
FY2013
FY2014
FY2015
FY2016
ti
E911 Director
1.0
1.0
1.0
1.0
Assistant Director
1.0
1.0
1.0
1.0
0
Administrative Secretary
1.0
1.0
1.0
1.0
M
Database Administrator
1.0
1.0
1.0
1.0
Supervisor
3.0
3.0
3.0
3.0
-d
Assistant Supervisor
3.0
3.0
3.0
3.0
Tele -communicator
12.0
12.0
12.0
12.0
1%0
TOTAL
22.0
22.0
22.0
22.0
0
N
03
N
U
r!�
03
U
z
'C
Cd
a
0
U
54
Court Awards
Fund Description
For many years, the court system in Kentucky — at the conclusion of successful prosecutions —
has awarded money and property to law enforcement agencies that were seized during criminal
investigations. This money and property is 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 "buy" money, but the department has also used the money to
purchase in -car computers and other investigative tools.
Fund Narrative
The available balance in the state Court Awards Fund currently is just less than $80,000. 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. In FY2015, the Paducah Police Department paid out more than $6,800 to purchase
drugs, pay informants, and conduct other criminal investigations.
Court Awards Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Fines $27,662 $82,704 $20,000 $30,000
Interest Income $1,615 $1,954 $500 $1,000
Total Revenue $29,277 $84,658 $20,500 $31,000
Expenditures
Contractual Services $50,281 $21,568 $25,750 $25,750
Commodities - - - $1,000
Capital Outlay - - - $25,000
Total Expenditures $50,281 $21,568 $25,750 $51,750
55
OF
U
ct
a
w
0
MW
u
L- -
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.
Fund Narrative
The City considers debt financing for major, non-recurring items, which are typically capital in
nature. The Debt Service Fund currently accounts for the activity of the eleven notesibond issues.
Final maturity dates on these debt issues range from FY2020 to FY2032. The primary funding
source for debt service payments is the Investment Fund, although there are General Fund
transfers and rental income received as well.
Over the past 5 years, the City has taken advantage of historically low interest rates by
refinancing four bond issues. In doing this, the City has saved in excess of $2.4 million ($1.9
million present value) over the life of the issues.
City of Paducah, KY
Analysis of Bonds Refinanced
In Past 5 Years
Totals
Year of Original Issue
2001
2004
2010
2005
Year of Refinancing Issue
2010
2011
2014A
2014B
Amount of Bonds
$6,725,000
$3,780,000
$5,545,000
$4,225,000
$20,275,000
Refunded
Dollars Saved over life of
$986,000
$592,000
$380,691
$466,413
$2,425,104
Issue
Dollars Saved over life of
$798,000
$443,000
$305,374
$365,026
$1,911,400
Issue - Present Value
Savings as a % of
Refunded Bonds (target
11.8%
11.7%
5.5%
9.5%
5% >)
Q•
Debt Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Licenses & Permits
$570,169
$581,698
$581,720
$583,320
Property Rent & SaIes
$405,796
$202,898
-
$289,000
Charges for Service
$7,086
$95,558
$197,040
$52,385
Interfund Transfers
$172,737
$175,920
$181,265
$186,555
General Fund
$744,061
$648,719
$499,680
$493,740
Investment Fund
$1,252,032
$1,363,251
$1,894,640
$1,598,490
Total Revenue
$2,979,144
$2,892,124
$3,173,080
$3,016,935
Expenditures
Contractual Services
$900
$1,500
$1,500
$1,500
Agent Fees KLC
$83,875
$78,880
$79,275
$75,150
2001 Series
$580,798
$581,698
$581,720
$583,315
2003 Series
$172,737
$175,920
$181,265
$186,555
2004 Series
$393,583
$394,014
$394,080
$393,775
2005 PFPF
$495,461
$497,219
$498,180
$492,235
2009 KLC
$117,165
$118,499
$123,055
$125,575
2009 KACO
$200,728
$201,453
$201,955
$202,230
2010 Series
$448,985
$457,702
$453,990
$450,000
2011 Margaret Hank
$25,000
$25,000
$25,000
$25,000
Murray State University
$175,000
$174,999
$175,000
$175,005
2013 Series
-
$35,240
$308,060
$306,595
2014 Series
-
-
$150,000
-
Total Expenditures
$2,694,232
$2,742,124
$3,173,080
$3,016,935
City of Paducah, KY
Projected Annual
Debt Service (Principal & Interest)
By Fiscal Years
$3.5
$3.0 $3.0 $3.0 $3.0 $3.0 $3.0 $3.0 $3.0 $3.0
c $3.0 $2.6
S $2.5 52.3
$2.0
$2.0
$1.5 $1.3 51.3 $1.2
$1.0 $6.6 - - -
$0.5 $0.2
$0.0
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
57
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.
Fund Narrative
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), debt 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 Improvements Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Grants $2,255,964
Property Rent & Sales $843,747
Charges for Service $53,013
Interest Income $5,609
Other Fees $263,880
$5,400,145 $4,791,000 $11,749,000
$167,460 - -
$21,908 - -
$1,124,679 - $750,000
Interfund Transfers
General Fund
$1,171,712
$674,724
$971,250 -
Municipal Aid Fund
$200,000
-
- -
Investment Fund
$1,185,274
$2,166,680
$1,719,600 $1,688,680
Capital Projects Fund
$258,444
$186,054
$67,000 -
Bond Fund
$135,409
$2,522,000
- $1,271,000
Total Revenue
$6,373,052
$12,263,650
$7,548,850 $15,458,680
Expenditures
General Government
$173,342
$3,335,129
$729,350
$2,657,430
Inspection
$85,131
$176,781
$77,500
$70,000
Planning
$118,307
$118,307
$6,250
$6,250
Police
$75,389
$261,786
$132,000
$24,000
Fire
$35,131
$4,582
-
-
Engineering/Public Works
$1,932,926
$6,431,478
$5,794,500
$11,691,000
Main Street
$28,926
$349,969
$253,000
$230,000
Special Projects
$1,875,668
$1,248,403
$821,200
$1,755,000
Interfund Transfers
General Fund
$105,391
-
$1,870
-
Investment Fund
$117,083
-
-
-
CDBG Fund
-
-
-
$125,000
Capital Projects Fund
$258,444
$186,054
$67,000
-
Total Expenditures
$4,805,738
$12,112,489
$7,882,670
$16,558,680
Capital Improvement Fund — Fiscal Year 2016 Project Listing
Project Name
FY2016 Budget
Expenditures
Airport Operation Subsidy
$136,430
City -Wide Software Upgrade (partial)
$350,000
Hotel Site Development
$900,000
Bond Proceeds (2013B GOB)
$1,271,000
Lien Recovery/Foreclosures
$70,000
Coca Cola
$6,250
LEPP Grant — Bullet Proof Vests
$24,000
Floodwall Rehabilitation
$150,000
Olivet Church Road Signal
$50,000
County PK Road/Higdon Development
$31,000
Riverfront Development Phase 1 B (Local)
$430,000
Riverftont Development Phase IB (FHWA)
$3,920,000
Riverfront Development Phase 1B (BIG)
$910,000
Olivet Church Road (State of KY)
$6,200,000
Roof Stabilization
$50,000
Upper Story Living
$75,000
Fagade Grant Program
$20,000
Downtown Business Grant
$50,000
Downtown Pocket Park
$35,000
Greenway Trail Grant Project
$520,000
Fountain Ave. Property Acquisition
$100,000
Fountain Ave. Home Owner Incentives
$60,000
General Facility Maintenance
$75,000
MLK & 13`h Street Park
$1,000,000
Interfund Transfers
CDBG Interfund Transfer
$125,000
Total 2016 Expenditures
$16,558,680
59
Bond Fund
Fund Description
The Bond Fund accounts for the receipt and disbursement of the City's bond proceeds. Most
bond proceeds are transferred to capital projects within the Capital Improvements Fund.
Fund Narrative
This fund currently contains $1.26 million dollars which will be utilized for capital projects in
FY2016.
Bond Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Bond Proceeds
- $9,275,683 $4,225,000 -
Interest Income
$1,527 $13,949 - $2,000
Interfund Transfers
Investment Fund
- $295,093 - -
Total Revenue
$1,527 $9,584,725 $4,225,000 $2,000
Expenditures
Debt Service - $5,798,777 $4,225,000 -
Interfund Transfers
Municipal Aid Fund $152,394 - - -
Capital Projects Fund $135,409 $2,522,000 - $1,271,000
Total Expenditures $287,803 $8,320,777 $4,225,000 $1,271,000
59
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Rental Property Fund
Fund Description
The purpose of the Rental Property Fund is to capture expenses associated with property that is
owned but not occupied by the City of Paducah. These buildings include:
Seaman's Church Institute/River Heritage Museum
Market House Theater
Probation & Parole Building
Paducah Railroad Museum
W.C. Young Community Center
Oscar Cross Boys & Girls Club, Park Avenue location
Fund Narrative:
In FY2015, the City of Paducah was able to retain tenants of occupied buildings with minimum
expense. Engineering -Public Works initiated building assessments to better prepare and plan for
future responsibilities.
Obiectives for FY2016:
• Continue to maintain rental property with minimum expense.
Rental Property Fund Statement of Revenue and Expenditures
Expenditures
Actual
FY2013
Actual
FY2014
Revised
FY2015
Adopted
FY2016
Revenue
$16,913
$14,678
$14,830
$19,925
Property Rent & Sales
$138,554
$129,906
$134,920
$134,920
Interfund Transfers
General Fund
$39,495
$13,550
-
-
Investment Fund
$225,169
-
-
-
Total Revenue
$403,218
$143,456
$134,920
$134,920
Expenditures
Contractual Services
$16,913
$14,678
$14,830
$19,925
Commodities
$276,836
$29,838
$70,090
$64,545
Interfund Transfers
General Fund
$109,386
$99,572
$50,000
$50,450
Total Expenditures
$403,135
$144,088
$134,920
$134,920
61
Radio Depreciation & Operation Fund
Fund Description
The Radio Depreciation/Operation Fund was established in FY2001 for the purpose of
monitoring the revenues & expenses of the City's 800 MHz radio system.
Fund Narrative
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.
800 MHz Radio Units
Airport, 23
PATS, 26 Other,
Utility 56
Companies,
46
City of
McCracken Paducah,
County. 219 407
Radio Depreciation Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Property Rent & Sales $133,483 $141,296 $123,940 $123,940
Interest Income $6,413 $7,193 $3,000 $4,800
Total Revenue $139,896 $148,489 $126,940 $128,740
Expenditures
Contractual Services $31,068 $32,181 $36,060 $35,875
Capital Outlay $6,060 $11,276 $25,000 $37,000
Total Expenditures $37,128 $43,457 $61,060 $72,875
X
m
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 2 enterprise funds; Solid Waste Fund,
and Civic Center Fund.
63
Solid Waste
Department Mission
The Engineering -Public Works (EPW)
Department is dedicated to serving the
citizens of Paducah by providing
professional engineering services that
enhance the quality of life for the people
who live in and visit the City of Paducah.
Through the use of teamwork and
coordination of well -organized divisions
within the EPW Department itself, we not
only provide effective and efficient support
services for other City departments but we
strive to use cost effective resources to
deliver quality solid waste services, maintain
streets, city facilities, and the City's entire
vehicle & equipment fleet while working
diligently to maintain the City's floodwall in
order to protect the citizens, businesses and
assets within the City of Paducah. The Solid
Waste Department consists of 5 divisions:
Administration, Residential Collection,
Commercial Collection, Compost and Yard
Debris Recycling, and Bulk, Brush & Leaf.
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. Residential customers are on a
once per week schedule. 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. This
service is to be provided in an efficient,
effective, and economical manner, while
complying with federal and state mandated
regulations. The division maintains an
inventory of all rollouts and manages their
repair and replacement needs.
Commercial Collection:
The Commercial Collection division is
responsible for the collection and disposal of
commercial solid waste materials contained
in dumpsters. This division maintains an
inventory of all dumpsters and manages
their repair and replacement needs.
Compost and Yard Debris Recycling:
The Compost Facility locate on North 81"
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 using yard waste collected and
combining it with bio solids from the
wastewater treatment plant to produce an
enriched soil amendment.
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
collects and disposes of white goods,
furniture, and green waste at or below
competitive market rates, in an economical
and effective manner.
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Department Narrative: Solid Waste
FY2015 Highlights:
• Updated and continue tracking all serial numbers on rollouts and dumpsters that have
serial numbers.
• Verified all account changes match the services provided.
• Created replacement priority system for commercial dumpsters.
• Continued to purchase slant top dumpsters which decreases the occurrence of broken lids.
Objectives for FY2016:
• Create a system to label and track dumpsters that do not have serial numbers from
manufacturer.
• Adjust residential & commercial routes for better efficiency.
• Create better efficiency in the collection of yard debris & bulk items.
• Replace compost yard office building.
• Increase number of employees with compost operator's license.
• Renew State permit for compost facility.
Staffing Summarv: Solid Waste/Engineering/Public Works
TOTAL 25.40 25.40 25.40 25.40
65
Actual
Actual
Revised
Adopted
Grade
FY2013
FY2014
FY2015
FY2016
Administration
City Engineer & Pub. Wks Director
Z
0.2
0.2
0.2
0.2
EPW Operations Manager
O
0.2
0.2
0.2
0.2
Solid Waste Superintendent
N
1.0
1.0
1.0
1.0
Solid Waste Supervisor
L
1.0
1.0
1.0
1.0
Administrative Assistant III
D
1.0
1.0
1.0
1.0
Residential Collection
Laborer
C
7.0
7.0
7.0
7.0
Truck Driver
C
6.0
6.0
6.0
6.0
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
1.0
1.0
1.0
Bulk, Brush, & Leaf
Right-of-way Maintenance
C
3.0
3.0
3.0
3.0
TOTAL 25.40 25.40 25.40 25.40
65
Solid Waste Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Grants
$47,200
$55,112
$30,000
$30,000
Property Rent & Sales
$86,807
$13,422
$7,500
$75,000
Charges for Services
$4,362,520
$4,410,059
$4,350,000
$4,368,000
Interest Income
$49,292
$48,189
$17,500
$28,000
Other Fees
$9,540
$9,643
-
$3,000
Total Revenue
$4,555,359
$4,536,425
$4,405,000
$4,504,000
Expenditures
Administration
$720,441
$689,227
$736,940
$743,245
Residential Collection
$1,459,095
$1,508,778
$1,755,390
$2,134,645
Commercial Collection
$1,188,720
$1,126,801
$1,481,075
$1,494,350
Compost
$311,228
$356,606
$393,630
$558,050
Bulk, Brush & Leaf
$242,789
$257,160
$260,530
$259,660
Landfill
$45,218
$46,663
$45,000
$45,000
Interfund Transfers
$240,000
$240,000
$240,000
$240,000
Total Expenditures*
$4,207,491
$4,225,235
$4,912,565
$5,474,950
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year
.:
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Solid Waste Expenditure Summary:
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Administration
Personal Services
$270,984
$260,891
$242,655
$249,650
Contractual Services
$79,885
$82,256
$92,390
$129,945
Commodities
$37,379
$40,585
$49,620
$35,900
Capital Outlay
$274
$2,303
$26,675
$27,750
Depreciation
$331,919
$303,192
$325,600
$300,000
Residential Collection
Personal Services
$676,250
$704,169
$721,065
$734,100
Contractual Services
$553,337
$556,789
$545,725
$616,045
Commodities
$220,367
$240,738
$232,575
$211,500
Capital Outlay
$9,141
$7,082
$256,025
$573,000
Commercial Collection
Personal Services
$215,549
$221,921
$227,580
$234,750
Contractual Services
$754,461
$725,840
$757,800
$769,885
Commodities
$210,173
$176,313
$207,480
$189,215
Capital Outlay
$8,537
$2,727
$288,215
$300,500
Compost & Yard Debris
Personal Services
$128,713
$129,777
$131,885
$133,465
Contractual Services
$117,287
$113,632
$134,135
$131,100
Commodities
$64,925
$93,257
$127,290
$93,085
Capital Outlay
$303
$19,940
$320
$200,400
Bulk, Brush, & Leaf
Personal Services
$170,067
$174,453
$174,490
$174,610
Contractual Services
$38,372
$51,358
$47,695
$49,425
Commodities
$33,963
$31,177
$38,000
$34,625
Capital Outlay
$387
$172
$345
$1,000
Landfill
Contractual Services
$45,218
$46,663
$45,000
$45,000
Interfund Transfers
General Fund
$240,000
$240,000
$240,000
$240,000
Total Expenditures
$4,207,491
$4,225,235
$4,912,565
$5,474,950
67
Civic Center Fund
Fund Description
The main function of the Robert Cherry Civic Center is to provide rental services at a
competitive rate. The Parks Services Department is responsible for overseeing the rentals at the
Robert Cherry Civic Center. Parks' staff is responsible for 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.
Obiectives for FY2016:
• Increase rental revenue.
• Roof replacement.
Civic Center Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Rental Income
$38,265
$41,266
$36,000 $40,000
Interest on Checking
($145)
($5)
- -
Interfund Transfers
$44,215
$54,380
Depreciation
General Fund
$30,359
$27,872
$35,700 $42,010
Investment Fund
-
-
- $78,000
Total Revenue
$68,479
$69,133
$71,700 $160,010
Expenditures
Contractual Services
$20,659
$21,861
$27,485
$27,630
Commodities
$47,320
$50,094
$44,215
$54,380
Depreciation
$10,021
$10,021
$10,025
$10,025
Total Expenditures
$78,000
$81,976
$81,725
$92,035
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INTERNAL SERVICE FUNDS
Internal Service Funds are used to accumulate and allocate costs
internally among the City's various functions. The City utilizes 4
internal service funds; FIeet Maintenance Fund, Fleet Lease Fund,
Insurance Fund, and Health Insurance Fund.
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Fleet Maintenance Fund
Department Mission
The Fleet Maintenance Division of Engineering -Public Works 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 that are responsible to the
needs of the customer departments and that conserve vehicle value and equipment investment.
This division maintains and repairs all City vehicles including police and fire vehicles, solid
waste trucks, heavy equipment, and lawn maintenance equipment. Fleet Maintenance also
oversees the purchase of all vehicles and equipment in addition to facilitating the auction of
surplus items and vehicles that have come to the end of their useful lifespan with the City.
Department Narrative: Fleet Maintenance
FY2015 Highlights:
• Ordered, prepared and put into service five new police interceptors, two refuse trucks,
two dump trucks for the Street Division and one vehicle for the Fire Department.
• Mechanics completed more than 1,338 service tickets.
Objectives for FY2016:
• Coordinate with IT to implement a bar code scanning system for inventory.
• Continue efforts to streamline inventory.
• Continue to purchase fuel-efficient (greener) vehicles.
City of Paducah, KY
Fleet Operating Expenses
FY2003 to Present
$625
$500
3 $375
$250
$125
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Staffing Summary: Fleet Maintenance Fund
Actual Actual Revised Adopted
Grade FY2013 FY2014 FY2015 FY2016
Fleet Maintenance
EPW Fleet/Maintenance Superint.
O
0.5
0.5
0.5
0.5
EPW 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
Fleet Maintenance Fund Statement of Revenue and ExAenditures
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Actual
Revised
Adopted
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FY2013
FY2014
FY2015
FY2016
c;
Revenue
Property Rent & Sales
$131
-
-
-
Interest Income
$22
$25
-
-
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Internal Service Rev.
$371,661
$354,721
$347,500
$347,500
Other Fees
$294
$290
$250
$100
Interfund Transfers
N
General Fund
$140,332
$163,829
$190,065
$188,480
Interfund Transfers
$8,775
-
-
Total Revenue
$521,215
$518,865
$537,815
$536,080
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Expenditures
Personal Services
$404,298
$438,893
$433,555
$437,580
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Contractual Services
$33,461
$33,272
$35,045
$34,700
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Commodities
$60,621
$72,755
$62,860
$58,000
Capital Outlay
$4,338
$757
$5,800
$5,800
-d
Depreciation
$10,724
$10,480
$8,645
$8,000
Total Expenditures
$513,442
$556,157
$545,905
$544,080
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Fleet Lease Trust Fund
Fund Description
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 by departments in
the General Fund.
Fund Narrative
The Fleet Lease Trust Fund, which was created in FYI 999, ensures that appropriate funding is
available for the replacement of vehicles and heavy equipment owned by the City through the
General Fund. When a new vehicle is purchased, a lease amount is calculated by dividing the
cost of the vehicle over its expected useful life. Each department pays the lease amount monthly
into the Fleet Lease Trust Fund. When the vehicle 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 vehicle. Solid Waste and Fleet Maintenance Fund vehicles, are not included
in the Fleet Lease Trust Fund.
Fleet Lease Vehicle Totals by Department
Planning, 2
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72
Fleet Lease Trust Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Property Rent & Sales $771,060 $758,158 $808,720 $827,755
Interest Income $35,913 $32,597 $12,500 $22,500
Interfund Transfers
Insurance Fund - $8,500 - -
Total Revenue $806,973 $799,255 $821,220 $850,255
Expenditures
Contractual Services
$26,700
$28,400
$32,000
$38,000
Commodities
$209
$101
$200
$250
Capital Outlay
$423
-
$1,048,000
$1,692,000
Depreciation
$599,493
$609,352
$744,000
$756,000
Interfund Transfers
Fleet Maintenance Fund
$8,775
-
-
-
Total Expenditures
$635,600
$637,853
$1,824,200
$2,486,250
City of Paducah, Kentucky
Vehicle Acquisition by Calendar Year
60
54
50 -
42
40 37_
23
z 20 -15
13
10
198-00 '01-03 '04-06 '07-09 110-12 '13-15
73
Insurance Fund
Fund Description
The Insurance Fund captures all manner of revenues & expenditures related to liability, workers'
compensation, and property insurance and deductibles of the City of Paducah.
Fund Narrative
The Insurance Fund was designed to account for the cost associated with the City's insurance
activities. The Fund captures all manner of financial activity associated with the City's cost of
insurance as well as 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 and workers' compensation insurance as
well as commercial crime coverage.
In FY2007, the City adopted a $5,000 `first dollars' paid deductible program for workers'
compensation insurance coverage. Similar deductible programs were set up in FY2007 to
address public officials ($10,000) and law enforcement liability ($25,000) insurance coverages.
Insurance Fund Statement of Revenue and Expenditures
Revenue
Internal Service Revenues
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
$909,105 $929,614 $965,095 $1,107,150
Interfund Transfers
General Fund $6,885 $98,657 $55,000 $60,000
Total Revenue $915,990 $1,028,271 $1,020,095 $1,167,150
Expenditures
Contractual Services $919,732 $950,950 $1,020,495 $1,161,550
Interfund Transfers
Fleet Lease Trust Fund - $8,500 - -
Total Expenditures $919,732 $959,450 $1,020,495 $1,161,550
74
Health Insurance Fund
Fund Description
The Health Insurance Fund is a self-insured fund, internal service fund designed to capture all
manner of financial activities associated with the employee health insurance cafeteria plan.
Fund Narrative
The City of Paducah contracts with Peel & Holland 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.
Health Insurance Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Internal Service Revenues $4,216,894 $3,568,847 $3,771,700 $3,762,660
Other Fees $46 - - -
Total Revenue $4,216,940 $3,568,847 $3,771,700 $3,762,660
Expenditures
Contractual Services $3,692,496 $2,697,967 $3,771,700 $3,762,660
Total Expenditures $3,692,496 $2,697,967 $3,771,700 $3,762,660
75
Paducah Health Insurance Fund's
Covered Members by Type
CY
Emp.
E/C E/S
Family
Total
2015
124
47 31
55
257
2014
120
45 24
58
247
2013
130
43 26
56
255
2012
1 130
1 44 28
55
257
2011
130
41 27
53
251
2010
136
47 33
45
261
Health Insurance Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Internal Service Revenues $4,216,894 $3,568,847 $3,771,700 $3,762,660
Other Fees $46 - - -
Total Revenue $4,216,940 $3,568,847 $3,771,700 $3,762,660
Expenditures
Contractual Services $3,692,496 $2,697,967 $3,771,700 $3,762,660
Total Expenditures $3,692,496 $2,697,967 $3,771,700 $3,762,660
75
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 2 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 had 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.
Fund Narrative
In the past, the AEPF's source of funding has been from investments; however, all Fund assets
are expected to be exhausted by the end of FY2016. Future funding will come from the General
Fund for the remaining life of the Fund for the 3 remaining pensioners.
AEPF Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2013 FY2014 FY2015 FY2016
Revenue
Interest on Investments $561 - - -
Interest on Checking $478 $597 $500 $100
Total Revenue $1,039 $597 $500 $100
Expenditures
Personal Services
$25,042
$21,152
$19,860
$19,860
Contractual Services
$7,053
$7,465
$7,655
$7,755
Commodities
$23
$18
$25
$25
Total Expenditures
$32,118
$28,635
$27,540
$27,640
77
Police & Fire Pension Fund (PFPF)
Fund Description
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.
Fund Narrative
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 Ied to
decreased investment earnings and an unfunded liability. A transfer from the General Fund is
made to meet the annual minimum actuarial requirement. There is one active member and 56
inactive members in this plan as of the date of this report.
PFPF Fund Statement of Revenue and Expenditures
Expenditures
Actual
FY2013
Actual
FY2014
Revised
FY2015
Adopted
FY2016
Revenue
$1,524,801
$1,445,080
$1,415,000
$1,356,000
Property Rent & Sales
$448,722
$877,920
$350,000
$350,000
Interest Income
$219,876
$179,805
$225,000
$225,000
Internal Service Revenues
$11,178
$10,809
$9,615
$9,915
Other Fees
-
$3,534
-
-
Interfund Transfers
General Fund
$471,310
$411,845
$375,150
$395,000
Total Revenue
$1,151,086
$1,483,913
$959,765
$979,915
Expenditures
Personal Services
$1,524,801
$1,445,080
$1,415,000
$1,356,000
Contractual Services
$47,840
$48,029
$53,210
$53,160
Commodities
$404
$377
$450
$450
Total Expenditures
$1,573,045
$1,493,486
$1,468,660
$1,409,610
78
Run date: 6/30/15 2:56 PM
Employee Budget Census
FY2008
FY2009
FY2010
FY2011
FY2012
FY2013
FY2014
FY2015
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
CC
De artment/D ivs ions
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
2014-2015
0102
MAYOR & COMMISSION *
5
5
5
5
5
5
5
5
0103
CITY MANAGER
4
4
4
4
4
4
4
4
0104
CITY CLERK
2
2
2
2
2
2
1
1
0105
LEGAL
1
1
1
1
1
1
1
1
TOTAL GEN GOVT
12
1-2
L2
1
0201
ADMINISTRATION
2
3
2
2
2
2
2
2
0202
ACCOUNTING & BUDGET
6
5
4
4
4
4
4
4
0203
HUMAN RESOURCES
0
3
3
3
0
0
0
0
0205
REVENUE
6
6
5
5
5
5
5
5
TOTAL FINANCE
1-7
14
11
Ll
0301
PRDA
0
Q
0
Q
1
1
1
0501
INFORMATION TECHNOLOGY
4
4
-
6
6
6
15
0801
ADMINISTRATION
2
2
2
2
2
0
0
0
0802
CONSTRUCTION
5
5
4
4
5
0
0
0
0803
CODE ENFORCEMENT
5
5
4
5
4
0
0
0
0804
NEIGHBORHOOD REDEVELOPMENT
1
1
0
0
0
0
0
0
TOTAL INSPECTION
U
Ju
IQ
11
U
g
0
0
1201
ADMINISTRATION
3
3
3
3
3
3
3
3
1202
PLANNING
3
2
1
1
I
I
1
1
1203
GRANTS
2
2
2
2
2
2
2
2
1206
SECTION 8
3
3
3
3
3
3
3
3
1207
DOWNTOWN DEVELOPMENT
0
0
0
0
0
0
0
1
TOTAL PLANNING
R
IQ
2
2
2
2
2
J-0
1601
ADMINISTRATIVE SERVICES
10
11
9
4
4
4
4
4
1602
PATROL
66
65
64
65
64
64
60
60
1604
INVESTIGATIONS
17
17
I7
21
22
20
23
23
TOTAL POLICE
21
21
2fl
a
a
a
L7
12
1801
ADMNISTRATION
2
2
2
2
2
4
4
5
1802
SUPPRESSION
62
62
59
59
59.5
59
60
59
1803
PREVENTION
4
4
2
2
2
1
2
2
1804
TRAINING
1
I
1
1
1
1
1
1
1805
CONSTRUCTION
0
0
0
0
0
5
5
5
1806
CODE ENFORCEMENT
0
0
0
0
0
4
4
4
TOTAL FIRE
U
Q
U
L4
015
74
2k
U
2201
ADMINISTRATION
5.5
5.5
3
0
0
0
0
0
2202
STREET MAINTENANCE
25
25
23
23
23
20
20
21
2214
DOWNTOWN LANDSCAPE
4
4
14
0
0
0
0
0
2216
MAINTENANCE
29
30
15
13.5
11.5
13,5
13.5
12,5
TOTAL EPW - PUBLIC WORKS315
fts
55
16_,..i
alts=
2208
ADMINISTRATION
3
3
3
3
3.4
3.4
3,4
3.4
2209
RESIDENTIAL
15
15
14
14
13
13
13
13
2210
COMMERCIAL
3
3
4
4
4
4
4
4
2211
COMPOST & RECYCLING
2
2
2
2
2
2
2
2
2212
BULK BRUSH
4
4
4
3
3
3
3
3
TOTAL SOLID WASTE
222
22
27
ifi
15,4
�5,4
L�.4
79
R:1FinancelSudget\Budget
Pi,ANNINOcensus - FTETY2016 budget book
Run date: 6/30/15 2:56 PM
Employee Budget Census
80 RAFinance\BudgeABudgel PLANNING\Census - FTETY2016 budget book
FY2008
FY2009
FY2010
FY2011
FY2012
FY2013
FY2014
FY2015
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
CC
Department/Divsions
2007-2008
2008-2009
2002-2010
2010-2011
2011-2012
2012-2013
2013-2014
2014-2015
2215
FLEET MAINTENANCE
7
$
6.5
6.15
IS
6.5
2401
ADMINISTRATION
7
7
7
7
7
7
7
7
2402
GROUNDS & CEM. (moved from 2216)
0
0
0
17
17
17
17
17
2409
PUBLIC SERVICES (moved from 441 1)
0
0
0
0
0
0
0
1
TOTAL PARKS SERVICES
Z
7
7
24
24
25
3011
HUMAN RIGHTS
I
4
0
Q
0
3307
ENGINEERING
7
6
5
7
7.6
7.6
6.6
6.6
3308
FLOOD CONTROL
5
5
5
5
5
5
5
5
GIS
2
2
0
0
0
0
0
0
TOTAL EPW - ENGINEERING
J411
12
12.6
1 16
3511
RISK/HUMAN RESOURCES
4,5
1
3
3
4411
PRA
0
5
4
0
TOTAL FULL-TIME POSITIONS
4:3AI
al
W
* -The above amounts include elected officials (5).
Sum
FY2008
FY2009
FY2010
FY2011
FV2012
FY2013
FY2014
FY2015
GENERAL FUND
306
310
282
285.5
282.6
277.1
275.1
274.1
ENTERPRISE FUNDS
34
33
35
32.5
31,9
31.9
31.9
31.9
FULL-TIME POSITIONS
340
343
317
318
314.5
309
307
au
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Glossary of Terms
0
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.
0
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.
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.
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.
IF,
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 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 1" and
ends the following June 30th. The term
FY2016 denotes the fiscal year beginning
July 1, 2015 and ending June 30, 2016.
:•
G
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).
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.
IN
Kentucky Revised Statutes (KRS) — The
name given to the body of laws which
govern the Commonwealth of Kentucky.
M
W"
u
M
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.
31
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.
0
Payment In Lieu of Tax (PILT) — Payments
to the City of offset losses in property taxes
due to non-taxable property with their
boundary.
.o
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.
I IL7
Reserve — Fund balance that cannot be
appropriated or spent.
Revenues — Increases in net financial
resources. Revenues include the receipt of o
assets for goods sold or services provided in
the current reporting period,
intergovernmental grants, and interest
income.
U
0
N
Unfunded Liability — Any liability or other r~
expense that does not have savings or
investments set aside to pay it.
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