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Table of Contents
Introduction
How to Read This Document .......................1
Manager's Budget Message .........................2
Budget Ordinance........................................5
City Mission & Core Beliefs......................10
Directory....................................... .............I 1
Staff Organizational Chart ......................... 12
Budgeted Depart. Staffing Summary ......... 13
Finan cial/Operational
Financial Accounting Structure .................14
Governmental Funds
GeneralFund........................................16
Gen. Fund Stmt. of Rev. & Exp
........ 17
Gen. Fund Stmt. of Rev, by Source ..18
General Government .........................19
Finance...........................................,..23
PRDA...............................................26
Information Technology ...................27
Planning......... .................................
-29
Police.................... ...........................33
Fire....................................................37
Engineering & Public Works ............
41
Parks Services...................................45
Human Rights...................................48
Human Resources .............................49
Other General Fund ..........................51
Other Governmental Funds...................52
Municipal Aid Program Fund...
........ 53
Investment Fund,... ............................
54
CDBG..............................................56
HOME Grant Fund ...........................57
E911Fund.........................................58
Court Awards Fund ...........................60
Debt Service Fund .............................61
Capital Improvements Fund..............63
BondFund.........................................65
Rental Property Fund ,..... ..................66
RadioFund........................................67
Enterprise Funds........................................68
Solid Waste Fund..................................69
Civic Center Fund.................................73
Internal Service Funds...............................74
Fleet Maintenance Fund ........................75
Fleet Lease Trust Fund ..........................77
Insurance Fund......................................78
Health Insurance Fund ........................... 79
Fiduciary Funds.........................................80
AEPF.....................................................81
PFPF......................................................82
Statistical & Supplemental Information
City of Paducah Statistical & Supplemental
Information................................................83
Appendices
The Budget Process....................................92
Employee Budget Census ..........................93
Outstanding Debt.......................................95
Contract Funding Recommendations ......... 96
Glossary.....................................................97
How to Read This Document
Welcome
Welcome to the published City of Paducah
budget for the fiscal year beginning July 1,
2016 and ending June 30, 2017, This
document has been specifically prepared to
help you, the reader, learn of the issues
affecting the City of Paducah. Many people
believe a city budget is only a financial plan.
Although you can learn much of the City's
finances from these pages, the FY2017
budget document has been designed to serve
other functions as well. For example, it is an
operations guide which gives the public,
elected officials, and City staff information
pertaining to the production and
performance of individual City operations.
This document is also designed as a
communications device in which
information is conveyed written and
graphi call y.
Budget Format
The document is divided into four major
sections: Introduction,
FinanciaUOperational, Statistical &
Supplemental Information, and Appendices.
The Introduction section contains the City
Manager's letter which is addressed to the
Mayor and City Commissioners and
explains the major policies and issues which
impacted the development of the 2017 fiscal
year City budget. This section also contains
the City's mission statement and core
beliefs, the official ordinance adopting the
2017 budget, and the City's organization
and staffing chart.
The Financial/Operational section describes
various aspects of the City's organization.
This information is grouped first by fund
and then by department. Like most local
governments, the City of Paducah uses the
fund method of accounting. Simply stated, a
fund is a unit of the City which tracks the
application of various public resources. For
example, the Radio Fund is established to
keep track of the use of the City's 800MHz
radio system. Most people are particularly
interested in the General Fund which is
comprised of most of the City's operations
such as Police, Fire, and Parks. Financial
statements, including the adopted 2017
budget, are presented for every fund. The
statements show the fund's financial
condition over a number of years. Each fund
statement begins with the actual audited
amounts for the 2014 and 2015 fiscal years.
The revised column reflects year to date
amounts compared to the amounts in the
original adopted budget for the 2016 fiscal
year. Finally, the adopted column reflects
the 2017 fiscal year total budgeted amounts.
Accompanying the statements are narratives
and graphs which describe the major
features of that particular fiend. Within each
fund there may be one or more departments
which further describe a component of the
City's organization. Each department is
presented with its mission statement,
department's highlights froin FY2016,
objectives for the 2017 fiscal year, and a
history of staffing for the department and/or
fund.
The Statistical & Supplemental Information
section provides the history of and the
statistical information about the City of
Paducah.
Finally, various appendices are presented
towards the end of the document which
more fully describes the budget process,
outstanding debt projected at year end, the
employee budget census and a glossary of
terms.
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June 29, 2016
City Manager's Budget Message for 2016-2017
The City Manager's Adopted Budget for the City of Paducah for FY 2016/2017 was presented to
the Board of Commissioners at 5:30pm on May 24, 2016. During that time, the Adopted Budget
was reviewed by the City Manager and the City's Department Directors. Highlights of the
Proposed Budget were discussed with the Board of Commissioners, and comments were made
for consideration in the Budget Adoption process that took place by Ordinance on Jurte 21 and
28.
Honorable Mayor and City Commissioners
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I am pleased to provide for your information this Adopted Budget for the City of Paducah for the o
period of July 1, 2016 through June 30, 2017. As required, this Budget is in balance and it a
effectively directs the City's financial resources towards the Commission goads that define its
vision for Paducah. Those goals include Strong Economy, Quality Public Services, Vital
Neighborhoods, and Restored and Revitalized Downtown.
The process of budget development is a collaborative undertaking at all levels in the
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organization. As in recent years, Directors were instructed to take a "hold the line" approach to
operational funding, with the limited amount of new revenue allocated for increases in personnel
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services. Items that required additional revenue include employee pay increases and an increase
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in the City -match in Non -hazardous employees from 17.06% to 18.68°/x.
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The effort to reach the aforementioned goals is conducted through a multitude of programs in the
City Budget. City participation in the programs ranges from total responsibility and service
delivery to more limited roles such as funding support or in-kind support through the
contribution of City equipment or manpower. Funding for City programs comprises what is
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commonly referred to as the "operational budget".
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A majority of the City programs are funded through the General Fund, which has a total planned
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expenditure of $33.5m for the next fiscal year, compared to $32.5m for the current year. The
General Fund has four major sources of revenue, which combined will show a slight increase
from the prior year. Revenue from the City's Payroll Tax is expected to increase from $14.9m to
$15.3m in the next year, while Property Tax will increase from $4m to $4.2m, which is the
amount allowable under State law. It is anticipated that the full increase in property tax revenue
will be achievable through an increase in taxable valuation and will not necessitate a change in
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the rate.
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The second large category of expenditures that require budgetary appropriation is known as
capital improvements, and the process that the City uses to identify those needs and priorities is
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formally referred to as Capital Improvements Planning. This process has been improved and
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refined significantly in recent years in an effort to project needs and resource availability several
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years in to the future. The primary source of funding for capital improvements is the City's '/2
cent Payroll Tax, commonly known as the "Investment Fund". The City's Capital Improvements
Plan recognizes needs associated with City "infrastructure" such as repair of City buildings,
roadways, and public works facilities in addition to major internal system items such as the
current upgrade of the City's enterprise software system.
Capital Projects planning was the focus of three "Pre -Budget" Workshops conducted with the
Board of Commissioners during the preparation of the Proposed Budget. At a Workshop held on
February 2, Commissioners were acquainted with the current and projected allocations of monies
that derive from the'/z cent Payroll Tax, which is budgeted for in the Investment Fund, Fully
37% of the expected revenue for the next budget year will be used to pay down debt, which
combined with other ongoing commitments leaves under 12% of the total revenue available for
new capital projects. The major new project recommended for funding in the Proposed Budget
is replacement of the City's enterprise software at a cost (partial) for the year of $350,000.
During two additional Workshop held on February 16 and March I5, Commissioners heard
presentations around two priority projects. Asa result of those presentations and the discussion
that followed with the Commission., the amount of $986,000 is recommended to be appropriated
from unrestricted General Fund cash reserves for the purpose of conducting a comprehensive
study of the City's storm -water management system. A second project, which consists of a
major overhaul of Floodwall Pump Station No. 2, will commence in the new fiscal year using
$150,000 from the Investment Fund for project design.
Some change in organizational structure is planned and provided for in the Proposed Budget,
with the only increase in employees being the new position of Assistant to the City Manager. A
new Planner 11 position will be added to the Planning Department, which will assume the duties
formerly associated with the position of Executive Director of the Paducah Riverfront
Development Authority. The PRDA will continue to exist as a Division of the Planning
Department.
The largest organizational change will be the creation of a new 911 Communications Department
to assume the role and responsibilities of the former City -County 911 Inter -local Authority. It is
anticipated that the new City Department will provide 911 services to McCracken County and
Rural McCracken Fire Departments under contract beginning with the start of the Fiscal Year on
July 1.
The Budget document continues to improve in its communication value, aided by the steps that
are underway to conform to the principles of the Government Finance Officers Association
Excellence in Budgeting program. This year marks a continuation of the emphasis away from
line item numbers detail to more use of narrative and statistical information. Comments received
from Commissioners during the budget deliberation process support this effort.
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I want to thank the Department Bead management team for their diligence and resourcefulness in
determining the best use for the City's financial resources given the responsibilities, demands,
and priorities of the citizenry. We appreciate the guidance provided by the Board of
Commissioners in the Pre -Budget Workshops, and for its willingness to provide resources
needed to maintain the level of City services that Paducah needs and deserves. A special thanks
goes to Jonathan Perkins and the capable staff in the Finance Department, without whose efforts
the budget process for the City would be considerably more difficult.
Respectfully submitted
Je f Pederson
City Manager
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QRD[NA2:CE NO 2016-06.1380
AN ORDINANCE ADOPTING THE CTfY OF PADUCAH, KENTUCKY, ANNUAL BUDGET FOR THE FISCAL YEAR IULY 1, 2016. THROUGH
JUNE 30. 2017. BY PS1 MATTNO REVENUES AND RESOURCES AND APPROPRIATING FUNDS FOR THE OPERATION OF CITY DOVER LAMENT
WFID•REAS, an annual budge DraWal has bcon pmpubd and dch cd W the Ciry 03m mjon, and
WHEREAS, IheCay Commi9s[on has reVLC%wd such pmpbud budget end made the naccssury modifiwicm
BE 1T ORDAINED BY THE CITY 09 PADUCAR. KENTUCKY.
SECTION I. nye Follawiag esnmale of re%,Aum oral remumw Ls adepled Rs the Ciry of Paducah, Kennxky Rcvcnue Budgcr (1r Frxal Yew 201 b.
1017.
RraIY C>eralTammySWTExrr10u4gtl IY20 rnDrolNrce
MUNICIPAL
GENERAL
FY2011
An)
DEBT
GENERAL
PROGRAM
RIVESTMENT
CARO
FUND
FUND
FUND
FUND
(00
to3)_(04)
(30)
06
SOURCES:
CASH FROM FUND RTSFRVE
434,155
REVSNUE&
PROPERTY TAXES
6,119,500
LISC, PERMITS,
OTHER TAXES
24,169,00D
650,000
S.M.S00
GRANTS. CONTAIBU71ONS
1,039.395
1,220,060
PINES & FORFErk URES
105,000
25.000
PROP RENTAL & SALES
418,620
289,000
CHARGES FOR SERVICES
67-105
52,055
INTERESI INCOME
100,000
6,000
RECREATION, OTHER FEES
116,0M
MISCELLANEOUS
3 L,000
32,971,900
456,000
5,022,500
IXD_000
TOTAL REVEMJES
FUND TRA NS FERS IN
$07,000
613,945
2 478,220
1,000 D
33.478,200 1
1.504 000
S 022,500
2,720.000
TOTAL SOURCES
RraIY C>eralTammySWTExrr10u4gtl IY20 rnDrolNrce
GENERAL
FY2017
COURT
DEBT
E911
AWARDS
SERVICE
CUP
FUND
FUND
FUND
FUND
1213
(30)
d0
USO REFS:
CASH FROM FUND RESERVE
1,550
R£YE-vu S
PROPERTY TAXES
LTSC, PERMITS,
OTHER TAXES
63800(1
649,720
GRANTS, CONTRMBUTIONS
506,770
FINES & FORFEITURES
25.000
PROP RENTAL & SALES
289,000
CHAROES FOR SERVICES
52,055
LYTEREST WCOME
9C0
1,200
RECREATION, OTHER FEES
MISCELLANEOUS
1,137,670
26.200
990,775
TOTALREVENUFS
FUND TRANSFERS IN
618.610
2 478,220
7.495.000
1 156 80
30 750
3,468 995.
7,685 000
TOTAL SOURCES
RraIY C>eralTammySWTExrr10u4gtl IY20 rnDrolNrce
FY2017
FLEET
SOLID
civic
HEALTH
AEPFIPFPF
BOND
WASTE
CENTER
R 47AL
RADIO
FUND
FUND
FUND
FUND
FUND
52
(50)
(62
63
(64
O11RCES
CASA FROM FUND MERVE
6,330
1,110,750
749,230
RLYLNUES.
PROPERTY TAXES
LLSC, PSRMRS,
CTI EER TAXES
GRANTS. CONTRIAUTIONS
8,330,000
27,000
FINES & FORFErWRES
PROP RENTAL & SALTS
500
55,000
40,000
134,920
!33,110
CHARGES FOR SERVICES
349000
4,421,000
1.164,000
3,773,000
12,000
14TER2Sr INCOME
28,000
3,500
RECREATION, OTHER FEES
3,000
MISCELLANEOUS
100
A,3SQ000
4,534,000
40,000
134,20
136,610
TOTAL REVENUES
FUND TRANS FERS 04
201,555
50600
1 50000
k350,00G
5,644,750
90,600
134720
2.435,840
TOTAL SOURCES
FY201I
FLEET
PL:I:i
HEALTH
AEPFIPFPF
SSRVICE
TRUST
INSUR
INSTRUST
PENSION
FUND
FUND
FUND
FUND
FUND
0
71
72
731
CASH FROM FUND RESERVE
6,330
1,118,285
307,710
REVENUES:
PROPERTY TA)0T5
LISC, PERMITS.
OTHER TAXES
GRANTS, CONTRIBUTIONS
FINES & FORFEITURES
PROP RENTAL. & SALES
500
917.963
33,000
CHARGES FOR SERVICES
349000
1.164,000
3,773,000
12,000
INTEREST INCOME
22,000
225,000
RECREATION, OTHER FEES
MISCELLANEOUS
100
319,600
939,965
1,16x,000
3,773,000
537,DDO
TOTAL. REVENUES
FUND TRANSFERS IN
201,555
60,000
460,11S
557,4$5
2.OS"SO
1 224 000
3,773,000
1,354 825
70TAL SOURCES
RtLityCkA6Tammyr3nrtnEtedleue0el FV207101dinanoe
SKTION 2 The rollow,'rg tirmc of moncy air hereby appropriated (Dr Faml Year 7016-2017
FY2017
GENERAL
FUND
O]
AJUNICIPAL
AID
PROGRAM
FUAID
09
MrVILSTWINT
FUND
<
CDBO
FUND
06
PPROPR/d7TONS:
GBNPRAL GOVE R NMD] ff
1,609,58C
53$,000
FINANCE
1.047,14S
PRDA
INFOR.N4ATION SYSTEMS
679,020
PLANN {NG
I ,628,71 S
220,000
POLICE
9.638,I ZS
30,750
P1RE
8,314,795
70.000
ENO/PUBLIC WORKS
d,102.150
1,504,000
3,800,1)00
PARKS SERV IDES
7 195,286
240,000
CABLE AUTHORJTY
92,650
HUMAN RIGHTS
41,955
ENGJA'L• ERING
I ,715 660
HUMAN RESOURCES
376,380
INVESTMENT FUND
708,800
DEBT SERVICE 1 E911
1,756,280
3,468.995
SOLID WASTE OPERATION
FLEET MAINTENANCE
PENSIONS
CASHCARkY FORWRDRU6SRV
100,000
2.300.000
FUND TRAI4SF6RS OUT
136,2+5
4.211.700
1756,280
1 30,750
1 3,468.995
7,485,000
TOTAL APPROPRIATIONS
33,418 i00
]504 000
5,022,500
2.220,000
FY2017
E911
FUND
(9(13
COURT
AWARDS
FUND
OENERAL
DEBT
SERVICE
FUND
30)
CIP
FUND
40
APPRO-PRIAT/ONS:
OFNERAL GOVERNMENT
53$,000
FINANCE
PRDA
LNFORSJATION SYSTEMS
PLANTING
540,001)
POLICE
30,750
F RJr
70.000
ENG/PUULIC WORKS
3,800,1)00
PARKS SERVICES
240,000
CABLE AUTHORITY
HUMAN RTG1TfS
ENGINFERrNC
HUMAN RUOURCFS
INVESTMENT FUND
DEBT SERVICE/£911
1,756,280
3,468.995
SOLID WASTE OPERATION
FLEET MADiTENANCE
PENSIONS
CASH CARRY FOR WRDIRFS RV
2.300.000
FUNDTRANSFERSOUT
1756,280
1 30,750
1 3,468.995
7,485,000
TOTAL APPROPRIATIONS
R1CIiy Ctenli—MryS1ic11Fxoe udO-i FY2017 mranm
FY2017
SOLID
CIVIC
BOND
WASTE
CENTER
RENTAL
ILA D10
FUND
FUND
FUND
FUND
KNO
(42)
50
62(63L—(64)
PPO I Pr
OENERALGOVERNMENT
FINANCE
2,435.uo
PRDA
174FDRMAT70N SYSTEMS
PLANNING
POLICE
FIRE
ENarPUBIJC WORKS
t34,920
PARKS SERVICES
`x.600
CABU AUTHORITY
HUMAN RIGH78
ENGINEERING
HUMAN RESOURCES
IN VE STM ENT FUN D
DEBT SERVICE 7 L911
SOLID WASTE OPERATION
S3f 9,750
FLEET MArNTE.NANCE
PENSIONS
CASH CARRY rOR%TZ RFSRV
FUND TRANSFERS OUT
8,350.000
325000
8 350 003
5 644,750
9 600
134,920
2.435,840
TOTAL APPROPRIATIONS
FY200
FLEET
FLEET
HEALTH
AHPFIPFPF
SERVICE
TRUST
INSUR
INSTRUST
PENSION
FUND
FUND
FUND
FUND
FUND
(70)
(71
(72)
(73)
(74SWIlig4
AViROP81.LTI0t�'S:
GENERAL GONgWMENT
FINANCE
208,250
300
PROA
INFORMATION SYSTEMS
PIANNBN3
POLICE
FIRE
ENG/PUBLIC WORKS
PARKS SERVICES
CA BL.E ALIR IOR rTY
HUMAN RIGHTS
ENG(4EERING
PIUMAN RESOURCES
1.214,SD0
3,273,000
INVESTMENT FUND
DEBT SERVICE F9l I
SOLID WASTE OPERATION
FLEET MArNIRNANCL
59,485
PENSIONS
1,354-525
CASH CARRV FOR"DIMRV
9,S00
FUND TRANSFERS OUT
L 557 485
2,0S8150
1274 000
3,773,000
1,14,8,23
TOTAL APPROPRIATIONS
SECTION 3 The City MaaaM and Finance Diva= wRl pubdah a budget docummt which rcflws the funding pnerities m by the Cily Lbrnauimian
during their budget workshops and which will Ise used to lniWirt the allose sppmpnmidns On the Cio webaitc.
SEMON 6 The City door hatuby adopt the faRowlag financial mstn@emenr policies
A The General Funds mlnlrntua undmigramil cub balance Elicit be 104a of the General Fund's budgeted ccpeodkaros The Investment ruddy
ratpimum undicsi.-natod cash balance shall be 10%orthe Invcstmenr FuadS budgeted cxyatdiates The Solid Waste Fund's mloirnutn ume;ier d cash balunm
shall be 10% or the Solid Wastc'a budgeted operanmgexpzltses. The Debi Semce Prods minimum cash balance shill be not less than S350,(Ao.
8 The CiryMenage, Ice autborim'1 to tra"cr approprlated amounts ostween funds, dapsmnenal budget line Meme, ptoleas, benvomdlvisiow of
deparan cats, and bawem department§ as shown in Section Z
C Appr0pri3dons daugnated as Cpn riliSSion wrilingenq shall bo obligated upon apluoval by the, City Comrninorn by municipal orCty
U FLads appraprrata3 as Admmisuwt vn eonttrsgeaey &ban be ahligaeeel at We dtsettuon olilts Cuy Manger. however, rhe qty Cammktion Shall be
nodded five calendar days pnor to obligation of the "rpendir— If wry individual member of the Board of CamroUSIOner! requeles Comm rssron rev law of n
Proposrd expmdstum, tho City Mamagir shall toing rpc iditure before tho Commission far approval M municipal order, er not proceed.
E. City Uwager &half &sane that recurring rovenues cod raaurces are greater than or equal to rccumng expenditures
F The Cory Manager has the audtonry to enact a budget aUocatson program or ro transfer kmds to or from my a:paranental Imc Ilan apprapriatian
R.sCity FY207710n9ranoa
G. As newvrhides arc acquired, the City w%H fully fund the Fleet Truro Fund in 43 -da to ru plate rolling stock awnvd by the Feet TnaS1 Fand a,i it
achiwes obwlcscencc Tle, Fleet -Crust Fund shall be funded with monthly Ease charges assigrad to mRmg stock as deteormed by the Finance Dirmtoror his
dettgaee. NI rolling stark u ownod by the C0 Fteet hurt fund
H 71a City will maintain a self insurance fund called Hasbh insuritML Trust Fund duough 111E tate of user leas rn Sq by aft mutes, ve pobcy
1 T7x City will continue m ma inta to the Appo nave Emplaym pension Fund (A£PF) in a fully funded Status through 4ou d finandsl mmagament
sod/o[ annual Crnuoal Fund tsanife r9 az designe[od fo the budget document The pLpF rosy be comhiarsl with the pFPF dhoLdd jl ba datennined, Lythe Finance
Dimclor, that such a twrnbinabon is adm m{amily Py more effective and/or financially prudasL
d- In fcacel yrer 2M6, the CSty issued a General ON tp110n Bond fa the Police and Pueflghrari Pmaion Fund (PFPF) bringing the fund up to an
arnu Wly sound hm b; howovor, the mala -year rei�ssion suron9 M fiSm1 year 2009 roduood ik fund', corpus ) svrng a naw unN ndmd liability Iunding is
provid d l0 the General Fund of This 0rdluance to further address the PFPF unfunied Habil by.
K The City v.111 provide to all el ignble empbyea uP to a S727 6D per Worth credit (for the months of duly - Oersmbcr 2016) to be applied ru the
Compre]ieirnve Health Inaumnre BeneSt PI9a (Cafmnie pian) as drrccttd by �a employs In January 211)7, this monthly credit may be adjusted by the City
Cocrisuisswo as =amrnended by the City Manager or hit designee
L The City will ouinuin a specW fund called Invesooent Fuodi and 1a considered an etle Caton Df dee O:wEJ fund 77¢ Snvumsent Fuad will be
funded N•rd1 a If2 icor rau•ease hi sbc Ctt}ra oceupatbnal license fee (employe[ poysod{ a•ithlwlding tax) Thls fund is dedintW to the followingexp=rid{bares,
cconomrcdeveWpmcn t, nmighborhaod ro-developmeg6 infrasrnsuore �pitel invastment and property tax rclteL
M- Oak Grosso Cemetery (PP0048) pagep will be funded io rhe fWloNing mrrrne 2006 of alt ccruerery blanks, mid MA of ala utemetory crypt satin vnll
be emdited to the project Prowds arc to be used solely Car the general r=K main tewrtc, and cmbelhabmeats of the cemetery,
SECTIONS Flnmw Director is trspon able for main tainlag can cm sable of Estimated Revalues jr, Sateen l apd Appropoatwn o(T mds m Section
2 and to provide a copy to the Ciry Clcrk
If durnng ibe course of the year tho City Comm isslan adopts Ordioanas to annetpate new revenues o[ to make new appropriations, the Finance Dirccmr
vnll upoaee these Tabks and provide a copy to the City Clerk
SECTION -_6 This ordinance shntl be read w tau separate disks and will become effective upon pal Leah on In full pursuant to KRS Chapw 424
-���✓ f aV 7 2ti.L✓"" �JJW f�a�aY/ t�.'Y
Tamm airs Sanderson, City Clerk
Introduced by the Board of Commissioners, duce 2l, 2016
Adopted by the Baard of Commissioners, June 28. 2616
Recorded by Tammam SMdCCIOD, City• Ckrb, Juin 19,.20)6
Published by The Paduoah Sun, duty 1, 2016
kn"Rbudget EY2017
RACILy C Icra\TamryStumE,_, bnatget fyloi 71Q[dlderoa
City of Paducah Mission Statement
The City of Paducah is financially sustainable, provides first class services delivered in a cost
effective manner and has quality infiastructure and facilities. The City engages citizens,
exercises community leadership on local public service issues and is recognized as a regional
leader.
Core Beliefs
To remind the public and the employees of the City's Core Beliefs, you'll find the mnemonic on
the back of employee business cards and posted around City facilities.
City of Paducah
Core Beliefs
,serve Others
Produce Results
Act with I nteg rity
Accept Responsibility
Look for I nnovations
Practice Teamwork
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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
Finance Director................................................................................ Jonathan Perkins, CPA
CityClerk...............................................................................................Tammara Sanderson
PRDA Executive Director.................................................................................Steve Doolittle
Information Technology Director......................................................................Greg Mueller
PlanningDirector....................................................................................................Steve Ervin
PoliceChief................................................................................................... Brandon Barnhill
FMreChief...................................................................................................................Steve Kyle
Parks Services Director................................................................................Mark Thompson
City Engineer and Public Works Director ....................................................... Rick Murphy
Human Resources Director...............................................................Steve Doolittle (interim)
Public Information Officer.................................................................................. Pam Spencer
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Budgeted Departmental
Staffing Summary
A11 positions shown are full-time equivalent (FTE)
_ City Commission Adopted for Fiscal Years ending June 30
2009 2010 2011 2012 2013 2014 2015 2016 2017
General Fund
General Government
12.0
12.0
12.0
12.0
12.0
11.0
11.0
11.0
12.0
Finance
17.0
14.0
14.0
11.0
11.0
11.0
11.0
11.0
11.0
PRDA3
-
-
-
1.0
1.0
1.0
1.0
1.0
-
InformatioD Technology
4.0
6.0
6.0
6.0
6.0
5.0
5.0
5.0
5.0
Inspection4
13.0
10.0
11.0
11.0
-
-
-
-
-
Plannings
10.0
9.0
9.0
9.0
9.0
9.0
10.0
10.0
11.0
Police
93.0
90.0
90.0
90.0
88.0
87.0
87.0
87.0
87,0
Fire
69.0
64,0
64.0
64.5
74.0
76.0
76.0
76.0
76.0
Engineering/
Public Works6
77.5
65.0
48.5
47.1
46.1
45.1
45.1
45.1
44.8
Parks
7.0
7.0
24.0
24.0
24.0
24.0
25.0
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
4.0
PRA?
5.0
3.0
5.0
4.0
3.0
3.0
-
-
-
Total General )fid
310.0
282.0
285.5
282.6
277.1
275.1
274.1
274.1
274.8
Solid Waste Fund
Solid Waste6
27.0
27.0
26.0
25.4
25.4
25.4
2S.4
25.4
25.7
Fleet Maim ,Fund
Fleet Maintenance
6.0
8.0
6.5
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
32.2
TOTAL ALL FUNDS
343.0
317.0
318.0
314.5
309.0
307.0
306.0
306.0
305.0
'The above amounts include elected officials (S) & proposed new "Assistant to the City Manager"
position for FY2017
2Finance/Human Resources split into two departments beginning FY2012
3PRD-4 department dissolved beginning in FY2017. PRDA Director position moved to Human
Resources for half of FY2017 and then transition to the new Planner position in the Planning
Department.
*'Inspection Department combined into Fire Department beginning FY2013
SProposed addition of Planner position for FY2017
6Cemetery/Grounds moved from ,EPW into Parks beginning FY2011. Beginning FY2017 EPW
proposed "Assistant EPW Director " position added to be split between EPW and Solid Waste and
EPW "Operations Manager" position deleted.
7PRA department dissolved, lVew positions created in FY2015 under the Parks and Planning
Departments
13
Finaneial Aceounting Structure
The accounts of the City of Paducah are
organized and operated by separating the
City's distinct functions into funds. A fund
is an accounting entity with a self -balancing
set of accounts that records all financial
transactions for government functions. Fund
accounting separates fwxds according to
their purpose and is used to meet certain
accounting, legal, and contractual
provisions. Funds are classified into the
following categories: governmental,
proprietary, and fiduciary. Each
classification may be further divided into
separate fund types: general, special
revenue, enterprise, and internal service.
Classification
Fund Type
Governmental Funds
General Fund
Special Revenue
Funds
Debt Service Fund
Capital Project
Funds
Proprietary Funds
Enterprise Funds
Internal Service
Funds
Fiduciary Funds
Pension Trust
Funds
Governmental Funds
Governmental funds are used to account 'for
all or most of the City's general activities.
They are budgeted based on the modified
accrual basis of accounting, which means
revenues are recorded when available and
measurable, and expenditures are recorded
when the services or goods are received and
the liabilities are incurred. Debt Service
Funds and Capital Project Funds account for
the activity by which they are named, debt
service and capital projects, respectively.
Special revenue funds account for money
that must be used for a specific purpose. For
14
example, all revenue and expenditures
related to the City's Municipal Aid Program
(MAP) are accounted for in the MAP Fund.
Finally, the General Fund is used to account
for receipts and payments that do not belong
to another fund. This is often referred to as
the "operating fund."
Proprietary Funds
Proprietary Funds account for operations
that function similar to a private commercial
operation, in which services are financed
through user charges and expenditures
include the full cost of operations.
Accounting records for the City's
proprietary funds are maintained on an
accrual basis; that is, the effects of financial
transactions, events, and circumstances are
recognized in the period(s) in which they
occur regardless of when the cash is
received or paid. The City maintains two
types of proprietary funds, Enterprise Funds
account for operations that are financed and
operated in a manner similar to private
business. The "customers" of these
operations are primarily external. internal
Service Funds account for operations that
serve other funds or departments within the
government on a cost -reimbursement basis.
The "customers" of these operations are
internal, or within the government itself,
Fiduciary Funds
Fiduciary Funds are used to account for
assets held in trust by the City for the benefit
of individuals or other entities. The City's
fiduciary funds are made up of the City's
two pension funds: the Appointive
Employee Pension Fund (AEPF) and the
Police and Fire Pension Fund (PFPF).
These funds are accounted for on the accrual
basis.
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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.
16
General Fund Statement of
Revenue and Expenditures
Revenues
Taxes
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
$6,297,086 $6,595,347 $6,153,500 $6,318,500
Licenses & Permits
$22,517,253
$23,140,610
$23,739,500
$24,169,000
Grants
$980,123
$866,023
$871,315
$1,039,395
Fines
$105,275
$103,002
$109,500
$105,000
Property Rent & Sales
$411,429
$414,410
$436,020
$418,620
Charges for Service
$668,038
$672,066
$655,965
$673,685
Interest Income
$160,186
$124,894
$90,000
$100,000
Other Fees
$140,640
$367,239
$148,200
$147,000
Interfund Transfers
$589,572
$549,468
$476,475
$507,000
Total Revenues
$31,869,602
$32,833,059
$32,680,475
$33,478,200
Expenditures
$84,042
$82,247
$108,595
$92,650
General Government
$1,288,342
$1,370,065
$1,568,260
$1,609,580
Finance
$950,584
$967,600
$998,745
$1,047,145
PRDA
$119,630
$163,563
$135,525
-
information Technology
$605,536
$586,868
$667,290
$679,020
Planning
$771,329
$903,219
$910,890
$1,028,715
Police
$9,183,250
$9,035,566
$9,160,060
$9,638,125
Fire
$7,619,268
$7,895,229
$8,031,385
$8,314,795
Engineering/Public Works
$4,802,273
$5,017,710
$5,073,585
$5,317,810
Parks Services
$2,763,773
$2,842,468
$3,138,450
$3,195,780
Cable Authority
$84,042
$82,247
$108,595
$92,650
Human Rights
$37,369
$39,927
$41,955
$41,955
Human Resources
$294,671
$229,111
$305,175
$376,380
PRA
$168,538
-
-
-
Special Projects
$387,872
$165,632
-
-
Interfund Transfers
$2,514,490
$3,667,220
$2,336,340
$2,136,245
Total Expenditures
$31,590,967
$32,966,425
$32,476,255
$33,478,200
M
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General Fund Statement of
Revenues by Source
Interest Income $160,186
Actual
FY2014
Actual
FY2015
Revised
FY2016
Adopted
FY2017
Taxes
$148,200
$147,000
Interfund Transfers $589,572
$549,468
Real Current Year
$3,881,147
$3,985,158
$4,035,000
$4,190,000
Personal Gent Year
$628,556
$659,364
$638,500
$650,000
Vehicle Tax County
$658,289
$800,603
$665,000
$675,000
PJC Tax Collection
$302,463
$317,359
-
-
LocaI Bank Deposit Tax
$225,373
$229,722
$230,000
$248,000
PILT -Paducah Power
$263,553
$257,851
$260,000
$250,000
Annexation Rebates
($71,703)
($61,391)
($62,000)
($64,000)
Other Taxes
$409,408
$406,681
387,000
$369,500
Licenses & Permits
Payroll Tax
$13,644,539
$14,428,761
$14,900,000
$15,300,000
Insurance Tax
$3,831,792
$3,786,514
$3,900,000
$3,940,000
Business License
$4,444,440
$4,397,888
$4,450,000
$4,450,000
County PR - Rev Sharing
($222,607)
($363,598)
($290,000)
($310,000)
KY Telecommunication Tax
$275,113
$298,018
$275,000
$275,000
Other Licenses & Permits
$543,976
$593,027
$504,500
$514,000
Grants
Section 8
$256,167
$246,424
$259,315
$274,395
State Incentive - Police
$310,014
$289,425
$315,000
$392,000
State Incentive- Fire
$260,281
$263,158
$265,000
$343,000
Otber Grants
$153,661
$67,016
$32,000
$30,000
Fines
Warrant Service Fee
$42,595
$38,184
$42,000
$37,000
Nuisance Violations
$39,942
$34,561
$45,000
$45,000
Other Fines
$22,738
$30,257
$22,500
$23,000
Property Rent & Sales
Forest Hills Lease
$368,460
$370,542
$372,620
$372,620
Other Property Rent & Sales
$42,969
$43,868
$63,400
$46,000
Charges for Service
Tax Collection Fee -School
$163,537
$178,552
$180,000
$185,000
Overhead (Admin) Charges
$2713095
$284,220
$284,520
$297,520
Other Charges for Service
$233,406
$209,294
$191,445
$191,165
Interest Income $160,186
$124,894
$90,000
$100,000
Other Fees $140,640
$367,239
$148,200
$147,000
Interfund Transfers $589,572
$549,468
$476,475
$507,000
Total Revenues $31,869,602
$32,833,059
$32,680,475
$33,478,200
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General 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,
19
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 legal services obtained through
local firms, as well as to the Planning Board
through a retained 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 FY2014 ,FY2015 FY2016 FY2017
Mayor & Commissioners
Mayor
1.0
1.0
1.0
1.0
Commissioner
4.0
4.0
4.0
4.0
City Manager
City Manager
AA
1.0
1.0
1.0
1.0
Assist. to City Manager
P
-
-
-
1.0
Public Information Officer
P
1.0
1.0
1.0
1.0
Executive Assistant Il
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
12.0
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Department Narrative: General Government
FY2016 Highlights:
• Coordinated process for solid waste facilities, and entered into a contract with Freedom
Waste Service for the construction and operation of a solid waste transfer and recycling
station.
• Coordinated process to complete schematic design options for the City Hall project.
• Engaged telecommunications legal expert and initiated negotiations for cable television
franchise renewal.
• Conducted second National Citizen Survey.
• Negotiated agreement with LinGate Hospitality to develop Holiday Inn Paducah
Riverfront adjacent to convention centers.
• Provided guidance to the 432 Broadway acquisition/demolition project.
• Launched mobile -responsive City of Paducah website with updated theme.
• Created Ask Paducah, which are monthly informational documents, and enhanced
graphics for social media and Channel 11 Bulletin Board.
• Developed and successfully presented a plan for financing the Pavilion pad construction
through use of the transient room tax.
• Participated in effort to secure a second AQS Quilt Show with announcement that second
show would be in September 2017.
• Created awareness of storm water system limitations and the need for an updated storm
water master plan.
• Refined capital improvements planning process and identified storm water planning and
floodwall rehabilitation as top priority projects.
Objectives for FY2017:
• Utilize National Citizen Survey results as strategic planning and benchmarking.
• Complete negotiations for cable television franchise renewal.
• Oversee the completion of Riverfront Redevelopment Phase IB within budgetary
constraints and complete adjacent Greenway Trail project to riverfront.
• Coordinate process to create a Tax increment Financing District for the
Riverfront/Downtown.
• Oversee process of storm water master plan development and implementation of storm -
water management fee.
• Provide support for floodwall pump station rehabilitation project.
• Implement steps to ensure long-term effectiveness of Paducah -McCracken County E911
Center as a City of Paducah department.
• Provide administrative oversight to the implementation of the City's Enterprise Resource
Planning software.
• Add Assistant to the City Manager position
• Establish internal Training and Leadership Institute for employees.
U
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Department Budget Summary: General Government
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Personal Services
$673,633
$694,800
$708,035
$793,620
Contractual Services
$319,633
$372,096
$536,385
$499,955
Commodities
$80,076
$85,197
$104,440
$89,805
Contributions
$215,000
$215,000
$218,000
$218,000
Capital Outlay
-
$2,972
$1,400
$8,200
Total Dept. Budget
$1,288,342
$1,370,065
$1,568,260
$1,609,580
Division Summary:
*Other includes Non -Departmental, Memberships & Contingency and Civic Beautification divisions
of General Government.
22
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Mayor & Commiss.
Personal Services
$160;839
$161,281
$160,410
$163,220
Contractual Services
$3,192
$2,080
$2,390
$2,300
Commodities
$23,534
$16,640
$18,275
$16,855
Capital Outlay
-
$762
-
-
City Manager
Personal Services
$391,700
$405,324
$425,800
$504,180
Contractual Services
$8,056
$7,504
$8,055
$8,215
Commodities
$12,173
$19,378
$42,735
$24,670
Capital Outlay
-
-
-
$8,200
City Clerk
Personal Services
$94,294
$101,915
$96,045
$99,795
Contractual Services
$5,157
$7,119
$9,235
$22,680
Commodities
$21,531
$23,818
$20,030
$25,530
Capital Outlay
-
$2,210
$1,400
-
Corporate Counsel
Personal SenIces
$26,800
$26,280
$25,780
$26,425
Contractual Services
$136,381
$149,924
$171,055
$181,110
Commodities
$563
$2,111
$4,500
$4,500
Other*
Contractual Services
$166,847
$205,469
$345,650
$285,650
Contributions
$215,000
$215,000
$218,000
$218,000
Commodities
$22,275
$23,250
$18,900
$18,250
Total Dept. Budget
$1,288,342
$1,370,065
$1,568,260
$1,609,580
*Other includes Non -Departmental, Memberships & Contingency and Civic Beautification divisions
of General Government.
22
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
StaffinjZ Summary
budget, and the Comprehensive Annual
Financial Report (CAFR). This division also
processes bi-weekly payroll for
approximately 300 full-time employees and
prepares all 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.
Revenue
Actual
Actual
Revised
Adopted
Revenue Manager
Grade
FY2014
FY2015
FY2016
FY2017
Administration
1
1.0
1.0
1.0
1.0
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
11.0
11.0
11.0
11.0
Controller
T
1.0
1.0
1.0
1.0
Accountant
1
2.0
2.0
2.0
2.0
Accounts Payable Clerk
C
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
a,
Department Narrative: Finance
FY2016 Highlights:
• Updated the General fund's 5 -year revenue/expenditure trend projections.
• Updated the City's S -year Capital Improvement Plan.
• Received the 25h consecutive GFOA Certificate of Achievement for Excellence in
Financial Reporting for the FY2015 CAFR.
• Coordinated foreclosure actions for numerous delinquent property tax accounts.
• Utilized social media in an effort to detect business licensing non-compliance,
• Continued the process of re -designing the City of Paducah Budget to make it more user
friendly.
• Assisted in the negotiation of a vendor contract for replacement of the City's 20 year old
ERP (Enterprise Resource Planning) software.
Objectives for FY2017:
• Continue to monitor opportunities to refinance debt issues 'Then 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 took and evaluate the functionality of the City of Paducah
Budget document.
• Begin implementation of ERP software replacement with Phase 1 - General Ledger.
• 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
Interfund
2%
Other
4% Taxes
Grant$ 19%
3%
Lic. & Permits
72%
24
M
Department Budget SummarV: Finance
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
FY2014
FY2015
1rY2016
FY2017
Personal Services
$765,898
$783,177
$795,310
$843,080
Contractual Services
$129,053
$130,542
$139,095
$141,310
Commodities
$54,476
$48,263
$61,440
$61,155
Capital Outlay
$1,157
$5,618
$2,900
$1,600
Total Dept. Budget
$950,584
$967,600
$998,745
$1,047,145
Division Summary:
25
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
,Administration
Personal Services
$244,348
$246,211
$248,665
$256,140
Contractual Services
$1,831
$1,801
$1,925
$2,015
Commodities
$8,219
$5,945
$9,510
$9,405
Capital Outlay
-
-
$800
-
.Accounting & Budget
Personal Services
$246,819
$250,501
$258,775
$281,800
Contractual Services
$56,802
$56,280
$63,970
$64,445
Commodities
$15,455
$13,425
$16,740
$16,700
Capital Outlay
$1,157
$1,290
$2,100
$1,600
Revenue
Personal Services
$274,731
$286,465
$287,870
$305,140
Contractual Services
$70,420
$72,461
$73,200
$74,850
Commodities
$30,802
$28,893
$35,190
$35,050
Capital Outlay
-
$4,328
-
-
Total Dept. Budget
$950,584
$967,600
$998,745
$1,047,145
25
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
FY2016 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. P Street for re -development.
Objectives for FY2017:
The PRDA department has been dissolved beginning in FY2017
Staffine Summarv: PRDA
Actual
Actual
Revised
Adopted
Grade FY2014
FY2015
FY2016
FY2017
PRDA Director T 1.0
1.0
1.0
0.0
TOTAL 1.0
1.0
1.0
0.0
Budget Summary: PRDA,
Actual
FY2014
Personal Services $116,452
Actual
Revised Adopted
FY2015
FY2016 FY2017
$126,548
$128,485 -
Contractual Services $841 $35,011 $2,435 -
Commodities $2,337 $2,004 $4,605 -
Capital Outlay - - - -
Total Dept. Budget $119,630 $163,563 $135,525 -
W
M
1
M
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
Tnformation Systems (GIS)
IT Network Administration:
Information Technology administers and
maintains the City network operations
center providing voice and data
communications and network resources to
all City departments, E91 I, 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 E91 I 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 -GTS). 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
GTS 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
27
C)
N
Actual
Actual
Revised
Adopted
Grade
FY2014
FY2015
FY2016
FY2017
Information Technology
Director Information Tech
U
1.0
1.0
1.0
1.0
Network Administrator
P
1.0
I.0
1.0
1.0
Help Desk Technician
H
1.0
1.0
1.0
1.0
Network Technician
J
0.0
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
5.0
5.0
5.0
5.0
27
C)
N
Department Narrative: Information Teehnology
FY2016 Highlights:
• Selection on ERP software that is a replacement of the City's current Sungard computer
software. Implementation will be phased over 3 years and will include a comprehensive
business process review.
• Switched telephone service providers from AT&T to Dialog, resulting in annual cost
savings of $5,000 and simplifying bill payment.
• Implemented a network intrusion detect ion/preveution system to comply with the
Department for Local Government provisional policy for Protection of Personal
Information and Cybersecurity Compliance.
• Replaced the Police and Fire Mobile Data Terminal (MDT) server hardware and
upgraded the MDT Message Switch server software.
• Upgraded the GTS network infrastructure to allow for improved speed and availability to
current and future web and mobile mapping applications for staff and public use.
• Provided McCracken County with GIS services related to future land use planning,
zoning, voter districts, addressing, and parcel records maintenance.
• Converted the MAP -GIS online web maps from Flex to Java. This allows the maps to be
viewed on any Internet connected computer, tablet, or smartphone device.
• Provided 3D modeling, site design, and topographic mapping for various projects
including the downtown area, City Hall, parks services recreational fields, and the
Paducah Gaseous Diffusion Plant.
Objectives for FY2017:
• Conduct business process review as a prerequisite to the ERP implementation.
• Begin data migration and implementation to the new ERP software.
• Continue efforts to integrate GIS efficiencies into more city business practices.
• Continue efforts to disseminate GTS data to the public.
• Work with police to develop a long term strategy for maintaining the city's video
surveillance systems.
• Assist E91 I in future telecommunications upgrades and transition to Next Generation
911 systems.
Department Budget Summary: Information Technology
Department Summary:
U
28
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Personal Services
$432,256
$435,612
$437,815
$464,995
Contractual Services
$90,523
$85,378
$120,150
$121,210
Commodities
$51,685
$55,447
$56,125
$58,015
Capital Outlay
$31,072
$10,431
$53,200
$34,800
Total Dept. Budget
$605,536
$586,868
$667,290
$679,020
U
28
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 five 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
f&I
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 wi th i n
the community. This division assists with
project development, the application
process, and administration of federal and
state grant awards in addition to worsting
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
10
process, Section 8 performs Housing
Quality Standard Inspections.
Downtown Development:
The Downtown Development division
has the responsibility of promoting and
administering financial assistance
programs such as the roof stabilization
program, recruiting business, and serving
as a liaison between associations,
stakeholders and the Main Street
Advisory Board. This division also assists
Staffinp, Summary: Planning
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.
Planning
Actual
Actual
Revised
Adopted
Planner I
Grade
FY2014
FY2015
FY2016
FY2017
Administration
Director of Planning
V
1.0
1.0
1.0
1.0
Executive Assistant I
F
1.0
1.0
1.0
1.0
Admin. Assistant IT
C
1.0
1.0
1.0
1.0
Planning
Planner I
L
1.0
1.0
1.0
2.0
Grants Administration
Grants Administrator
L
1.0
1.0
1.0
1.0
Community Dev. Planner
M
1.0
1.0
1.0
1.0
Section 8
Section 8 Program Admin.
P
1.0
1.0
1.0
1.0
Housing Specialist
H
2.0
2.0
2.0
2.0
Downtown Development
Downtown Dev. Specialist
M
-
1.0
1.0
1.0
TOTAL
9.0
10.0
10.0
11.0
30
Department Narrative: Planning
FY2016 Highlights:
• Applied for 31 grants of which 20 were funded.
• Received Section 8 High Performer rating from HUD Louisville Section 8 Management
Assessment Program.
• 16 new construction/rehabilitation pennits were issued in Fountain Avenue totaling $1.2
million.
• FY2016 Main Street:
o 9 new businesses opened in Downtown and Lower town.
o 12 Fagade Grant applications approved.
o 4 Roof Stabilization applications approved.
o 8 buildings have been rehabilitated
o 5 Historic Tax Credit applications were filed. (3 completed this year, 210 and 212
Kentucky Avenue and 620 Madison Street)
Objectives for FY2017:
• Review and revise the Zoning Ordinance as necessary to adapt to new trends in the
building environment.
• Apply for an anticipated 35 state and federal grants.
• Continue to promote the Fountain Avenue Revitalization Program.
• Promote Section 8 homeownership opportunities for first time homeowners.
• Adopt Food Truck ordinance.
• Implement a downtown TIF district.
• Amend goals and objectives of the Comprehensive Plan.
• Maintain high performer status under Section Eight Management Assessment Program
(SEMAP)
• Support businesses and artists 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
31
Department Budget Summary: Planning
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Personal Services
$690,983
$754,523
$758,585
$874,350
Contractual Services
$43,843
$58,210
$59,660
$58,960
Commodities
$32,941
$86,055
$89,245
$92,005
Capital Outlay
$3,562
$4,431
$3,400
$3,400
Total Dept. Budget
$771,329
$903,219
$910,890
$1,028,715
Division Summary:
32
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Administration
Personal Services
$247,221
$248,590
$248,715
$266,645
Contractual Services
$7,395
$12,302
$9,820
$10,425
Commodities
$12,195
$11,310
$13,215
$14,260
Capital Outlay
$971
$1,936
$1,500
-
Planning
Personal Services
$71,849
$72,514
$72,965
$143,655
Contractual Services
$9,510
$9,668
$11,250
$11,170
Commodities
$7,056
$9,458
$9,100
$11,600
Capital Outlay
-
$1,646
-
$1,500
Grants .4dministration
Personal Services
$133,414
$150,672
$146,725
$151,775
Contractual Services
$975
$986
$1,070
$1,125
Commodities
$2,976
$2,705
$3,980
$5,880
Capital Outlay
-
-
-
-
Section 8
Personal Services
$217,062
$213,448
$220,615
$237,995
Contractual Services
$25,963
$18,156
$21,255
$19,915
Commodities
$10,554
$13,969
$15,210
$14,585
Capital Outlay
$2,591
$849
$1,900
$1,900
Downtown Development
Personal Services
$21,437
$69,299
$69,565
$74,280
Contractual Services
-
$17,098
$16,265
$16,325
Commodities
$160
$48,613
$47,740
$45,680
Capital Outlay
-
-
-
-
Total Dept. Budget
$771,329
$903,219
$910,890
$1,028,715
32
Police
Department Mission
Tlie Paducah Police Department is
committed to the prevention of crime, the
protection of the lives, property and rights
of all citizens and the improvement of the
quality of life for all members of our
community. We will provide quality police
services, ethically, fairly and equally in
partnership with the members of our
community. The Police Department consists
of 3 divisions: Administration, Operations,
and Support Services.
Administration;
The Administration division oversees the
day-to-day operations of the police
department. It is comprised of the Chief of
Police and his assistant; the Office of
Professional Standards; Training; and
Community Resources. This division is
responsible for budget, personnel,
accreditation, internal affairs, policy review
and all departmental training. It also
includes the Community Resource Officer
(CRO) position, designed to be a liaison
between the department and the
community's schools, groups and
organizations. The CRO also is responsible
for the department's Citizens' Police
Academy, Jr. CPA, Coffee with a Cop, and
Neighborhood Watch programs.
Operations:
The Operations division often is referred to
as the "backbone" of the police department.
It is the most visible of the three divisions,
33
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.
Staffing Summary: Police
Actual Actual Revised Adopted
Grade FY2014 FY2015 FY2016 FY2017
fldministration
Police Chief
Z
1.0
1.0
1.0
110
Captain
Q
1.0
1.0
1.0
1.0
Police Officer
J
1.0
1.0
2.0
2.0
Executive Assistant 11
1
1.0
1.0
1.0
1.0
Operations (Patrol)
Assistant Cbief
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
J
50.0
50.0
51.0
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
J
12.0
12.0
9.0
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
1.0
Evidence Technician 11
F
1.0
1.0
I.0
1.0
Evidence Technician I
C
1.0
1.0
1.0
1.0
TOTAL
87.0
87.0
87.0
87.0
G3
34
lt4
0
Department Narrative: Police
FY2016 Highlights:
• Three of the four categories of violent crimes against persons dropped in 2015.
• The department tested, purchased, and implemented body-wom cameras for officers to
increase transparency and ensure accountability.
• Purchase of the building next door to the police department — now known as the "annex" —
was completed and initial renovation steps were undertaken.
• Officer Josh Bryant was named Employee of the Year for 2015, primarily for his work with
the department's body -worn camera project. About a dozen awards were given out at the
department's annual awards ceremony.
• The department introduced the use of buyerimes.com and buyeollisions.com to provide
citizens the convenience of downloading and printing crime reports or accident reports
without having to come to the department.
• Hired a full-time Crone Analyst to interpret the huge amount of data produced daily by
officers. He has created a "dashboard" that updates hourly to allow officers and supervisors
to see calls for service history and a mapping program that allows officers to see intelligence
information, warrants, and locations where crimes bave been committed.
• Continued the work of the Chief's Community Forum round -table discussion panel.
• The department received a Kentucky League of Cities Safety Rating of 100%.
• Continued our in-house training with internationally recognized speaker Dr. Neal Trautman.
• The department utilized a $75,000 Homeland Security grant to assist with the purchase and
inst0ation of a generator for the department, a project with a total price tag of $180,000.
• Incorporated PowerDMS into our training regimen for the PPD and the City. This allowed
for a reduction in administrative time and more hands-on training application.
• Our officers and staff made a smooth transition through retirements of an assistant chief, a
captain and a sergeant and promotions/appointments to fill those positions.
• We expanded our community involvement through the Community Resource Officer by
increasing awareness and responsiveness to requests from the community. One of the most
visible successes was the "United We Stand" project, in which we partnered with Paducah
Parks Services and Better Than Ever Art Studio.
• Expanded our forensic investigations on computers, cell phones, and other digital media
with 130 cases involving 312 exams.
• Received a grant of nearly $37,000 to purchase a portable surveillance camera system to aid
in improving security near the riverfront.
Objectives for FY2017:
• Strive for a 5% to 10% reduction in Part 1 crimes and collision data through proactive
policing efforts.
• Enhance critical incident preparedness to ensure all personnel are ready to respond and
manage active incidents.
• Complete renovation of the annex building and relocation of General Investigation and Drug
units.
• Use crime analysis data and establish a greater understanding of problem -oriented policing
philosophies.
• 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
snore minority applicants. In fw'therance of this goal and the department's commitment to
diversity; all members of the department will have a renewed focus on the areas of
35
0
recruitment, retention, and community outreach, removing any potential parries and
exploring all options for improvement.
• Continue to provide professional development for all staff, and encourage employee
opportunities for self -advancement and learning.
• Continue strategic use of technology to increase operational efficiency.
• Improve responsiveness and proactive efforts to provide information to the community, and
recognize and facilitate opportunities to foster mutually beneficial relationships within our
community.
• Continue to increase and involve the whole department in community partnership and
relationship -building efforts.
Department Budget Summary: Police
Department Summary:
No
4
Actual
Actual
Revised
Adopted
o
FY2014
FY2015
FY2016
FY2017
Personal Services
$7,737,788
$7,657,220
$7,775,270
$8,080,940
Contractual Services
$298,831
$294,103
$336,200
$404,480
Commodities
$1,069,030
$955,738
$993,470
$1,079,645
Capital Outlay
$77,601
$128,505
$55,120
$73,060
I
Total Dept. Budget
$9,183,250
$9,035,566
$9,160,060
$9,638,125'
ry
Division Summary:
Actual
Actual
Revised
Adopted
ti
FY2014
FY2015
FY2016
FY2017
.4dministration
Personal Services
$434,766
$448,946
$618,230
$555,610
M
Contractual Services
$195,936
$200,484
$234,315
$297,880
4
Commodities
$194,225
$204,737
$219,785
$224,665
10
Capital Outlay
$1,642
$58,978
$9,120
$34,300
q
Operations (Patrol)
`o
Personal Services
$5,362,345
$5,420,246
$5,430,225
$5,704,070
N
Contractual Services
$69,120
$58,803
$63,775
$61,535
,..,
Commodities
$741,519
$639,879
$633,245
$701,950
0
Capital Outlay
$67,462
$41,408
$37,000
$29,150
Support Services
(Investigations)
Personal Services
$1,940,677
$1,788,028
$1,726,815
$1,821,260
I
Contractual Services
$33,775
$34,816
$38,110
$45,065
>-
Commodities
$133,286
$111,122
$140,440
$153,030
�4
Capital Outlay
$8,497
$28,119
$9,000
$9,610
Total Dept. Budget
$9,183,250
$9,035,566
$9,160,060
$9,638,125
a
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36
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 Bind 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,
37
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,
discussions, demonstrations on fire safety,
and education that is free of charge to all
legitimate civic organizations, businesses,
schools, churches, and healthcare facilities.
Training:
Firefighters have more than 300 hours of
r -
continued education each year. The Training
a
Officer coordinates education in the areas of
EMS, firefighter skills, hazmat, pump
o
operations, and others. These education
a)
requirements ensure that the level of
competency of the members of the Fire
l
Department is the highest achievable and
maximizes the resources of personnel and
C)
equipment available to best protect and
serve the citizens of the City,
>,
ti
Construction:
This division ensures that building and
0
electrical work done within the city
complies with codes, laws and regulations
mandated by the State of Kentucky. Not
i
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.
W
Code Enforcement:
l
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.
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Staffing Summary: Fire
*Construction and Code Enforcement divisions were moved into the Prevention division during
FY2016.
38
Actual
Actual
Revised
Adopted
Grade
FY2014
FY2015
FY2016
FY2017
,4dminislration
Fire Chief
X
1.0
1.0
1.0
1.0
Dep. Fire Chief
T
1.0
1.0
1.0
1.0
Fire Prevention
Deputy Fire Chief
T
_
1.0
-
-
Operations
Executive Assistant I
F
2.0
2.0
2.0
2.0
Suppression
Dep. Fire Chief
T
-
-
1.0
1.0
Operations
Fire Assistant Chief
P
3.0
3.0
3.0
3.0
Captain
1
15.0
15,0
15.0
15.0
Lieutenant
H
15.0
15.0
15.0
15.0
Firefighter
E
27.0
26.0
26.0
26.0
Prevention *
Dep. Fire Marshall I
J
2.0
2,0
2.0
2.0
Chief Building Inspector
N
-
-
-
1.0
Dep. Building Inspector I
L
-
-
-
1,0
Chief Electrical Inspector
M
-
-
-
1.0
Dep. EIectrical Inspector II
L
-
-
-
1.0
Permit Technician
E
-
-
-
1,0
Code Enforcement Officer
G
-
-
-
3.0
Code Enforcement Assist.
C
-
-
-
1.0
Training
Battalion Chief/Training
N
1.0
1.0
1.0
1.0
Officer
Construction*
Chief Building Inspector
N
1.0
1.0
1.0
-
Dep. Building Inspector I
L
1.0
1.0
1.0
-
Chief Electrical Inspector
M
1.0
1.0
1.0
-
Dep. Electrical Inspector II
L
1.0
1.0
1.0
-
Permit Technician
E
1.0
1.0
1.0
-
Code Enforcement*
Code Enforcement Officer
G
3.0
3.0
3.0
-
Code Enforcement Assist.
C
1.0
1.0
1.0
-
TOTAL
76.0
76.0
76.0
76.0
*Construction and Code Enforcement divisions were moved into the Prevention division during
FY2016.
38
Department Narrative: Fire
FY2016 Highlights:
• Hosted 2015 Kentucky Firefighters Association Convention
• Continued the regional education class for building and electrical
• 2015 -- Responded to 3305 incidents
• Initiated 29 foreclosures
• Demolished 65 structures
• 2015 —1271 permits issued for $74.6 million valuation
• 2015 — 1785 inspections for building and electrical
• 2015 — 1209 inspections for fire marshals
• 2015 — 2863 inspections for code enforcement
• Initiated capital replacement of response equipment
• Trained 5 new recruits
• 2014 — Trained 11,169 man hours
• Implemented special response teams
Objectives for FY2017:
• Continue foreclosure and demolition actions
• Continue regional class for contractors and fire departments
• Maintain inspection certifications and inspection schedules
• Complete annual recertification's and updates for training
• Strive to maintain 2 -week plan review time
• Continue to maintain high training standards to serve Paducah
• Continue to be active in local, regional, and state response teams
t,4"
39
Department BudLyet Summary: Fire
Department Summary:
Division Summary:
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Administration
Actual
Actual
Revised
Adopted
Personal Services
FY2014
FY2015
FY2016
FY2017
Personal Services
$6,549,147
$6,718,006
$6,789,340
$6,953,375
Contractual Services
$286,754
$354,545
$320,440
$420,380
Commodities
$673,316
$656,651
$676,670
$748,835
Capital Outlay
$110,051
5166,027
$244,935
$192,205
Total Dept, Budget
$7,619,268
$7,895,229
$8,031,385
$8,314,795
Division Summary:
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Administration
Personal Services
$398,006
$431,679
$433,640
$480,520
Contractual Services
$13,383
$31,425
$25,480
$124,675
Commodities
$37,021
$43,784
$45,050
$46,330
Capital Outlay
$24,499
$22,076
$6,200
$6,700
Suppression
Personal Services
$5,367,435
$5,542,555
$5,566,435
$5,595,180
Contractual Services
$93,801
$84,296
$88,385
$85,765
Commodities
$517,049
$521,280
$526,710
$578,080
Capital Outlay
$85,552
$143,951
$238,735
$185,505
Prevention *
Personal Services
$128,770
$151,226
$690,940
$778,480
Contractual Services
$2,845
$1,960
$204,315
$207,710
Commodities
$32,310
$14,278
$71,885
$78,910
Capital Outlay
-
-
-
-
Training
Personal Services
$96,839
$97,672
$98,325
$99,195
Contractual Services
$2,517
$2,206
$2,260
$2,230
Commodities
$38,186
$37,679
$33,025
$45,515
Capital Outlay
-
-
-
-
Construction *
Personal Services
$339,016
$290,133
-
-
Contractual Services
$15,229
$16,547
-
-
Commodities
$25,103
$23,057
-
-
Capital Outlay
-
-
-
-
Code Enforcement *
Personal Services
$219,081
$204,741
-
-
Contractual Services
$158,979
$218,111
-
-
Commodities
$23,647
$16,573
-
-
Capital Outlay
-
-
-
-
Total Dept. Budget
$7,619,268
$7,895,229
$8,031,385
$8,314,795
*Construction and Code Enforcement divisions were moved into the Prevention division during
FY2016.
U
M
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 team work and
coordination of well -organized divisions
within the EPW Department itself, we
provide effective and efficient support
services for other City departments and
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.
41
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 Hal l
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 owned4eased 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
FY2016 Highlights:
•
Olivet Church Road project ongoing
•
Riverfront Redevelopment Phase IA moved into Phase 1 B and is ongoing
•
Successfully relocated dome for the 2016 Quilt Show
•
Work at pump station #2 is ongoing
•
Repair riprap and bank at headwall located at Woodward Hollow
N
•
Clean drain entrance and soil conservation gates at Tulley
•
Fire Station #1 lower level renovated and windows upgraded
•
Roof replaced on Police Department, Paducah Recreation Center, and Fire Station #2
•
Parks Department tooting tower replaced
~'
1
•
Noble Park baseball fields equipment building renovated
•
Hired electrician to replace retired staff
o
•
EPW Supervisors, Superintendents, & Management completed 10 -hour Occupational
Safety and Health Training Course
Objectives for FY2017:
a
•
Continue removal of trees from right-of-way on flood levee as directed by United States
o
Army Corp of Engineers (USACE).
•
Implement a sign replacement plan pursuant to Federal Higbway Administration
(FHWA)-SA-07-020 to reflect current Manual on Uniform Traffic Control Devices
,d
(MUTCD) compliance dates
4
•
Continue to become more efficient in all aspects of maintaining right-of-way and
infrastructure
•
Continue training/certification resources to employees to ensure a continuous safe work
enviromnent
•
Restoration of pump station #9
•
Initiate total restoration of pump station #2
v
•
Clean debris, logs, tires, etc. from landside of Island Creek
w
•
Over seed riverside of levee
i
•
Fire Station 92 plumbing replacement and restroom remodel
•
Parks Department HVAC control system upgrade
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42
Staffing Summary: EnLrineering/Public Works
U
Actual
Actual
Revised
Adopted
Grade
FY2014
FY2015
FY2016
FY2017
Engineering Services
City Engineer & Pub. Wks Director
Z
0.8
0.8
0.8
0.8
Storm Water & Drain. Engineer
R
1.0
1.0
1.0
1.0
Engineering Project Manager
N
1.0
1.0
1.0
1.0
EPW Operations Manager*
O
0.8
0.8
0.8
-
Engineering Assistant III
M
-
-
-
-
Engineering Assistant T
J
1.0
1.0
1.0
1.0
Executive Assistant I
F
1.0
1.0
1.0
1.0
Administrative Assistant III
D
1,0
1.0
1.0
1.0
Floodwall
EPW FloodwaIl Superintendent
N
1.0
1.0
1.0
1.0
Floodwall Operator
F
4.0
4.0
4.0
4.0
Streets (Maintenance & Lighting)
Assistant EPW Directory*
T
-
-
-
0.25
EPW Street Superintendent
N
1,0
1.0
1,0
1.0
EPW Street Supervisor
L
2.0
2.0
2.0
2.0
Equipment Operator
E
4.0
4.0
4.0
4.0
Concrete Finisher
E
3.0
3.0
3,0
3.0
Right-of-way Maintenance
C
10.0
11.0
11.0
11.0
Facility Maintenance
Assistant EPW Director**
T
-
-
-
0,25
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
6.0
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
45.10
45.10
4.5.10
44.80
crauons Ranager pose ion deleted begia=g
**Assistant EPw Dirocwor position added FY20I? with 25%
distribution in both Sm:ets and Facility Mainteranec and 50% disinbulion in the
Solid Waste Fund
U
Budget Summary: Engineering/Public Works
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Personal Services
$2,633,835
$2,632,626
$2,862,665
$3,143,845
Contractual Services
$197,284
$220,044
$220,195
$213,780
Commodities
$1,963,145
$1,950,178
$1,966,200
$1,948,585
Capital Outlay
$8,009
$214,862
$24,525
$11,600
Total Dept. Budget
$4,802,273
$5,017,710
$5,073,585
$5,317,810
Division Summary:
2M
A
A
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Engineering Services
Personal Services
$448,967
$448,209
$490,635
$493,030
Contractual Services
$11,856
$12,607
$15,915
$10,715
Commodities
$14,661
$13,083
$20,205
$18,770
Capital Outlay
$945
-
$10,500
$1,500
Floodwall
Personal Services
$393,244
$421,148
$463,010
$484,600
Contractual Services
$30,708
$51,851
$33,855
$35,225
Commodities
$276,555
$162,105
$254,230
$171,420
Capital Outlay
$403
$599
$600
$400
Streets (Main. & Light)
Personal Services
$1,032,600
$1,051,988
$1,152,305
$1,349,345
Contractual Services
$117,566
$120,381
$136,455
$129,180
Commodities
$1,380,012
$1,455,438
$1,369,635
$1,423,410
Capital Outlay
$4,380
$211,763
$9,900
$7,000
Facility Maintenance
Personal Services
$759,024
$71 1,281
$756,715
$816,870
Contractual Services
$37,154
535,205
$33,970
$38,660
Commodities
$291,917
$319,552
$322,130
$334,985
Capital Outlay
$2,281
$2,500
$3,525
$2,700
^Total Dept. Budget
$4,802,273
$5,017,710
$5,073,585
$5,317,810
2M
A
A
Parks
J)epartment 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 Depaztment.
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
Department Narrative: Parks
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.
FY2016 Higbligbts:
• Kentucky Recreation and Park Society (KBPS) award for Outstanding Department — Class 1
for 3`d 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 a strong base for the Riverfront Concert Series by combining national up and coming
artists and local artists to perform.
• Added foot golf to Midtown Golf Course.
• Increased adult league participation in soccer, futsal, kickball, softball and indoor wiffleball.
45
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Department Narrative. Parks - Continued..
Objectives for FY2017:
• Add shelter/restroom at Noble Park tennis courts.
• Begin. Phase II of Noble Park Bank stabilization project.
• Significant progress on the construction of the Health Park including the site grading,
Community Build Playground installation, fitness area installation, community garden
development and building of the 1/3 mile walking/jogging pathway.
• Increase attendance in contractual classes by 10%.
• Increase Spot on Soccer Program to include K-2id grades at all City and County schools.
• Increase use of Paducah Recreation Center during daytime hours.
• Create adult basketball leagues.
• Expand youth baseball/softball program..
• Continue to increase vendor and community participation at Farmers Market.
• Expand Farmers Market to include a Christmas/Holiday Market and BBQ Fail Fest
• Continue to increase quality of Riverfront concerts.
• Expand 4t` 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.
• Continue fall seeding program.
Staffing Summary
Actual Actual Revised Adopted
Grade FY2014 FY2015 FY2016 FY2017
.4dministration
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
1.0
1.0
1.0
1.0
Supervisor
L
1.0
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
1.0
TOTAL
24.0
25.0
25.0
25.0
46
Y -
Budget Summary: Parks
Department Summary:
Division Summary:
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Administration
Actual
Actual
Revised
Adopted
Personal Services
FY2014
FY2015
FY2016
FY2017
Personal Services
$1,747,163
$1,794,627
$1,999,785
$2,038,820
Contractual Services
$216,010
$201,118
$179,975
$171,850
Commodities
$783,962
$833,133
$938,525
$945,910
Capital Outlay
$16,638
$13,590
$20,165
$39,200
Total Dept. Budget
$2,763,773
$2,842,468
$3,138,450
$3,195,780
Division Summary:
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Administration
Personal Services
$535,824
$553,464
$574,580
$587,060
Contractual Services
$52,582
$47,335
$45,470
$44,070
Commodities
$195,506
$190,886
$185,520
$200,070
Capital Outlay
$318
-
$1,580
$10,000
Parks Maintenance
Personal Services
$991,020
$969,780
$1,070,920
$1,112,825
Contractual Services
$132,603
$122,413
$91,305
$91,775
Commodities
$332,698
$301,323
$348,900
$335,270
Capital Outlay
$1,271
$7,431
$9,130
$10,100
Pool
Personal Services
$67,893
$73,391
$82,800
$83,650
Contractual Services
$10,259
$8,983
$12,085
$8,475
Commodities
$61,797
$78,326
$69,620
$66,990
Capital Outlay
$3,139
$6,159
-
$2,200
Recreation
Personal Services
$128,443
$120,824
$176,785
$155,025
Contractual Services
$20,119
$17,904
$22,670
$20,785
Commodities
$193,538
$168,048
$203,725
$213,810
Capital Outlay
$11,910
-
$5,000
$12,900
Special Events
Personal Services
$23,983
$77,168
$94,700
$100,260
Contractual Services
$447
$4,483
$8,445
$6,745
Commodities
$423
$94,550
$130,760
$129,770
Capital Outlay
-
-
$4,455
$4,000
Total Dept. Budget
$2,763,773
$2,842,468
$3,138,450
$3,195,780
47 -
Paducah Human Rights Commission (PH -RC)
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
FV2016 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.
• Continued relationship with Paducah
Area Chamber of Commerce.
• Expected new partnership with West
Kentucky Community & Technical
College multi cul turaUdiversity efforts.
• New partnership with Community
Clergy Fellowship.
• Continued partnership with Community
Coming Together.
• Continued partnership with Race Unity
Group.
• Continued efforts to partner with
Victory through Grace Ministries.
• Student intern initiative continues.
• Continued co -sponsoring various non-
profits whenever allowed to do so.
• Participated in events designed to
improve quality of life and liberty.
• Attended leadership seminars and other
trainings.
• Continued the annual Fair Housing
Luncheon.
• Continued the annual May event which
educates the community on human and
civil rights, as of 2015 violence and
crime became the emphasis.
• Continued provision of office personnel
through local temporary employment
agencies.
Objectives for FY2017:
Maintain/enhance/expand current
collaborations, initiatives, and
programs.
Budget Summarv: Paducah Human R.iahts Commission (PHRC
0
M,
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Personal Services
-
-
-
-
Contractual Services
$23,477
$26,929
$18,895
$24,060
Commodities
$13,892
$12,998
$23,060
$17,895
Capital Outlay
-
-
-
-
Total Dept. Budget
$37,369
$39,927
$41,955
$41,955
0
M,
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 of r 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.
Staffint Summarv: Human Resources
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 stTategies to ensure compliance
and services of the highest quality. 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.
TOTAL 3.0 3.0 3.0 4.0
1PRDA deparlmenl dissolved beginning in FY20)7, PRDA Director moved to Human Resources for half ofFY2017 and then transition to the
new Planner position in the Planning Deparlment
Actual
Actual
Revised
Adopted
Grade
FY2014
FY2015
FY2016
FY2017
HR/Risk Director V
1.0
1.0
1.0
1.0
PRDA Director T
0.0
0.0
0.0
1.0
HR Generalist G
2.0
2.0
2.0
2.0
TOTAL 3.0 3.0 3.0 4.0
1PRDA deparlmenl dissolved beginning in FY20)7, PRDA Director moved to Human Resources for half ofFY2017 and then transition to the
new Planner position in the Planning Deparlment
Department Narrative; Human Resources
FY2016 Highlights:
• Enhanced wellness incentives:
o Reintroduced Edumedics to employees with an additional incentive offer for first
time participants. Edumedies 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 SK run/walks, and a 10 mile hike at Land Between
the Lakes.
Completed negotiation process with AFSCME -- new contract began July 1, 2015.
Moved from Avesis Vision Plan to Anthem BIue View Vision, resulting in lower
employee premiums and a larger network of providers.
Amended two policies:
o Drug and Alcohol testing policy to reflect changes in case law
o Discipline Policy
Objectives for FY2017:
• Implement Supervisor Training in Risk and Safety to improve Ioss 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.
Budtet Summary: Human Resources
Department Summary:
50
7a
r�
R
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
Personal Services
$223,551
$138,881
$203,680
$275,445
Contractual Services
$30,181
$37,313
$43,475
$43,805
Commodities
$39,036
$52,917
$55,385
557,130
Capital Outlay
$1,903
-
$2,635
-
Total Dept. Budget
$294,671
$229,111
$305,175
$376,380
50
7a
r�
R
Other General Fund Divisions
This page contains the Budget Sununaries for the Cable Authority, Main Street, Special Projects,
and Interfund Transfers.
Budget Summarv: Cable Autbori
Budget Summary: Main Street
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Personal Services $23,039 - - -
Contractual Services $28,790 - - -
Commodities $115,977 - - -
Capital Outlay $732 - - -
Total Dept. Budget $168,538 - - -
*The Main Street cost center was closed in FY2014. The department was absorbed into the Parks and Planning Departments
Budget Summary: Special Proiects*
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Leave Expense $85,409 ($151,727) - -
PJC Property Tax $302,463 $317,359 - -
Total Dept. Budget $387,872 $165,632 - -
*The Special Projects cost center is used for year-end financial statement presentation entries only
Budget Summary: Interfund Transfers (out)
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Investment Fund
Actual
Actual
Revised
Adopted
E911 Fund
FY2014
FY2015
FY2016
FY2017
Contractual Services
583,608
$82,244
$107,585
$91,650
Commodities
$4
$3
$10
-
Capital Outlay
$430
-
$1,000
$1,000
Total Dept. Budget
$84,042
$82,247
$108,595
$92,650
Budget Summary: Main Street
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Personal Services $23,039 - - -
Contractual Services $28,790 - - -
Commodities $115,977 - - -
Capital Outlay $732 - - -
Total Dept. Budget $168,538 - - -
*The Main Street cost center was closed in FY2014. The department was absorbed into the Parks and Planning Departments
Budget Summary: Special Proiects*
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Leave Expense $85,409 ($151,727) - -
PJC Property Tax $302,463 $317,359 - -
Total Dept. Budget $387,872 $165,632 - -
*The Special Projects cost center is used for year-end financial statement presentation entries only
Budget Summary: Interfund Transfers (out)
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Investment Fund
$2,500
$265,750
$261,000
-
E911 Fund
$472,794
$518,526
$588,490
$618,610
Debt Service Fund
$648,719
$597,221
$493,740
$745,365
Capital Projects Fund
$674,724
$1,658,703
$307,620
-
Civic Center Fund
$27,872
$45,986
$42,010
$50,600
Rental Prop. Fund
$13,550
$6,479
-
-
Fleet Main. Fund
$163,829
$189,389
$188,480
$201,555
Insurance Fund
$98,657
-
$60,000
$60,000
AF -PF Fund
-
-
-
$27,615
PFPF Fund
$411,845
$385,166
$395,000
$432,500
Total Dept. Budget
$2,514,490
$3,667,220
$2,336,340
$2,136,245
51
OTHER GOVERNMENTAL FUNDS
In addition to the General Fund, the City utilizes eleven 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.
52
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)
Chapter 177. Paducah's allocation of State motor fuel tax funds has historically averaged
$500,000 annually. MAP funding is based on a formula set out by the state of Kentucky.
Kentucky law requires the City to account for state shared gas tax money in a separate fund. The
City traditionally adds a transfer from the Investment Fund to the MAP Fund for the City's
paving (streets and sidewalks) 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: r--
In FY2015 the contract for pavement marking was renewed and the City initiated the process for ory
renewing the resurfacing contract.
o
a�
t
Obiectives for FY2017:
J
• Coriti_uue restoration of streets, curbs,
gutters, and sidewalks based
on the priority list
�O
established and maintained by the City Engineer/Public Works Director and the Street
Superintendent in coordination with local public utility companies and associated capital
improvement projects.
>1
ti
Municipal Aid Program Fund Statement of Revenue and Expenditures
I
o
0
Actual
Actual
Revised
Adopted
FY2014
FY2015
FY2016
FY2017
-d
Revenue
Taxes $597,079
$592,241
$480,000
$450,000
Interest Income $13,959
$9,630
$6,000
$6,000
Interfund Transfers
N
Investment Fund $513,000
$800,000
$825,000
$613,845
Total Revenue $1,124,038
$1,401,871
$1,31I,000
$1,069,845
u
Expenditures
w
Contractual Services $1,200
$1,200
$1,200
$1,200
I
Commodities $820
-
-
-
>.-
.+Ca
Capital Outlay
italOutlay $1,519,187
$I,146,752
$1,599,000
$1,502,800
Total Expenditures $1,521,207
$1,147,952
$1,600,200
$1,504,000
CIOU
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Ow.
w
O
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V
53
Investment Fund
Fund Deseripdon
The City of Paducah levies a tax of 2% 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. 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% to its current 2%. The first 1.5% of the
fee is placed into the General Fund with the remaining 0.5% 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.paducahky.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, for the
upcoming fiscal year, approximately half of the proposed spending allocation is dedicated to
capital and infrastructure. Also, a third of the allocation for infrastructure/capital investment and
over 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 11%. In summary, the
annual revenue of the Investment Fund is completely allocated.
Investment Fund
Spending Allocation
FY2007 - factual
Capital & Economic
IDfrasimcl. Develop.
35% 36%
't;DniGJUolh
Redevelop.
29% )i
Investment Fund
SpendingAllocaHon
Cypllal FY2017- Bud et (Proposed)
iD�aslrutl.
Etomonte
45
Develop.
40%
Community
Redevelop
1196
54
A
Ob i ectives for FY2017:
• Review funding priorities.
• Continue five-year fund projections.
Investment Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Revenue
Licenses & Permits
$4,469,857
$4,664,150 $4,800,000 $5,022,500
Other Fees
$3,701
$64,923 - -
Interfund Transfers
Contractual Services
$542,700
General Fund
$2,500
$265,750 $261,000 -
Capital Projects Fund
-
$50,000 - -
Total Revenue
$4,476,058
$5,044,823 $5,061,000 $5,022,500
Expenditures -
Economic Development
Contractual Services
$542,700
$457,460
$500,000
$517,000
Contributions
$152,500
$182,500
$167,500
$168,800
Expenditures -
Neighborhood Development
Contractual Services
$3,000
$3,000
$3,000
$3,000
Contributions
$20,000
$20,000
$20,000
$20,000
Interfund Transfers
General Fund
$250,000
$194,500
$179,500
$182,000
MAP Fund
$513,000
$800,000
$825,000
$613,845
Debt Service Fund
$1,363,251
$1,603,598
$1,598,490
$1,732,855
Capital Projects Fund
$2,166,680
$1,727,864
$1,688,680
$1,685,000
Downtown CIP Fund
$295,093
-
-
-
Civic Center Fund
-
-
$781000
-
Total Expenditures
$5,306,224
$4,988,922
$5,060,170
$4,922,500
55
70
Community Development Block Grant Fund
Fund Description
The Community Development Block Grant (CDBG) program is a federal program that provides
communities with resources to address a wide range of unique community development needs.
Beginning in 1974, the CDBG program is one of the longest continuously run programs at HUD.
Each activity must meet one of the following national objectives for the program: benefit Iow-
and rooderate-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 the FY2017 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
00
grant in the amount of $220,000 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 $1,000,000 through the Public Facilities
program for rehabilitation of the floodwall pump station 42.
I
Objectives for FY2017
0
• Application for $220,000 on behalf of the Four Rivers Recovery Center. No match is
required.
• Application for up to $1,000,000 for rehabilitation of the floodwall pump station #2 with
at 50% match requirement.
^j
0
0
r�
CABG Fund Statement of Revenue and Expenditures
0
m
Actual Actual Revised Adopted
r`
FY2014 FY2015 FY2016 FY2017
0
Revenue
Grants $802,907 $237,500 $750,000 $1,220,000
0
Other Fees $75,903 - - -
Inlerfund Transfers
Capital Projects Fund - - $125,000 -
Bond Fund - - - $1,000,000
I
Total Revenue $878,810 $237,500 $875,000 $2,220,000
Expenditures
Cd
Contractual Services $878,810 $237,500 $875,000 $2,220,000
Q
Total Expenditures $878,810 $237,500 $875,000 $2,220,000
0
U
56
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 FY2017 due to changes in the program requirements.
Ob i ectives for FY2017:
• Not Applicable.
HOME Fund Statement of Revenue and Expenditures
Revenue
Grants
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
$158,000
Property Rent & Sales $270,335 ($3,370) - -
Other Fees - - - -
Interfund Transfers - - - -
Total Revenue $428,335 ($3,370) - -
Expenditures
Contractual Services
Interfund Transfers
Capital Projects Fund
$468,018 $46,467
$33,956
Total Expenditures $468,018 $80,423 - -
57
0
911 Communications Services
Department Mission
The mission of 911 Communications
Services 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.
Administration:
Administration oversees and manages the
911 center and creates and enforces policy
Fund Narrative
and creates the budget for the center.
Effective July 1, 2016 the Director of 911
will report to the City Manager. In our
staffing model for FY2017 the Director has
an Assistant Director that oversees the daily
operations of the center. The Assistant
Director position will be reviewed for
potential re-classification.
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 addresses 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 Supervisors, Assistant Supervisors,
and Tele -communicators that work ten-hour
shifts.
FY2016 Highlights:
• Inside renovations including painting, carpet and tile.
• City of Paducah adopted resolution to maintain current 911 operations, declining a
proposal from KSP.
• Request for McCracken County to renegotiate new Inter -local Agreement
Objectives for FY2017:
• Procurement stages for a new public safety radio system
• Procurement stages for anew 911 phone system
• Procurement stages for anew C.A.D. computer system
• Work in progress to obtain communications accreditation through KACP.
• Advanced leadership training of supervisors
• Move to twelve-hour shifts for Supervisors, Assistant Supervisors and Tele -
communicators
• Hire Director for new 911 Communications Services department
• Strengthen foundation for new City department.
58
0
N
0
M
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ti
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tit
0
C
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on
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E911 Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Revenue
Actual
Actual
Revised
Adopted
Taxes
$680,812
$629,043
$615,000
$630,000
Grants
$395,311
$42.7,975
$487,930
$506,770
Interest Income
$2,341
$1,100
$900
$900
Other Fees
$134
$6
-
-
Interfund Transfers
$1,651,391
$1,576,545
$1,692,320
$1,756,280
General Fund
$472,794
$518,526
$588,490
$618,610
Total Revenue
$1,551,392
$1,576,650
$1,692,320
$1,756,280
Expenditures
Actual
Actual
Revised
Adopted
Personal Services
$1,318,464
$1,277,795
$1,346,510
$1,425,470
Contractual Services
$162,401
$128,340
$147,875
$149,925
Commodities
$170,526
$170,410
8186,795
$180,885
Capital Outlay
-
-
$11,140
-
Total Expenditures
$1,651,391
$1,576,545
$1,692,320
$1,756,280
Staffing Summar
59
Actual
Actual
Revised
Adopted
Grade
FY2014
FY2015
FY2016
FY2017
E911 Director
1.0
1.0
1.0
1.0
Assistant Director
1.0
1.0
1.0
1.0
Administrative Secretary
1.0
1.0
1.0
1.0
Database Administrator
1.0
1.0
1.0
1.0
Supervisor
3.0
3.0
3.0
3.0
Assistant Supervisor
3.0
3.0
3.0
3.0
Tele -communicator
12.0
12.0
12.0
12.0
TOTAL
22.0
22.0
22.0
22.0
59
Court Awards
Fund Description
The court system in Kentucky — at the conclusion of successful prosecutions — awards money
and property to law enforcement agencies that were seized during criminal investigations. These
assets are then used by the agency toward other investigations; in effect, using criminals' cash to
investigate other criminals. Historically, The Paducah Police Department has used its Court
Awards Fund to finance drag 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_
M
Fund Narrative
The available balance in the Court Awards Fund currently is just more than $111,000. 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
FY2016, the Paducah Police Department paid out more than $8,600 to purchase drugs, pay
informants, and conduct other criminal investigations.
Court Awards Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Revenue
Fines $82,704 $38,572 $30,000 $25,000
Interest Income $1,954 $1,512 $1,000 $1,200
Total Revenue $84,658 $40,084 $31,000 $26,200
Expenditures
Contractual Services $21,568 $15,744 $25,750 $20,750
Commodities - $1,670 $1,000 $10,000
Capital Outlay - - $25,000 -
Total Expenditures $21,568 $17,414 $51,750 $30,750
60
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 ten notes/bond issues
outstanding as of June 30, 2016. Final maturity dates on these debt issues range from FY2024 to
FY2032. The primary funding source for debt service payments is the Investment Fund, although
there are General Fund transfers, transient room taxes, and rental income received as well.
Pursuant to §158 of the Kentucky Constitution, the City shall not incur net general obligation
indebtedness to an amount exceeding 10% of the value of taxable property within the City as
estimated by the last certified assessment previous to the incurring of the indebtedness. The
City's current debt limit is $233,374,672. The City's projected net general obligation
indebtedness of $30.5 million at 6/30/16 is well within this limit.
In addition, per Administrative Police FIN -27, the annual debt service requirement, which
includes principal and interest, shall not exceed 10% of General Fund revenues. For FY2017,
the City's net debt service payments ($3.5 million gross, less $l million provided by other
funding sources) will be approximately 7.5% of General Fund revenues. The table below
illustrates the City's portion of debt service payments over the last few years.
$4.0
$3.0
$2.0
$ 1.0
$0.0
City's Share Versus
Total Debt Service Payments - $
2014 2015 2016 2017
For FY2017, the City is likely to issue the following debt:
DTotal Debt Service
■ City's Share
Purpose
Amount
Debt Service
Funding Source
Dome relocation
$2.3 million
County Transient Room Tax
Riverfront development
$1.0 million
Investment Fund
Floodwall pump rehab
$3.5 million
General Fund
Radio system
$1.6 million
User fees
City Hall renovation — Ph. 1
$3.5 million
TBD
LOR
61
Debt Fund Statement of Revenue and Expenditures
Expenditures
Actual
FY2014
Actual
FY2015
Revised
FY2016
Adopted
FY2017
Revenue
Contractual Services
$1,500
$1,500
$1,500
Licenses & Permits
$581,698
$581,718
$583,320
$649,720
Property Rent & Sales
$202,898
$289,000
$289,000
$289,000
Charges for Service
$95,558
$52,540
$52,385
552,055
Other Fees
-
$2
-
-
Interfund Transfers
$394,014
$394,079
$393,775
$393,110
General Fund
$648,719
$597,221
$493,740
$745,365
Investment Fund
$1,363,251
$1,603,598
$1,598,490
$1,732,855
Total Revenue
$2,892,124
$3,124,079
$3,016,935
$3,468,995
Expenditures
r-
Contractual Services
$1,500
$1,500
$1,500
$2,000
a
Agent Fees KLC
$78,880
$73,753
$75,150
$49,000
0
2001 Series
$581,698
$581,718
$583,315
$584,720
M
2003 Series
$175,920
$180,816
$186,555
$214,510
2004 Series
$394,014
$394,079
$393,775
$393,110
ti
2005 PFPF
$497,219
$447,221
$492,235
$493,365
2009 KLC
$118,499
$121,790
$125,575
$129,320
2009 KACO
$201,453
$201,953
$202,230
$202,280
1
2010 Series
$457,702
$464,694
$450,000
$446,150
-�
2011 Margaret Hank
$25,000
$25,000
$25,000
$50,000
Murray State University
$174,999
$174,999
$175,005
$175,000
ti
2013 Series
$35,240
$308,055
$306,595
$304,540
2016A Series
-
-
-
$65,000
0
2016B Series
-
-
-
$110,000
pq
2016C Series
-
-
-
$250,000
Total Expenditures
$2,742,124
$2,975,578
$3,016,935
$3,468,995
-d
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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
FY2014 FY2015 FY2016 FY2017
Revenue
Grants
$ 5,400,145
Property Rent & Sales
$167,460
Charges for Service
$21,908
Other Fees
$1,124,679
In leifund Transfers
General Fund
$674,724
Investment Fund
$2,166,680
HOME Fund
-
$1,618,627
$127,646
$17,944
$279,037
$11,749,000
5750,000
$1,658,703 $307,620 -
$1,727,864 $1,688,680 $1,685,000
$33,956 - -
Capital Projects Fund $186,054 $868,092 $10,960 -
Bond Fund $2,522,000 - $1,271,000 $5,800,000
Radio Fund - $90,000 - -
Total Revenue $12,263,650 $6,421,869 $15,777,260 $7,485,000
Expenditures
'-"
r`
General Government
$3,335,129
$751,012
$2,657,430
$535,000
Inspection
$176,781
$80,550
$110,000
$70,000
N
Planning
$118,307
$43,944
$6,250
-
Police
$261,786
$159,156
$269,040
-
}a
Fire
$4,582
$98,076
$680
-
is
Engineering/Public Worcs
$6,431,478
$1,366,691
$11,691,000
$3,650,000
Main Street
$349,969
$370,610
$231,900
$235,000
Special Projects
$1,248,403
$1,169,380
$1,765,000
$695,000
l
Interfund Trawfers
General Fund
-
$5,292
$6,525
-
Investment Fund
-
$50,000
-
-
CDBG Fund
-
-
$125,000
Capital Projects Fund
$186,054
$8687092
$10,960
-
a,
Total Expenditures
$12,112,489
$4,962,803
$16,873,785
$5,185,000
0
U
63
Capital Improvement Fund — Fiscal Year 2017 Project Listing
Project Name
FY2017 Budget
Expenditures
Airport Operation Subsidy
$110,000
"
City -Wide Software Upgrade (partial)
$350,000
Art School, Year 1
575,000
Lien Recovery/Foreclosures
$70,000
Floodwall Rehabilitation (PED)
$150,000
Riverfront Development
$1,000,000
Floodwall Pump Repairs
$2,500,000
Roof Stabilization
$50,000
Upper Story Living
$80,000
Fagade Grant Program
$20,000
Downtown Business Grant
$50,000
Corner Park at 5`r'
$35,000
Noble Park Lake Project
$240,000
J o
Fountain, Ave. Property Acquisition
$165,000
N
Fountain Ave. Home Owner Incentives
$140,000
c*�
General Facility Maintenance
$150,000
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Total 2017 Expenditures
$5,185,000
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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
For FY2017 it is likely the City will issue the following debt:
Purpose
Amount
Debt Service
Funding Source
Dome relocation
$2.3 million
County Transient Room Tax
Riverfront development
$1.0 million
Investment Fund
Floodwall pump rehab
$3.5 million
General Fund
Radio system
$1.6 million
User fees
Bond Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Revenue
Bond Proceeds $9,275,683 $4,225,000 - $8,350,000
Interest Income $13,949 $5,096 $2,000 -
Interfund Transfers
Investment Fund $295,093 - - -
Total Revenue $9,584,725 $4,230,096 $2,000 $8,350,000
Expenditures
Debt Service
$5,798,777 $4,225,000 - -
Interfund Transfers
CDBG Fund
- - - $1,000,000
Capital Projects Fund
$2,522,000 - $1,271,000 $5,800,000
Radio Fund
- - - $1,550,000
Total Expenditures
$8,320,777 $4,225,000 $1,271,000 $8,350,000
65
0
Le
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 FY2016, the City of Paducah was able to retain tenants of occupied buildings with minimum CA
expense. Engineering -Public Works initiated building assessments to better prepare and plan for o
ell
future responsibilities. 6
aS
Obiectives for FY2017:
• Continue to maintain rental property with minimum expense.
Rental Property Fund Statement of Revenue and Expenditures
Actual
Actual
Revised
Adopted
w
�;
FY2014
FY2015
FY2016
FY2017
Revenue
-d�
Property Rent & Sales
$129,906
$139,926
$134,920
$134,920
q
.lnterfund Transfers
--r'
General Fund
$13,550
$6,479
-
-
0
Investment Fund
-
-
-
-:
,
Total Revenue
$143,456
$146,405
$134,920
$134,920
U
Expenditures
w
Contractual Services
$14,678
$10,154
$19,925
$13,650
Commodities
$29,838
$27,578
$64,545
$121,270
�
interfund Transfers
General Fund
$99,572
$109,676
$50,450
-
Total Expenditures
$144,088
$147,408
$134,920
$134,920
b
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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.
Objectives for FV2017:
Replace 800MHz radio system
Airyort,
Ltdlit?
Companies, 37
800 MHz Radio Units
other. 52
MccMeken Cat) of Paducah.
co=h.Is] 376
Radio Depreciation Fund Statement of Revenue and Expenditures
Revenue
Property Rent & Sales
Interest Income
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
$141,296
$7,193
$120,093
$6,180
$123,940
$4,800
$133,110
$3,500
Interfund Transfers
Bond Fund - - - $1,550,000
Total Revenue $148,489 $126,273 $128,740 $1,686,610
Expenditures
Contractual Services
$32,181 $34,984
$35,505 535,840
Commodities
- -
$370
Capital Outlay
$11,276 $12,293
$37,000 $2,400,000
Ince; fund Transfers
Capital Projects Fund
- $90,000
- -
Total Expenditures
$43,457 $137,277
$72,875 $2,435,840
67
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0
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 two enterprise funds; Solid Waste
Fund, and Civic Center Fund.
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
provide effective and efficient support
services for other city departments and 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 8'h
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.
0
Arl
Department Narrative: Solid Waste
FY2016 Highlights:
• Successfully solicited, negotiated and entered into a long term agreement with Freedom
Waste to provide a solid waste transfer facility for the citizens of Paducah through 2026.
• Successfully renewed the state permit for compost facility.
• Continued tracking all serial numbers on rollouts and dumpsters that have serial numbers.
• Maintained and continued verifying all account charges match the services provided.
• Maintained replacement priority system for commercial dumpsters.
• Continued to purchase improved customer friendly products for better service delivery to
our citizens.
• Researching methods to combine and adjust residential routes to make collection more
efficient and cost effective
Objectives for FY2017:
• Create a system to label and track dumpsters that do not have serial numbers from
manufacturer.
• Create better efficiency in the collection of yard debris & bulk items.
• Replace compost yard office building.
• Increase number of employees with CDL operator's license.
• Continue to adjust residential routes for greater efficiency.
• Obtain GPS system to enhance customer efficiencies.
• Investigate ways to maintain the appearance of our service trucks and equipment, given
the harsh environment for which they serve.
70
M
A
Staffing Summary: Solid Waste/Endaeerine/Publie Works
Actual Actual Revised Adopted
Grade FY2014 FY2015 FY2016 FY2017
Administration
Grants
City Engineer & Pub. Wks Director*
Z
0.2
0.2
0.2
0.2
Assistant EPW Director*
T
-
-
-
0.5
EPW Operations Manager
O
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 Ul
D
1.0
1.0
1.0
1.0
Residential Collection
$5,474,950
$5,644,750
Laborer
C
7.0
7.0
7.0
6.0
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
Laborer
C
-
-
-
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
25.70
-TE'WClperations Manager position deleted begirtnirigYY2017
*'Assistant EPW Director"ition added FY2017 with 25% distribution in both Streets and Facility Maintenance in the General Fund and 50%
distribution in the: Solid Waste Fund
Solid Waste Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Revenue
Grants
$55,112
$42,545
$30,000
$27,000
Property Rent & Sales
$13,422
$42,187
$75,000
$55,000
Charges for Services
$4,410,059
$4,453,864
$4,368,000
$4,421,000
Interest Income
$48,189
$39,520
$28,000
$28,000
Other Fees
$9,643
$3,889
$3,000
$3,000
Total Revenue
$4,536,425
$4,582,005
$4,504,000
$4,534,000
Expenditures
Administration
$689,227
$655,214
$771,135
$817,985
Residential Collection
$1,508,778
$1,406,704
$2,117,025
$1,933,180
Commercial Collection
$1,126,801
$1,161,224
$1,458,180
$1,444,325
Compost
$356,606
$351,047
$587,425
$799,370
Bulk, Brush & Leaf
$257,160
$215,968
$256,185
$269,890
Landfill
$46,663
$52,923
$45,000
$55,000
Interfund Transfers
$240,000
$240,000
$240,000
$325,000
Total Expenditures*
$4,225,235
$4,083,080
$5,474,950
$5,644,750
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year
71
Solid Waste Expenditure Summary:
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Administration
Personal Services
$260,891
$229,781
$249,650
$278,945
Contractual Services
$82,256
$97,971
$152,715
$95,340
Commodities
$40,585
$37,971
$41,020
$41,950
Capital Outlay
$2,303
$1,666
$271750
$1,750
Depreciation
$303,192
$287,825
$300,000
$400,000
Residential Collection
Personal Services
$704,169
$673,880
$709,100
$704,015
Contractual Services
$556,789
$530,089
$623,425
$580,165
Commodities
$240,738
$194,778
$211,500
$203,000
Capital Outlay
$7,082
$7,957
$573,000
$446,000
Commercial Collection
Personal Services
$221,921
$198,847
$199,750
$244,135
Contractual Services
$725,840
$769,528
$769,885
$685,975
Commodities
$176,313
$180,573
$189,215
$193,715
Capital Outlay
$2,727
$12,276
$299,330
$320,500
Compost & Yard Debris
Personal Services
$129,777
$130,142
$133,465
$189,765
Contractual Services
$113,632
$113,116
$160,475
$140,805
Commodities
$93,257
$107,470
$93,085
$63,300
Capital Outlay
$19,940
$319
$200,400
$405,500
Bulk Brush, & Leaf
Personal Services
$174,453
$1.44,540
$155,035
$179,415
Contractual Services
$51,358
$42,674
$59,425
$53,625
Commodities
$31,177
$28,413
$40,725
$36,250
Capital Outlay
$172
$341
$1,000
$600
Landfill
Contractual Services
$46,663
$52,923
$45,000
$55,000
Interfund Transfers
General Fund
$240,000
$240,000
$240,000
$325,000
Total Expenditures
$4,225,235
$4,083,080
$5,474,950
$5,644,750
72
i
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.
Obi ectives for FY2017:
• Increase rental revenue.
• Roof replacement.
Civic Center Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Revenue
Rental Income $41,266 $43,486 $40,000 $40,000
Interest on Checking ($5) - - -
Interfund Transfers
General Fund $27,872 $45,986 $42,010 $50,600
Investment Fund - - $78,000 -
Total Revenue $69,133 $89,472 $160,010 $90,600
Expenditures
Contractual Services
$21,861
$21,856
$27,630
$22,775
Commodities
$50,094
$66,440
$54,380
$52,800
Capital Outlay
-
-
-
$5,000
Depreciation
$10,021
$10,021
$10,025
$10,025
Total Expenditures
$81,976
$98,317
$92,035
$90,600
73
INTERICTAL SERVICE FUNDS
Internal Service Funds are used to accumulate and allocate costs
internally among the City's various functions. The City utilizes four
internal service funds; Fleet Maintenance Fund, Fleet Lease Fund,
Insurance Fund, and Health Insurance Fund.
74
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. These services 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 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
FY2016 Highlights:
• Ordered, prepared, and put into service four pickups, one street sweeper, three compact
SUV's, one sidearm refuse truck, two sedans and one 15' batwing mower
• Upgraded Fleet vehicle diagnostic system
• Implemented three year fuel contract
Mechanics completed more than 1,200 service tickets_
Implemented streamlining of inventory
Objectives for FY2017:
• Coordinate with IT to implement a bar code scanning system for inventory
• Continue efforts to streamline inventory
• Attempt to purchase fuel-efficient (greener) vehicles
• Increase mechanic training for fire apparatus and heavy equipment
City of Paducah, KY
Fleet Operating Expenses
FY2002 to Present
$625 11
$500
$375
llmwl� 0 mill
F $250
$125
I
75
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Staffing Summary; Fleet Maintenance Fund
Actual Actual. Revised Adopted
Grade FY2014 FY2015 FY2016 FY2017
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
1
4.0
4.0
4.0
4.0
TOTAL 6.5 6.5 6.5 6.5
Fleet Maintenance Fund Statement of Revenue and Expenditures
Actual Actual Revised Adopted
FY2014 FY2015 FY2016 FY2017
Revenue
Property Rent & Sales
-
$122
-
$500
Interest Income
$25
$5
-
-
Internal Service Rev.
$354,721
$350,724
$347,500
$349,000
Other Fees
$290
$110
$100
$100
Interfund Transfers
General Fund
$163,829
$189,389
$188,480
$201,555
Total Revenue
$518,865
$540,350
$536,080
$551,155
Expenditures
Personal Services
$438,893
$434,649
$437,580
$449,250
Contractual Services
$33,272
$32,700
$34,700
$35,295
Commodities
$72,755
$53,574
$58,000
$61,710
Capital Outlay
$757
$5,524
$5,800
$5,800
Depreciation
$10,480
$8,642
$8,000
$5,430
Total Expenditures
$556,157
$535,089
$544,080
$557,485
76
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 used by
departments operating out of the General Fund.
Fund Narrative
The Fleet Lease Trust Fund, which was created in FY1999, 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 lessee 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
Fire, 24
Parks. 33
EPW. 41
Police, 82
Fleet Lease Trust Fund Statement of Revenue and Expenditures
Expenditures
Actual
FY2014
Actual
FY20I5
Revised
FY2016
Adopted
FY2017
Revenue
$28,400
$32,000
$38,000
$48,000
Property Rent & Sales
$758,158
$753,032
$827,755
$917,965
Interest Income
$32,597
$27,812
$22,500
$22,000
Interfund Transfers
$609,352
$658,485
$756,000
$840,000
Insurance Fund
$8,500
-
-
-
Total Revenue
$799,255
$780,844
$850,255
$939,965
Expenditures
Contractual Services
$28,400
$32,000
$38,000
$48,000
Commodities
$101
$949
$250
$1,500
Capital Outlay
-
-
$1,692,000
$1,168,750
Depreciation
$609,352
$658,485
$756,000
$840,000
Total! Expenditures
$637,853
$691,434
$2,486,250
$2,058,250
77
Insurance Fund
Fund Deseription
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.
In FY2016, property damage coverage `first dollars' deductibles were set in place for ($25,000)
Insurance Fund Statement of Revenue and Expenditures
Expenditures
Contractual Services $950,950 $958,596 $1,161,550 $1,214,500
Interfund Transfers
Fleet Lease Trust Fund $8,500 - - -
Insurance Fund - $72,834 - -
Total Expenditures $959,450 $1,031,430 $1,161,550 $1,214,500
78
Actual
FY2014
Actual
FY2015
Revised
FY2016
Adopted
FY2017
Revenue
Internal Service Revenues
$929,614
$958,111
$1,107,150
$1,164,000
Interfund Transfers
General Fund
$98,657
-
$60,000
$60,000
Insurance Fund
-
$72,834
-
-
Total Revenue
$1,028,271
$1,030,945
$1,167,150
$1,224,000
Expenditures
Contractual Services $950,950 $958,596 $1,161,550 $1,214,500
Interfund Transfers
Fleet Lease Trust Fund $8,500 - - -
Insurance Fund - $72,834 - -
Total Expenditures $959,450 $1,031,430 $1,161,550 $1,214,500
78
Health Insurance Fund
Fund Description
The Health Insurance Fund is a self-insured internal service fund designed to capture all manner
of financial activities associated with the employee health insurance cafeteria plan.
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 aDd 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
FY2014
Paducah Health Insurance Fund's
Covered Members by Type
Revised
FY2016
Adopted
FY2017
Revenue
CY
EMP.
E/C EIS
Family
Total
2016
122
40 25
58
245
2015
124
47 31
55
257
2014
120
45 24
58
247
2013
130
43 26
56
255
2012
130
44 28
55
257
2011
130
41 27
S3
251
2010
136
47 33
45
261
Health Insurance Fund Statement of Revenue and Expenditures
Expenditures
Contractual Services $2,697,967 $3,996,202 $3,762,660 $3,773,000
Total Expenditures $2,697,967 $3,996,202 $3,762,660 $3,773,000
79
Actual
FY2014
Actual
FY2015
Revised
FY2016
Adopted
FY2017
Revenue
Internal Service Revenues
$3,568,847
$3,751,422
$3,762,660
$3,773,000
Other Fees
-
$573
-
-
Total Revenue
$3,568,847
$3,751,995
$3,762,660
$3,773,000
Expenditures
Contractual Services $2,697,967 $3,996,202 $3,762,660 $3,773,000
Total Expenditures $2,697,967 $3,996,202 $3,762,660 $3,773,000
79
FIDUCIARY FUNDS
Fiduciary funds are used to account for assets held in trust by the
government for the benefit of individuals or other entities. The City
utilizes two fiduciary funds; Appointive Employees' Pension Fund
(AEPF) and Police & Fire Pension Fund (PFPF).
:1
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 al.l
civil service employees of the City of Paducah, except police and fire fighters which have their
own retirement plan. Starting in 1975, eligible employees voted to migrate into the Kentucky
County Employees Retirement System (CERS) which is administered by the State of Kentucky.
The AEPF plan closed to any new members following the 1975 CERS vote.
Fund Narrative
In the past, the AEPF's source of funding has been from investments; however, all Fund assets
were exhausted by the end of FY2016. Future funding will come from the General Fund for the
remaining life of the Fund for the 3 remaining pensioners.
AEPF Fund Statement of Revenue and Expenditures
Expenditures
Actual
FY2014
Actual
FY2015
Revised
FY2016
Adopted
FY2017
Revenue
$21,152
$19,856
$19,860
$19,860
Interest on Checking
$597
$274
$100
-
7nterfund Transfers
$18
$19
$25
$25
General Fund
-
-
-
$27,615
Total Revenue
$597
$274
$100
$27,615
Expenditures
Personal Services
$21,152
$19,856
$19,860
$19,860
Contractual Services
$7,465
$7,514
$7,755
$7,730
Commodities
$18
$19
$25
$25
Total Expenditures
$28,635
$27,389
$27,640
$27,615
81
M
Loll
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 led to
decreased investment earnings and an unfunded liability. An annual transfer from the General
Fund is made to meet the minimum actuarial requirement. There is one active member and 54
inactive members in this plan as of the date of this report.
PFPF Fund Statement of Revenue and Expenditures
Expenditures
Personal Services
Contractual Services
Commodities
$1,445,080
Actual
FY2014
Actual
FY2015
Revised
FY2016
Adopted
FY2017
Revenue
Property Rent & Sales
$877,920
$139,426
5350,000
$350,000
Interest Income
$179,805
$171,255
$225,000
$225,000
Internal Service Revenues
$10,809
$12,290
$9,915
$ 12,000
Other Fees
$3,534
$100
-
-
Interfund Transfers
General Fund
$411,845
$385,166
$395,000
$432,500
Total Revenue
$1,483,913
$708,237
$979,915
$1,019,500
Expenditures
Personal Services
Contractual Services
Commodities
$1,445,080
$1,386,273
$48,029
$48,746
$377
$369
$1,356,000
$1,275,000
$53,160
$51,460
$450
$450
Total Expenditures $1,493,486 $1,435,388 $1,409,610 $1,326,910
92
City of Paducah ,Statistical & Supplemental Information
Guiding Principles and Goals
The following set of sentences contains the guiding principles for the City of Paducah.
Paducah is a vibrant and beautiful river city which is the heart of the four rivers region.
Our region has a strong economy.
Our City has a national reputation for the arts and tourism.
We are a hometown for families and an inclusive community.
Our residents enjoy a quality community and fun things to do.
Paducah - a great place to call home.
These guiding principles set the stage for Paducah's five goals. Every project and service in the
City can be linked to one or more of the five goals. The five goals are r`
Strong Local Economy - Regional Center for Four States o
• Efficient City Government - Quality Services for Citizens
• Vital Neighborhoods - Place for People and Businesses
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• Great Place to Live - A Fun City to Enjoy
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• Restored Historic Downtown, LowerTown, Rive&ont - A Community Focal Point
-'
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Government Structure
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Paducah operates under a City Manager Plan form of government. The Paducah Board of
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Commissioners is made up of the Mayor and Four Commissioners elected at large by the citizens
on a non-partisan basis. The Mayor is elected for a four-year term and Commissioners for a two-
year term. The Mayor and Commissioners have equal voting powers. The existing Mayor and
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three of the four Commissioners are running for re-election in November 2016. The other seated
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Commissioner has decided not to run for re-election.
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The Paducah Board of Commissioners sets the policies that govern the City. The City Manager
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is appointed by the Board and assists in formulating objectives, policies, and programs. The City
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Manager is responsible for the day-to-day operation of the City's approximately 300 full-
time employees. Department directors are responsible for their respective departments and
report directly to the City Manager. The City of Paducah is comprised of nine main
departments: Police, Fire, Finance, General Government, Parks Services, Information
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Technology, Planning, Engineering -Public Works, and Human Resources.
i
The Paducah Board of Commissioners also appoints various boards, commissions, and advisory
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groups that oversee quasi -governmental agencies and/or help in the decision-making process.
Paducah Water, Paducah Power System, and the Paducah -McCracken County Joint Sewer
Agency are separate agencies that operate under boards appointed by the elected officials. Other
utilities in Paducah including Atmos Energy and Jackson Purchase Electric operate privately,
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An independent board of directors, the Paducah -McCracken County Convention Center
Corporation, oversees two convention center facilities in downtown Paducah. Board members
are appointed by Paducah's Mayor and the McCracken County Judge -Executive. The Julian
Carroll Convention Center, which was renovated in 2009, encompasses more than 65,000 square
feet of convention space. Attached to the Convention Center is the William and Meredith
Schroeder Expo Center providing an additional 45,000 square feet.
Community Overview
Paducah is the only incorporated
conirnunity in McCracken County,
Kentucky. With a county population of
more than 65,000 people, approximately
25,000 of the population resides within
Paducah's city limits. However, since
Paducah is the economic, educational,
medical, and cultural hub of the region,
daytime population can often swell to
more than 100,000 people. This
daytime population places a stress on
the local services including police, Fire,
and E911 response.
Paducah is located in western Kentucky
and can be reached by five exits along I-24. It is approximately halfway between the
metropolitan areas of St. Louis, Missouri and Nashville, Tennessee. The developing Interstate -
69 corridor also will be a key player in leading people to Paducah.
Paducah is uniquely situated at the confluence of the Ohio and Tennessee Rivers. The Paducah
area is often referred to as the Four Rivers Region and the Hub of the Inland Waterways because
of its proximity to the Ohio, Tennessee, Cumberland, and Mississippi Rivers. Residents and
tourists enjoy the natural features of neighboring Land Between the Lakes National Recreation
Area.
Paducah is nearly 20 square miles with 1257 people per square mile. Situated in far western
Kentucky, the topography of Paducah and the surrounding region includes alluvial plains and
small hills. Much of the area is nearly flat and poorly drained. However, the soil is fertile, and
agriculture sustains the surrounding region with corn, soybeans, and wbeat as the dominant
crops. Paducah's inland location tends to produce a large seasonal temperature range with
highly variable weather. The mean temperature is 57.9 degrees with a record high of 108 and a
record low of -15. Its position north of the Gulf of Mexico contributes ample moisture for
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precipitation, On average, Paducah receives 49 inches of precipitation with an average of nine
inches of snow.
fEstory
Paducah's heritage is reflected in 19`h century
architecture and a number of museums and historic
markers. Paducah, originally known as Pekin, was
settled around 1815. Settlers were attracted to its
location at the confluence of the Ohio and Tennessee
Rivers. In 1827, William Clark, Superintendent of Indian
Affairs for the Mississippi -Missouri region, arrived is
Pekin with a title deed issued by the United States
Supreme Court to the land he now owned. The town was
then platted and named in honor of the Padouca Indians.
Paducah was incorporated in 1830 and chartered in 1856.
Year
2025 (projected)
2020 (projected)
2015 (projected)
2014 (estimated)
— 2010
- — — 2000 -,
Population
22,280
22,905
- -- - 23 637
- 24,978
- --- 25,024
26,307
1990
27,256
- --- ._.19$0-
--�1970
-1960
�-----31,627
- -- 34,479`.
Sources: U.S. Census Bureau and City of
Paducah thrived in the 19n' century due to its port and dry I Paducah Cornprehensive Plan
dock facilities and factories. However, the extreme fluctuation of the Ohio River led to several
floods with the most notable in 1937. As a result, the United States Army Corps of Engineers
constructed a 12 -mile concrete and
earthen floodwall to protect Paducah.
The floodwall continues to protect the
city and has become a tourist attraction
due to its beautiful Dafl"ord murals and
Greenway Trail. However, many of the
floodwall's mechanical components are in
need of rehabilitation or replacement, one
of the City's most critical projects with a
significant budgetary impact.
In additional to river and rail industries,
Paducah is called the Atomic City due to
an area just outside of Paducah being
selected in 1948 for the development of a uranium enrichment plant. The plant has been
decommissioned with the facility currently undergoing significant cleanup. The uranium
enrichment plant led to population growth in Paducah in the mid -19"' century. However, over
the past several decades, Paducah's population has been oo the decline even with its strategic
location.
M
Economic Overview
Kentucky {%
2.8%
— 1.2%
—_
--
3.b%
-- 5.9%
8.90/0
Assessed
Value of
Taxable Property
The Paducah -McCracken
Fiscal Year
Real Estate
Personal
Commercial
Residential Property
County Labor Shed consists of
2015_
_$851,731,625__
$751,761,832
$582,368,709
11 counties in western Kentucky
_
2014
$585,142,381
and southern Illinois with a
_ 2013
_$826,805,152
$787,762,105
_$_743,249,074
$731,842,861
$564,154,697
population of more than
2012
$781,685,815
$685,9_84,380
$524,400,400
2011 _
$780,357,859
$670,841,459
$536,894,082
233,000. Paducah has a mix of
commercial, industrial, cultural,
Source: McCracken
County Property
Valuation Administrator
-
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institutional, and hospitality-
based businesses. Healthcare and education services are among the top employers. The
accredited Paducah Area Chamber of Commerce is the sixth largest in the state with
approximately 1000 business members. The area also is served by Barkley Regional Airport
which is located in McCracken County. The airport receives some financial support from the
City of Paducah. It provides two, daily nonstop flights from Paducah to Chicago -O'Hare with
United Express service.
IIn.dustry
A: jLC lture, forestry, frshirxg, hunting, and mining
___-_--____ctunng��Contruction
- — —
Wholesale trade_—
Retail trade
warehousing, and utilities
Information
Finance, insurance, real estate, rental and leasing
Paducah
Kentucky {%
2.8%
— 1.2%
—_
--
3.b%
-- 5.9%
8.90/0
- _ 13,7%
Professional, scientific, managerrient, administrative, and waste
management services _
Educational services, healtli care, and social assistance
Arts, entertainment, recreation, accommodation, food services
Other services, expectpuublic�administration
Public administration
Source: U.S. Census Bureau American
...ok rr4dffiiN1& a&
14
3.1% 2.6%
- 15.2% 12.0%
_
4.5%
- - 0.7% --- 1.7%
5.1% - 5.4%
- 9.5% 7.9%
27.8% _ 24.4%
14.2°/u-- - —8.5%
3.5% 4.7%
With Paducah's easy river access and rail service, the city
has become the headquarters for several river industry giants
including Ingram Barge, Marquette Transportation, James
Marine, and Crounse Corporation. Paducah is at the center
of the inland waterways linking cities including Pittsburgh,
Pennsylvania and Minneapolis/St. Paul, Minnesota to the
Gulf of Mexico. The Paducah Riverport Authority has
made its move to position itself for growth in the sector of intermodal river transportation
through the purchase of the largest flat -top tower crane in North ,America. In 2015, the U.S.
Department of Commerce Foreign -Trade Zone Board approved the Riverport to establish a
foreign -trade zone which will be a good business recruitment tool.
Taxpayer
KentuSjMPqS Mall
Paducah Medical Investors
Assessed Valuation % of Total Assessed
Valuation
-- - $50,900,262 - 2.25%
13,440,090 -- - 0.59%
_Due_mall LLC _
Woodstone Enterprises LP
_Walmart Real Estate Business
Paducah_ Hospitality Partners
Sam's Real Estate Business Trust.—
Computer
rust_Computer Services, Inc. - — - --
Walmart Store
USF Propeo I LLC
TOTALS
13,119,800
12,429,000
10,646,400
9,600,000
0.58%
0.55%
0.47%
- T 0.42%
1,222,955
0.4-N.1
0.40°x°
_ _9,08.3,185
9,000,000
0.40%�
8,156,9000.36%
$145,59$,592 6.43 °fin
Source: Property Valuation Administration; Assessed value as of January 1, 2.014
' '(2015)
Employer.
Employees (1)
% of Total
7IBaptis�tth
Employment (2)
Paducah
— 1713
6.32%
Lourdes Hospital
1645
-
6.07%
Walmart
999 -
3.690i%
Paducah Public Schools
598 ---
2.21%
West Kentucky Community & Technical College
518
1.910%
City of Paducah
471
1.74%
LYNX Services Y
421
1.55%
State of Kentucky �
347 -
1.28%
Parkview Convalescent Center
284
1.45%
Computer Services, Inc.
.255
0.94%
Paxton Media Group �
223
0.82%
TOTALS -
_ 7474
27.58%
Sources:
- — —
— - --
(1) City of Paducah Finance Department
(2) State of Kentucky -- Office of Employment and Traming. Ratio based on employment within County of
McCracken
I
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Fiscal Population
Personal
Per Capita
Median
School
Unemployment
Year
(1)
Income (1)
Income (1)
Age (1)
Enrollment
Rate (3)
2014-2015
25,024
$503,179,300
$20,430
41.4
2,843
5.6%
2013-2014
25,024
$503,179,300
$20,430
41.4
3,138
8.2%
201.2-.2013
25,024
$20,430
41.4
2,744
8.4%
2011-2012
_$503:,179,300
25,024 _
$503,179,300
_
_$.20,430
41A
2,682 _
_8.0%
2010-2011
25,024_
$503,179,30_0_
_$_20,430
41.4
2,789
8.7%
2009-2010 _
26,30.7 —
$484,469,019
— $18,417
39.9 �-
2,659 T
8,5_%_
2008-2009
_ 26,307
$484,469,019
$18,417_
39.9
2,774 -
9_.3%
2007-2008
26,307
$484,469,0'19��
$18,417
39.9
2,832
— 6.1%
2006-2007 26,307 $484,4_69,019 _ $18,417 __39.9 _ 2,804 5.6%
2005-2006 _ 26,3_07_ $484,469_,019_ $18,417 _ _ 39.9 2,834 5.7%
Sources:
(l) US Census Bureau
(2) Board of Educabon, represents elementar} and secondary public schools
j (3) Kentucky Cabinet for Human Resources, Department for Employment Services
Educational Opportunities
In the past few years, more than $90 million
worth of secondary school and college
facilities have been completed in Paducah
and McCracken County. The 94,000 square -
foot Paducah Middle School opened in 2013.
Just outside of the Paducah city limits is the
new 300,000 square -foot McCracken County
High School, a state-of-the-art facility that
consolidated three county high schools. This
facility also opened in 2013. The new
Murray State University Paducah Campus
opened in 2014. The facility, which received
financial support from the City through bond payments, is situated across from West Kentucky
Community & Technical College (WKCTC) along Paducah's higher education corridor on U.S
62. WKCTC received notification in 2015 that the Aspen Institute named it as one of the top
three community colleges in the United States. In addition to the variety of higher education
opportunities offered through WKCTC, the college's Emerging Technology Center features an
18,000 square -foot high bay area that allows customizable training for a variety of companies.
The University of Kentucky Paducah Engineering Campus also resides in that corridor in
addition to the Challenger Learning Center.
Population, Housing, and Edtication
QuickFacts
Paducah
Kentucky
_
Population estimated, July 1, 2014)
24,978
4,413,457
Population (2010 Census T
25,024
4,339,367
Percent Change (2010 to 2014)
-0.18%
1.70%
Persons under 5 years, percent, 20_10_
.Persons under 18 years, percent, 2010 _
Persons 65 yean and over, percent, 2010 T
6.3%
21.8%
18.2%
_ _ 6.5%
23.6%
13.3%
Female persons, percent, 2010 _
54,0%
50.8%
White alone, ercent, 2010
71.0%
.87.8% '
Black or A5-ican American alone, percent, 2010
23.7%
7.8%
American Indian and Alaska Native alone,erR cent, 2010
0.2%
_
�^ 0.2%
Asian alone, ercent, 2010 _
1.0°Ire
1.1%
Native Hawaiian and Other Pacific Islander alone,_ percent, 2010_ Z 0.1%
Two or More Races, peercent,_2010 _ 3.0% 1.7%
Hisnanic or Latino, Percent. 2010 2.7% 3.1%
Veterans, 2010-2014
Foreign born persons, percer
i -lousing units, April 1, 2010
2010-2014
n 1 A +%A i d
2187
303,167
2.0%
3.4%1
121851
1,950,382
en Oh/
ear ^n,
VW11GI-UltiLi iGU 1LVLLJLII Li1i1L 1iLLG, 4V1V-6V1'f _ _
`t7.0 0
_ 01.170
Median value of owner -occupied housing units, 2010-2014
$97,500
$121,600
Households, 2010-2014
11,317
1,702,235
Persons pq household, 2010-2014 _ _
Living in same house 1 year ago, percent of persons age l year+,. 2010-2014
2,11
82.7%
_ 2.50
84.7%
Language other than En fish spoken at home, % of persons age 5 years+
3.7%
5.0%
FIigh school graduate or higher., percent of"persons age 25 years+, 2010-2014
_85,7%
83.5%
Bachelor's degree or higher, percent_of persons age 25 years+, 2010-2014
_22.7%
21.8%
Median household income (in 2014 dollars), 2010-2014
Per capita income in past 12 months (in 2014 dollars, 2010-2014
$31,338__
$24,938
$4.3,342
$23,741
Persons in poverty, percent _
24.6% T
19,10/. 1
Source.: U.S. Census Bureau
The downtown and adjacent Lower Town areas of Paducah also are enjoying the development of
the Paducah School of Art &. Design, which is associated with WKCTC. In 2016, the school
completed the renovation of the historic property known as the Kitchens Building, a property
bought by the City of Paducah for the school. The building houses painting, drawing,
photography, design, and multi -media programs.
The Paducah -McCracken County area is committed to providing scholarship funding for up to
60 credit hours toward higher education at WKCTC. In 2010, the City, County, Rotary Club of
Paducah, and private partners worked together to create the Community Scholarship Program.
The City of Paducah contributes $ 125,000 annually to the program. Students enroll in the
program in their freshman year of high school. If they meet the performance and behavior
guidelines, the scholarship fund will pay the balance of their tuition not covered by federal, state,
or other grants.
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Cultural Community and Recreation
Paducah is internationally known for its arts
and culture, and the City of Paducah
provides financial support to many of the
local arts agencies. Paducah is called Quilt
City USA & based on the founding of the
American Quitter's Society by quilt
visionaries William and Meredith Schroeder.
Celebrating its 32nd year in 2016, AQS
QuiltWeek"m attracts approximately 30,000
local and international visitors each April.
These quilt and art enthusiasts also visit the
National Quilt Museum of the United States
located in downtown Paducah. In January
2016, Meredith Schroeder announced that Paducah will begin having biannual quilt shows in
2017, one in April and the other in September.
Paducah also is known as a Creative City. Paducah's long tradition of quilting and fiber arts led
to its designation in 2013 by the United Nations Educational, Scientific and Cultural
Organization (UNESCO) as a City of Crafts & Folk Art. The local economic impact of tourism.
is $190 million in direct expenditures and approximately $300 million in total expenditures.
Other cultural attractions in downtown Paducah include the River Discovery Center, a museum
with a pilothouse simulator that celebrates Paducah's maritime legacy. Market House Theatre,
which originated in the 1960s, provides a regular schedule of artistic opportunities for people of
all ages. Within walking distance in the historic downtown district are the Paducah Railroad
Museum, William Clark Market House Museum, the Lloyd Tilghman House & Civil War
Museum, Yeiser Art Center, and Maiden Alley Cinema. One of the biggest downtown
attractions is the Luther F. Carson Four Rivers Performing Arts Center, or simply the Carson
Center. This nearly 98,000 square foot regional facility seats 1806 people in its main hall. The
Carson Center, which opened in 2004, is home to the Paducah Symphony Orchestra and provides
a variety of programming including educational and family series events, concerts, and
Broadway musicals.
The Hotel Metropolitan, a museum that pays tribute to African-American heritage, is just
minutes from the downtown district, Paducah also has the only historic home in Kentucky
serving as an interstate welcome center. Whitehaven Welcome Center, a restored 1860s
mansion, is located at Interstate -24 exit 7.
Neighborhood revitalization is a City of Paducah priority. When City leaders adopted a plan in
2002 to revitalize Lower Town, the oldest neighborhood in Paducah, many residents were
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hesitant since the plan involved a nationwide invitation to artists. Paducah invited artists to come
to the neighborhood and restore neglected homes into galleries and living quarters. Lower Town
now is a neighborhood full of galleries and working artists. Paducah's neighborhood
revitalization model has received national awards and attention. In 2007, the City of Paducah
adopted a plan to revitalize another neighborhood, Fountain Avenue. Since then, 32 new
residential structures have been built with 70 structures seeing significant rehabilitation.
The City of Paducah also offers more than two dozen parks and recreational facilities. Current
projects include the addition of a shelter and restrooms at the Noble Park tennis courts, the
Riverfront Redevelopment Project, the six -acre Fountain Avenue Health Park, and the extension
of the Greenway Trail from Campbell Street to the riverfront. The Parks Master Plan that was
completed in 2002 has served Paducah as a road map for the long term development of parks.
Over 75% of the primary goals have been met though steady efforts of the City staff and the City
Commission. Over the past few years, Paducah has added the Greenway Trail, Skatepark,
Coleman Park Sprayground, Dog Park, disc golf course, the Boundless Playground, footgolf, and
the Paducah Recreation Center. Renovations have been made at Noble Park including the
parking areas, the amphitheater,
swimming pool, and Phase I of the
stabilization of the bank of the Noble
Park Lake.
In addition to the parades and other
special events organized though the
Parks Services Department, the City of
Paducah also supports numerous annual
festivals through either cash or in-kind
support including the Dogwood Trail,
AQS QuiltWeekTM, the Lower Town
Arts & Music Festival, the Dragon Boat
Festival, and Barbecue on the River.
91
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The Budget Process
February 2, 2016 — Workshop — Capital project funding
February 16, 2016 — Workshop -- Storm water system planning
February 2016 — Finance sends out budget calendar to departments
February 29 — March 4, 2016 — Personal services population for FY2016 verified
March 15, 2016 — Workshop — Floodwail pump station #2 rehabilitation
March 2016 — Payroll cost projections finalized for personal services
April 1-7 2016 — Budget worksheets to departments with cover memo and instructions
April 8, 2016 — Budget worksheets due back to Finance Department
April 13 — 22, 2016 — Department budget interviews with Finance Director
April 25 — May 4, 2016 — Department budget interviews with City Manager
May 20, 2016 — Present draft budget proposal to Commission
May 24, 2016 -- Budget presentation of proposed budget
June 21, 2016 — Introduce 1" reading of budget ordinance
June 28, 2016 — Second reading and adoption of budget ordinance
IOR
July 5, 2016 — FY2017 budget book posted on City website
92
01
Employee Budget Census
FY2009
FY2010
FY2011
FY2012
FY2013
FY2014
FY2015
FY2016
PY2017
Qc
DepartmenUDwsions
Adopted
20DR-2009
Adopted
2009-2010
Adopted
2010.2011
Adopted
2011-2012
Adopted
2012-2013
Adopted
2013-2014
Adopted
2014-20_15
Adopted
2015-2( 16
Adopted
2016-2017
0102
0103
0ID4
MAYOR & COMMISSION "
CITY MANAGER
CITY CLERK
5
4
2
5
4
2
5
4
2
5
4
2
5
4
2
5
4
1
5
4
1
5
4
1
5
5
1
0105
LEGAL
TOTAL GEN GOVT
1
L
1
R
1
12
1
L
1
12
1
11
1
L
I
U
1
U
0201
0202
0203
0205
ADMINISTRATION
ACCOUNTING & BUDGET
HUMAN RESOURCES
REVFNUE
TOTAL FINANCE,
3
5
3
6
11
2
4
3
5
Z
2
4
3
5
JA
2
4
0
5
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2
4
0
5
11
2
4
0
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L
2
4
0
5
2
4
0
5
2
4
0
5
0301
PRDA
0
!7
2
i
I
0501
IN FORMATION TECHNOLOGY
g
¢
¢
¢
¢
5
5
0801
0802
0803
0804
ADMINISTRATION
CONSTRUCTION
CODE ENFORCEMENT
NEIGHBORHOOD REDEVELOPMENT
TOTAL INSPECTION
2
5
5
1
d3
2
4
4
0
ik
2
4
5
0
]3
2
5
4
0
11
0
0
0
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0
0
0
0
0
0
0
0
Q
0
0
0
0
Q
0
0
0
Q
0
1201
1202
1203
1206
1207
ADMINISTRATION
PLANNING
GRANTS
SECTION 8
DOWNTOWN DEVELOPMENT
TOTAL PLANNING
3
2
2
3
0
3p
3
1
2
3
0
2
3
1
2
3
0
2
3
1
2
3
Q
2
3
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2
3
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1
2
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3
1
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1
2
3
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3
2
2
3
1
Li -
1601
1601
1602
1604
ADMINISTRATIVE SERVICES
PATROL
INVESTIGATIONS
TOTAL POLICE
11
65
17
22
9
64
17
2Q
4
65
21
21
4
64
22
U
4
64
20
U
4
60
23
12
4
60
23
82
5
61
21
17
5
61
21
1Z
1801
1802
1803
1804
ADMINISTRATION
SUPPRESSION
PREVENTION
TRAINING
2
62
4
I
2
59
2
I
2
59
2
1
2
59.5
2
1
4
59
1
1
4
60
2
I
5
59
2
I
4
60
2
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4
60
11
I
1805
1806
CONSTRUCTION
CODE ENFORCEMENT
TOTAL FIRE
0
0
62
0
0
64
0
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6q
0
0
A44
5
4
74
5
4
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5
4
26
5
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76
0
0
7A
2201
2202
2214
2216
ADMINISTRATION
STREET MAINTENANCE
DOWNTOWN LANDSCAPE
MAINTENANCE
TOTAL EPW - PUBLIC WORKS
5.5
25
4
30
§4 55
3
23
14
15
9
0
23
0
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12 75
L4
2208
2209
2210
2211
2212
ADMINISTRATION
RESIDENTIAL
COMMERCIAL
COMPOST & RECYCL.ING
BULK BRUSH
TOTAL SOLID WASTE
3
15
3
2
4
27
3
14
4
2
4
22
3
J4
4
2
3
3.4
13
4
2
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3.7
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3
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2�.2
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Employee Budget Census
r'
FY2009
FY2010
FY2011
FY2012
FY2013
FY2014
FY2015
FY2016
FY2017
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
Adopted
CC
De en ivai
2005.2009
2009.2010
2010-2011
2011-2012
2012.2013
2013-20t4
2014-2015
20J5.2016
20_ 6J 2017
2215
FLEET MAINTENANCE
9
$
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ADMINISTRATION
7
7
7
7
7
7
7
7
7
2402
GROUNDS & CEM. (moved from 2216)
0
0
17
17
17
17
17
17
17
2409
PUBLIC SERVICES (moved from 441 1)
0
0
0
0
0
0
1
1
1
TOTAL PARKS SERVICES
Z
2
14
25
-25
3011
HUMAN RIGHTS
d
1
1
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3307
ENGINEERING
6
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7
7.6
7.6
6.6
6.6
6.6
5.8
3308
FLOOD CONTROL
5
5
5
5
5
5
5
5
GIS
2
0
Q
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0
0
0
0
5
0
TOTAL EPW -ENGINEERING
LA
14
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RISK/HUMAN RESOURCES
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TOTAL FULL-TIME POSITIONS
343
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314.5
109
34Z
306
au
3Q¢
31$
' -Tke above ornaunfs include elected oJJlelcls (5),
-M
Six-mmary:
FY2009
FYr 2010
FY2011
FY2012
FY2013
FYT 2014
FY2015
FY2016
FV2017
GENERAL FUND
310
282
285.5
282.6
277.1
275.1
174.1
274.1
275.8
ENTERPRISE FUNDS
33
35
2.5
319
31.9
31.9
37.9
L2 -2 -
FULL -TIME POSITIONS
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2008-2009 2009-2010 2010-2011 2011.2012 2012.2013
2013-2014
2014-2015
2015-2016
2016-2017
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Glossary of Terms
A
Accrual Basis of Accounting – Recognition
of the financial effects of transactions,
events and circumstances in the periods)
when they occur regardless of when the cash
is received or paid.
Adopted Budget – The budget as modified
and approved by the City Commission. The
adopted budget is authorized by ordinance,
which sets the legal spending limit for the
year.
Appropriation – A legal authorization
granted by a legislative body (City
Commission) to make expenditures and
incur obligation for designated purposes.
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.
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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
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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 Deport
(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 annuaI report.
Contractual Services – The costs related to
services performed by individuals or
businesses. Examples include insurance,
legal, audit, and landfill charges.
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Debt Service – Payment of interest and
principal on an obligation resulting from
bond sales or lease -purchase agreements.
Department – A major administrative unit of
the City that indicates responsibility for an
operation or group of related operations
within a functional area.
Depreciation – Change in the value of assets
(equipment, buildings, etc. with a useful life
of five years or more) due to use of the
assets.
Division – A specific operation within a
group of related operations or functional
area.
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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
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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.
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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,
macbinery and equipment.
Full Time Equivalent (FTE) — A position for
an employee working a 40 -hour week for 52
weeks a year, i.e., 2,080 annual hours (2,912
for firefighters).
Fund — A fund is a grouping of related
accounts that is used to maintain control
over segregated resources for specific
activities or objectives.
Fund Balance — The net worth of a fund,
measured by total assets minus total
liabilities. For purposes of reading this
budget document, fund balance is cash.
Fiscal Year (FY) — A 12 -month period to
which the annual operating budget applies
and at the end of which a government
determines its financial position and the
results of its operations. The City of
Paducah's fiscal year begins July I" and
ends the following June 30''. The tern
FY2016 denotes the fiscal year beginning
July 1, 2015 and ending June 30, 2016,
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General Fund — The general fund is used to
account for receipts and payments that do
not belong to another specific fund, it is
often referred to as the `operating fund'
General Obligation Bonds — Bonds for the
payment of which the full faith and credit of
the issuing government is pledged.
Geographic Information System (GIS) — A
program that facilitates the efficient
management of spatial or geographic
information.
Government Finance Officers Association
(GFOA) — The Government Finance
Officers Association is the premier
association of public -sector professionals
and is dedicated to providing high-quality
support to state and local governments.
Governmental Funds — Those funds through
which most governmental functions
typically are financed. The acquisition, use,
and financial resources and the related
current liabilities are accounted for through
governmental funds (General, Special
Revenue, Capital Projects, and Debt Service
Funds).
Infrastructure — The basic equipment and
structures (such as roads and bridges) that
are needed fora municipality to function.
Internal Service Fund — A fund used for
operations serving other funds or
departments within a government on a cost -
reimbursement basis.
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Kentucky Revised Statutes (KRS) — The
name given to the body of laws which
govern the Commonwealth of Kentucky.
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Modified -Accrual Basis of Accounting ---
Accounting system in which revenues are
recognized when available and measurable
and expenses are recorded when the services
or goods are received and the liabilities are
incurred.
Municipal Aid Program (MAP) — A program
in which a percentage of the motor fuels tax
received by the State is distributed to
incorporated cities based on their
population.
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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.
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Payment In Lieu of Tax (P I LT) — Payments
to the City of offset losses in property taxes
due to non-taxable property with their
boundary.
Pension Trust Funds --- A fund that is made
up of money that has been contributed by
both the employer and the employee for
pension benefits. A trustee administers the
funds and invests the money, collects the
earnings and interest, and distributes the
benefits.
Personal Services — The costs (wages and
benefits) associated with compensating
employees for their labor.
Proprietary Fuad — Operation that operates
like a private commercial operation, in
which services are financed through user
charges and expenditures include the full
cost of operations.
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Reserve — Fund balance that cannot be
appropriated or spent.
Revenues — Increases in net financial
resources. Revenues include the receipt of
assets for goods sold or services provided in
the current reporting period,
intergovernmental grants, and interest
income.
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Specia] Revenue Funds — A fund established
by a government to account for money that
must be used for a specific project.
Unfunded Liability — Any liability or other
expense that does not have savings or
investments set aside to pay it.
W.