HomeMy WebLinkAboutFY2019 Budget Book
CITY OF PADUCAH,
KENTUCKY
ANNUAL BUDGET
FISCAL YEAR 2019
Table of Contents
Introduction
How to Read This Document ....................... i
City Manager’s Budget Message ................ ii
Budget Ordinance ........................................v
City Mission & Core Beliefs.................... viii
Directory .................................................... ix
Staff Organizational Chart ...........................x
Budgeted Depart. Staffing Summary ......... xi
Financial Accounting Structure ................ xii
Financial/Operational
Governmental Funds
General Fund ..........................................1
Gen. Fund Stmt. of Rev. & Exp. .........2
Gen. Fund Stmt. of Rev. by Source ....3
General Government ...........................4
Finance ................................................9
PRDA ................................................12
Information Technology ...................13
Planning ............................................15
Police.................................................20
Fire ....................................................24
Engineering & Public Works ............28
Parks Services ...................................32
Human Rights ...................................36
Human Resources .............................37
Other General Fund ..........................39
Other Governmental Funds .................40
Municipal Aid Program Fund ...........41
Investment Fund................................42
CDBG ...............................................44
E911 Fund .........................................45
Court Awards Fund ...........................48
Debt Service Fund.............................49
Capital Improvements Fund ..............51
Bond Fund .........................................53
Rental Property Fund ........................54
Radio Fund ........................................55
Enterprise Funds ......................................56
Solid Waste Fund ..................................57
Transient Boat Dock ..............................60
Civic Center Fund .................................61
Section 8 ................................................62
Internal Service Funds ............................63
Fleet Maintenance Fund ........................64
Fleet Lease Trust Fund ..........................66
Insurance Fund ......................................68
Health Insurance Fund ...........................69
Fiduciary Funds .......................................70
AEPF .....................................................71
PFPF ......................................................72
Statistical & Supplemental Information
City of Paducah Statistical & Supplemental
Information ................................................73
Appendices
The Budget Process....................................85
Employee Budget Census ..........................86
Outstanding Debt .......................................88
Contract Funding Recommendations .........89
Fleet Acquisition Plan ................................90
Glossary .....................................................91
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How to Read This Document
Welcome
Welcome to the published City of Paducah
budget for the fiscal year beginning July 1,
2018 and ending June 30, 2019. 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 FY2019
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,
both by word and graphic.
Budget Format
The document is divided into four major
sections: Introduction,
Financial/Operational, 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 2019 fiscal
year City budget. This section also contains
the City’s mission statement and core
beliefs, the official ordinance adopting the
2019 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 2019
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 2016 and 2017 fiscal years.
The revised column reflects year to date
amounts compared to the amounts in the
original adopted budget for the 2018 fiscal
year. Finally, the adopted column reflects
the 2019 fiscal year total budgeted amounts.
Accompanying the statements are narratives
and graphs which describe the major
features of that particular fund. 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 from FY2018,
objectives for the 2019 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.
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July 1, 2018
City Manager’s Budget Message for 2018-2019
The City Manager’s Adopted Budget for the City of Paducah for FY 2018/2019 was presented to
the Board of Commissioners at workshops held on May 14, 2018 and May 23, 2018. During that
time, the Adopted Budget was reviewed by the Board of Commissioners, the City Manager, and
the 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 June 12, 2018 and June 26, 2018.
Honorable Mayor and City Commissioners
It has been an honor to serve as your City Manager during this period of change and renewal. I
take great pride in this opportunity to provide for your information this Adopted Budget for the
City of Paducah for the period of July 1, 2018 through June 30, 2019. As required by law, the
Budget presented is in balance and it directs the City’s financial resources towards the goals of
the Board of Commissioners.
Key in the development of this Budget is the work of City staff at all levels contributing energy
and ideas. Without that contribution, this Budget would fall far short of future goals and targets.
The process for the development of the FY2019 Budget has been overshadowed by the
Commonwealth’s “pension crisis”. Fraught with months of rumors of what is happening in
Frankfort, staff persevered to develop a well-constructed action plan for the next fiscal year.
After months of flux in the legislature and the Governor’s office, legislation was passed and
vetoes were overridden. A phased-in approach to the major increase in CERS pension funding
for both hazardous duty and non-hazardous duty employees has been passed along to the City.
Hazardous duty employee pension costs increased by 10.7%, or $313,665, and non-hazardous
duty employee pension costs increased by 8.3%, or $141,170.
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 services.
However, this year we were tasked with avoiding “sky is falling” mentality and initiating a
philosophy of promoting momentum to open doors to positive action throughout the City.
A new action taken by staff in the development of this year’s budget was to take “Forward
Salary Slippage” (FSS). Salary slippage is the portion of a department’s personnel services
budget that is not typically utilized in a fiscal year due to rotating position vacancies. For this
budget development we took a five-year average of unused personnel funding for Parks and
Recreation, Engineering and Public Works, Police, and Fire. Using FSS has freed $675,000 to be
distributed throughout the City and has eliminated the need for staffing layoffs in FY2019,
however some positions may remain unfilled during portions of the year due to vacancies and
attrition. Internal services may be redirected with increased efficiency contractually.
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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
commonly referred to as the “operational budget”.
A majority of the City programs are funded through the General Fund, which has a total planned
expenditure of $35.3m for the next fiscal year, compared to $34.5m for FY2018. 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 $15.7m to $16m in
the next year, while Real Estate Property Tax will increase from $4.4m to $4.6m, 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 may not necessitate a change in
the tax rate.
Some change in organizational structure is planned and provided for in the Proposed Operating
Budget. A new position, Arts and Culture Coordinator, will be created in the Planning
Department. Several other position adjustments and promotions are included across the City
organization, and are included in this budget. These changes will place these employees better in
line with current and future duties, responsibilities, and demands placed on them and the City.
Lindsey Parrish promoted to City Clerk from Assistant City Clerk – General Government
Michelle Smolen promoted to Assistant City Manager from Assistant to the City
Manager – General Government
Stephen Chino promoted from Interim IT Director to IT Director – Information
Technology
Claudia Meeks reassign from City Manager Executive Assistant to Assistant City
Clerk/Executive Assistant – General Government
Sheryl Chino promoted to Planning Project Manager from Planner - Planning
Michael Zidar promoted to Crime Analyst II from Crime Analyst – Police
Shift open Right-of-Way position to an open Recreation Specialist for Special Events–
Parks and Recreation
Finally, in anticipation of the FY2020 budget, the Finance Director and I are advocating the
outline of four ad hoc fact-finding committees, each made up of two Commissioners supported
by appropriate staff. Recognizing that there will be ongoing budgetary impacts from the State
pension issues, unfunded mandates, and service demands, the proposed committees will review
and recommend systemic changes that will make hitting future budget targets palatable with or
without additional authorized funding streams. The four recommended committees are: Facility
Use and Maintenance, Vehicles Use and Maintenance, Outside Agency Funding, and Revenue
Sources. Specific tasks of each committee will be fleshed out and recommended to the Board of
Commissioners.
The Budget document continues to improve in its communication value, aided by the sustained
steps 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
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numbers detail to more use of narrative and statistical information. Comments received from
Commissioners during the budget deliberation process support this effort.
I want to thank the Department Heads and associated staff 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 Budget Workshops, and for its willingness to provide resources needed to
maintain the level of City services that Paducah needs and deserves. Particular thanks go 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.
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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 infrastructure 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.
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City of Paducah Kentucky
Directory
MAYOR
Brandi Harless
BOARD OF COMMISSIONERS
Sandra Wilson – Mayor Pro-Tem
Richard Abraham
Allan Rhodes, Jr.
Sarah Stewart Holland
City Manager .................................................................................................. Mark Thompson
Finance Director................................................................................. Jonathan Perkins, CPA
City Clerk ................................................................................................ Tammara Sanderson
Information Technology Director ................................................................... Stephen Chino
Planning Director ........................................................................................... Tammara Tracy
Police Chief ................................................................................................... Brandon Barnhill
Fire Chief ................................................................................................................... Steve Kyle
Parks Services Director ................................................................................. Mark Thompson
City Engineer and Public Works Director ....................................................... Rick Murphy
Human Resources Director .............................................................................. Martin Russell
Public Information Officer.................................................................................. Pam Spencer
E911 Director ...................................................................................................... Ed McManus
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CITY OF PADUCAH, KENTUCKY
ORGANIZATIONAL CHART
CITIZENS OF
PADUCAH
Mayor and Commissioners
Advisory Board
and
Committees
City Manager
City Attorney
Finance Department
City Clerk Parks
Department
Fire Department Police
Department
HResource
s
Planning
Department
Engineering/ Public
Works Department Information
Systems
Human Resources
/Risk Management
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Budgeted Departmental
Staffing Summary
All positions shown are full-time equivalent (FTE) and are for Fiscal Years.
2015 2016 2017 2018 2019
General Fund
Gen. Government1 11.0 11.0 12.0 12.0 12.0
Finance 11.0 11.0 11.0 11.0 11.0
PRDA2 1.0 1.0 0 0 0
Information
Technology 5.0 5.0 5.0 5.0 6.0
Planning 10.0 10.0 11.0 8.0 9.0
Police 87.0 87.0 87.0 87.0 87.0
Fire 76.0 76.0 76.0 77.0 76.0
Engineering/
Public Works3 45.1 45.1 44.8 44.3 44.3
Parks 25.0 25.0 25.0 27.0 27.0
Human Resources 3.0 3.0 4.0 3.0 3.0
Total General Fund 274.1 274.1 275.8 274.3 275.3
Solid Waste Fund
Solid Waste3 25.4 25.4 25.7 26.2 26.2
Fleet Maint. Fund
Fleet Maintenance 6.5 6.5 6.5 6.5 6.5
E911 Fund
E911 22.0 22.0 22.0
Section 8 Fund
Section 84 3.0 3.0
TOTAL ALL FUNDS 306.0 306.0 330.0 332.0 333.0
1Includes (5) elected officials & new “Assistant to the City Manager” position for FY2017
2PRDA department dissolved beginning in FY2017. Director position moved to Human Resources for half
of FY2017 and then transition to the new Planner position in the Planning Department
3Beginning FY2017,“Assistant EPW Director” position added and split between EPW and Solid Waste;
EPW “Operations Manager” position deleted
4Section 8 became a stand-alone fund during FY2018
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Financial Accounting Structure
The accounts of the City of Paducah are
organized and operated by separating the
City’s distinct functions into funds. A fund
is an accounting entity with a self-balancing
set of accounts that records all financial
transactions for government functions. Fund
accounting separates funds according to
their purpose and is used to meet certain
accounting, legal, and contractual
provisions. Funds are classified into the
following categories: Governmental,
Proprietary, and Fiduciary. Each
classification may be further divided into
separate fund types: 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
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 of accounting
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Governmental
Funds
General Fund Debt Service Fund
Special Revenue
Funds
Municipal Aid
Program Fund Investment Fund
CDBG Fund E911 Fund
Court Awards
Fund
Rental Property
Fund
Radio Fund
Capital Project
Funds
Capital Projects
Fund Bond Fund
Fiduciary Funds
AEPF PFPF
Proprietary Funds
Enterprise Funds
Section 8 Fund
Solid Waste Fund Civic Center Fund
Transient Boat
Dock
Internal Service
Funds
Fleet Maintenance
Fund Fleet Trust Fund
Insurance Fund Health Insurance
Fund
Financial Accounting Structure
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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,
Information Technology, Planning, Police, Fire, Engineering/Public Works,
Parks, and Human Resources. The General Fund is the largest fund within the
City of Paducah; the majority of the budget can be found within the General
Fund.
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General Fund Statement of
Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenues
Fines $90,852 $82,353 $83,000 $76,000
Grants $616,178 $762,019 $741,220 $819,000
Interest Income $97,000 $120,475 $95,000 $260,000
Charges for Service $691,377 $687,808 $674,510 $705,120
Licenses $24,088,614 $24,807,583 $24,389,500 $24,828,600
Permits & Fees $569,953 $454,575 $505,000 $487,000
Property Rent $405,769 $407,676 $411,375 $416,425
Taxes $6,595,802 $6,862,000 $6,526,000 $6,888,000
Recreation Fees $134,938 $122,799 $104,000 $93,500
Sales $14,482 $24,436 $20,000 $18,200
Other Fees $55,608 $136,300 $35,000 $32,000
Interfund Transfers $619,905 $642,142 $550,343 $720,000
Total Revenues $33,980,478 $35,110,166 $34,134,948 $35,343,845
Expenditures
General Government $1,362,367 $1,553,378 $1,958,545 $2,502,435
Finance $996,307 $1,050,083 $1,091,810 $1,132,655
Information Technology $590,508 $560,910 $684,050 $776,745
Planning $655,052 $717,607 $801,515 $782,905
Police $9,015,257 $9,111,642 $9,767,105 $10,115,460
Fire $7,928,271 $8,184,209 $8,551,498 $8,815,325
Engineering/Public Works $4,768,110 $4,831,235 $5,466,015 $5,426,335
Parks Services $2,929,404 $3,012,236 $3,326,415 $3,438,475
Cable Authority $93,912 $98,119 $110,585 $100,605
Human Rights $34,076 $40,222 $41,620 $14,220
Human Resources $353,294 $372,535 $400,730 $345,480
Audit Adjustments $347,830 $295,693 0 0
Interfund Transfers $4,373,641 $3,223,020 $2,265,280 $1,893,205
Total Expenditures $33,448,029 $33,050,889 $34,465,168 $35,343,845
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General Fund Statement of Revenues by Source
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Fines
Warrant Service Fee $32,879 $31,238 $32,000 $28,000
Nuisance Violations $38,741 $25,290 $35,000 $30,000
Other Fines $19,231 $25,825 $16,000 $18,000
Grants
State Incentive – Police $292,858 $371,426 $369,000 $401,000
State Incentive – Fire $259,172 $339,172 $336,000 $385,000
Other Grants $64,298 $51,420 $36,220 $33,000
Interest Income $97,000 $120,475 $95,000 $260,000
Charges for Service
Tax Collection Fee – School $176,182 $185,586 $186,000 $180,000
Overhead (Admin) Charges $297,020 $308,520 $290,200 $324,200
Other Charges for Service $218,175 $193,702 $199,290 $200,920
Licenses & Permits
Payroll Tax $15,182,263 $15,705,096 $15,725,000 $15,960,000
Insurance Tax $4,170,381 $4,331,956 $4,150,000 $4,350,000
Business License $4,711,708 $4,721,657 $4,500,000 $4,545,000
ABC License $131,150 $139,085 $130,000 $130,000
License Penalties $201,095 $246,125 $200,000 $210,000
Revenue sharing with County ($307,983) ($336,336) ($315,500) ($366,400)
Permits & Fees
KY Telecommunication Tax $275,083 $229,221 $275,000 $275,000
Building & Electrical $259,592 $191,828 $193,000 $177,000
Other Permits & Fees $35,278 $33,526 $37,000 $35,000
Property Rent & Sales
Forest Hills Lease $372,624 $372,624 $377,000 $383,425
Other Property Rent & Sales $33,145 $35,052 $34,375 $33,000
Taxes
Real Current Year $4,120,058 $4,212,329 $4,325,000 $4,554000
Personal Current Year $679,722 $675,974 $660,000 $720,000
Vehicle Tax County $673,786 $747,384 $700,000 $715,000
PJC Tax Collection $320,069 $328,814 0 0
Local Bank Deposit Tax $242,344 $242,931 $243,000 $275,000
PILT – Paducah Power $244,627 $249,907 $250,000 $250,000
Annexation Rebates ($51,793) ($25,878) ($32,000) ($33,000)
Other Taxes $366,988 $430,538 $380,000 $407,000
Recreation Fees $134,938 $122,799 $104,000 $93,500
Sales $14,482 $24,436 $20,000 $18,200
Other Fees $55,608 $136,300 $35,000 $32,000
Interfund Transfers $619,905 $642,142 $550,343 $720,000
Total Revenues $33,980,477 $35,110,168 $34,134,948 $35,343,845
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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 City Manager also is
responsible for the budget through its
preparation, submission to the Board and
administration. Additionally, the Assistant to
the City Manager reports to the City
Manager. The position assists with
departmental oversight and works with the
Board of Commissioners.
Public Information Officer:
The Public Information Officer, who reports
to the City Manager, 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 is appointed by the City
Manager to serve 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,
contracts, and handles litigation involving
the City.
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Staffing Summary: General Government
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Mayor & Commissioners
Mayor 1.0 1.0 1.0 1.0
Commissioner 4.0 4.0 4.0 4.0
City Manager
City Manager AA 1.0 1.0 1.0 1.0
Assist. to City Manager P - 1.0 1.0 1.0
Public Information
Officer P 1.0 1.0 1.0 1.0
Executive Assistant II I 1.0 1.0 1.0 -
Administrative Assist. III D 1.0 1.0 1.0 1.0
City Clerk
City Clerk P 1.0 1.0 1.0 1.0
Assist. City Clerk F - - 1.0 -
Executive Assistant II I - - - 1.0
Legal
Corporate Counsel 1.0 1.0 1.0 1.0
TOTAL 11.0 12.0 13.0 12.0
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Department Narrative: General Government
FY2018 Highlights:
Continued negotiations for cable
television franchise renewal
Initiated third National Citizens Survey
to gather feedback from citizens about
city services, civic participation,
characteristics of Paducah, and various
community topics
Received Voice of the People Award for
Transformation in Recreation and
Wellness due to Paducah's increases in
the Citizen Survey results in the
Recreation & Wellness category from
2013 to 2016
Enhanced digital opportunities for two-
way engagement and interactions with
citizens through expanded use of social
media with the Nextdoor Platform and
improvements to the website with
Paducah Listens
Continued community education and
outreach regarding city initiatives and
services with the 2nd Annual Citizens’
Academy, service club presentations and
Local Government 101 at McCracken
County Library
Provided policy guidance and developed
promotional implementation of the
voluntary, single-stream, curbside
recycling program
Completed the recodification of the
Code of Ordinances
Successfully negotiated the AFSCME
Contract
Implemented Phase 1 of the Munis
Enterprise Resource Planning software
project, which improved processes
related to financial functions, purchasing
and contract management
Worked with the Board of
Commissioners and Management Team
on the implementation of the Strategic
Plan
Initiated and completed the recruitment
of the Planning Director
Implemented Board of Commissioners’
policy initiatives regarding the
Expansion of Sunday Alcohol Sales
Ordinance, Smoking Ordinance and
Human Rights Commission Ordinance
Assisted Engineer-Public Works in
working with the professional consultant
toward the implementation of storm
water utility/user fee by completing
phase 1 of Comprehensive Storm Water
Master Plan
Initiated capital projects approved by the
Board of Commissioners, including the
first phase of equipment and software
replacement for E911, Floodwall Pump
Station 2 restoration, City Hall phase 1
renovation, and Greenway Trail phase 4
& 5
Completed capital projects approved by
the Board of Commissioners, including
the Transient Boat Dock, Noble Park
bank stabilization phase 2, tennis court
resurfacing, and the Pat and Jim
Brockenborough Rotary Health Park
phase 1
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Department Narrative: General Government
FY2019 Goals:
Use National Citizen Survey results
for strategic planning and
benchmarking
Work with professional consultant
toward completion of second phase
of Comprehensive Storm Water
Master Plan including public
engagement component regarding
implementation of storm water
utility/user fee
Complete negotiations for cable
television franchise renewal or
extension
Determine feasibility of creating Tax
Increment Financing District for the
Riverfront/Downtown
Provide staff expertise and oversight
of the Board of Commissioner’s
Strategic Plan implementation
Form and provide guidance to the
Facilities, External Agency
Contributions, Revenue and Fleet
Committees tasked with analyzing
and recommending improvements in
preparation for the FY20 budget
development process
Continue to improve citizen
engagement and understanding of
local government through the
Citizens’ Academy and determining
how to best utilize past graduates
Enhance customer service by
expanding the City’s electronic
footprint through the implementation
of the Enterprise Resource Planning
Software Project’s self-service
features
Improve internal efficiencies and
citizen engagement by implementing
Agenda Management Software and
making all online forms fillable
Improve record keeping and
accessibility to information by
scanning Commission Meeting
Minutes from 1925 – 1969 into
Laserfiche and microfilming the
City’s oldest records
Update Boards & Commission
information and determine ongoing
best practice to maintain current
records
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Department Budget Summary: General Government
Department Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $694,929 $831,306 $1,071,160 $823,540
Contractual Services $351,471 $402,538 $492,670 $1,324,405
Commodities $98,223 $92,980 $96,215 $87,490
Contributions $217,744 $216,906 $292,700 $267,000
Capital Outlay 0 $9,648 $5,800 0
Total Dept. Budget $1,362,367 $1,553,378 $1,958,545 $2,502,435
Division Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Mayor & Commiss.
Personal Services $161,945 $188,644 $177,900 $185,720
Contractual Services $2,183 $2,200 $1,960 $2,020
Commodities $13,758 $22,731 $20,175 $17,700
City Manager
Personal Services $410,288 $516,608 $710,605 $448,930
Contractual Services $8,267 $9,130 $16,555 $7,755
Commodities $36,358 $21,641 $37,345 $27,760
Capital Outlay 0 $9,648 0 0
City Clerk
Personal Services $96,561 $99,613 $155,825 $161,735
Contractual Services $5,574 $15,867 $19,600 $12,250
Commodities $25,395 $26,351 $15,695 $18,830
Capital Outlay 0 0 $5,800 0
Corporate Counsel
Personal Services $26,134 $26,439 $26,830 $27,155
Contractual Services $192,047 $178,566 $226,325 $196,360
Commodities $3,838 $3,348 $3,800 $3,800
Other*
Contractual Services $143,399 $196,775 $228,230 $1,106,020
Contributions $217,744 $216,906 $292,700 $267,000
Commodities $18,874 $18,909 $19,200 $19,400
Total Dept. Budget $1,362,365 $1,553,376 $1,958,545 $2,502,435
*Other includes Non-Departmental, Memberships & Contingency, and Civic Beautification divisions of
General Government.
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Finance
Department Mission
Our Mission is to serve the public to the best of
our ability, to make sound fiscal decisions, to
maintain accurate and timely accounting
records, to provide information and support,
and to accomplish our goals with a sense of
pride and a spirit of cooperation. The Finance
Department consists of three divisions:
Administration, Accounting & Budget, and
Revenue.
Administration:
Administration oversees the general operation,
which includes, but is not limited to budget
preparation, accounting/payroll, debt
management, budget monitoring, revenue
collection operations, business license/payroll
taxes, cash/investments management, and
technical assistance to other City departments,
governmental agencies, and outside agencies.
Accounting & Budget:
The Accounting and Budget Division is
responsible for preparing financial reports,
including monthly financial statements,
Investment Fund scorecards, the annual budget,
and the Comprehensive Annual Financial
Report (CAFR). This division also processes
bi-weekly payroll for approximately 330 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.
Staffing Summary:
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Finance Director Z 1.0 1.0 1.0 1.0
Executive Assistant I F 1.0 1.0 1.0 1.0
Accounting & Budget
Controller T 1.0 1.0 1.0 1.0
Accountant J 2.0 3.0 3.0 3.0
Accounts Payable Clerk C 1.0 - - -
Revenue
Revenue Manager S 1.0 1.0 1.0 1.0
Revenue Auditor J 1.0 1.0 1.0 1.0
Revenue Technician 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
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Department Narrative: Finance
FY2018 Highlights:
Updated the General fund’s 5-year
revenue/expenditure trend projections
Applied for the 26th consecutive GFOA
Certificate of Achievement for
Excellence in Financial Reporting for
the FY2017 CAFR
Implemented ERP software replacement
Phase 1 – Accounting, Budget,
Purchasing
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
Maintained the City’s bond rating
FY2019 Goals:
Continue to monitor opportunities to
refinance debt issues when possible
Continue to update the City’s 5-year
Capital Improvement Plan
Refine the General Fund’s 5-year
projection tool for revenues and
expenditures
Produce CAFR worthy of receiving the
GFOA Certificate for Achievement
Refine ERP software Phase 1 –
Accounting, Budget, Purchasing
Implement ERP software Phase 4 –
Property Taxes
Rollout Self-Service ERP Functionality
Continue to streamline the look and
evaluate the functionality of the City of
Paducah Budget document
Maintain the City’s bond rating
Continue developing methods,
processes, procedures, and partnerships
in an effort to attain 100% business
license and payroll tax compliance
Fully implement ERP software
replacement Phase 2- Business Licenses
and General Billing
Continue to work closely with our
property tax billing vendor to fine-tune
and expand the billing system
Continue efforts to collect delinquent
accounts, including but not limited to:
property taxes, business licenses, and
payroll taxes
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Department Budget Summary: Finance
Department Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $804,466 $846,698 $885,145 $922,815
Contractual Services $131,505 $137,200 $132,975 $141,365
Commodities $58,720 $66,185 $73,690 $68,475
Capital Outlay $1616 0 0 0
Total Dept. Budget $996,307 $1,050,083 $1,091,810 $1,132,655
Division Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Personal Services $249,114 $251,655 $260,330 $268,960
Contractual Services $1,914 $3,723 $3,400 $3,240
Commodities $8,306 $11,429 $11,035 $11,545
Accounting & Budget
Personal Services $266,096 $295,313 $298,550 $316,180
Contractual Services $57,938 $61,090 $57,055 $64,735
Commodities $16,079 $21,251 $23,855 $18,725
Capital Outlay $1,616 0 0 0
Revenue
Personal Services $289,256 $299,731 $326,265 $337,675
Contractual Services $71,654 $72,387 $72,520 $73,390
Commodities $34,335 $33,505 $38,800 $38,205
Total Dept. Budget $996,307 $1,050,083 $1,091,810 $1,132,655
PVA
Audit
Computer
Software
Maintenance
Other
Contractual
Services
Other
Commodities
$68,475
33%
$50,000
24%
$32,000
15%
$45,835
22%
$13,530
6%
Finance FY2019
Contractual Services &
Commodities
Total Budget $209,000
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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 six-member Advisory Board that meets monthly to guide policy
recommendation.
Department Narrative:
The PRDA department was dissolved during FY2017.
Staffing Summary:
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
PRDA Director T 1.0 - - -
TOTAL 1.0 - - -
Budget Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $129,474 - - -
Contractual Services $2,454 - - -
Commodities $1,443 - - -
Capital Outlay - - - -
Total Dept. Budget $133,371 - - -
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Information Technology
Department Mission
The mission of the City of Paducah
Information Technology (IT) Department is
to provide quality, cost-effective IT services
while advancing the use of technology in
city government to increase excellence in
operational efficiency and responsiveness to
the needs of residents and stakeholders. The
Information Technology Department
mission is accomplished by providing
professional and technical services in
Network and telecommunication
infrastructure;
Application software deployment,
training and support;
Geospatial data, information,
analysis and solutions.
The Information Technology department
consists of two divisions, IT Network
Administration and Geographic Information
Systems (GIS)
IT Network Administration:
Information Technology administers and
maintains the City network operations center
providing voice and data communications
and network resources to all City
departments, E911, and the Joint Sewer
Agency. Paducah’s voice and data network
reaches over 20 locations throughout the
City interconnected via Paducah Power’s
high speed fiber optic network. The IT
department administers and maintains a
wireless mobile network for Paducah Police
and Fire Departments as well as hardware,
software, and network infrastructure for
E911 operations.
Geographic Information Systems:
The GIS division is responsible for the
administration and maintenance of the
City’s geographic information systems and
plays the lead role in the continued
operation of the McCracken and Paducah
GIS Consortium (MAP~GIS). This division
overseas all GIS software and hardware
upgrades, new data acquisition, web
publishing, mobile app development along
with maintenance and updates to existing
geospatial data. Support and training is
provided for all City departments using GIS.
This division provides contractual GIS
services to McCracken County, E911, and
the Joint Sewer Agency. Technical
assistance is also shared with Paducah
Power and Paducah Water.
Staffing Summary:
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Information Technology
Director Information Tech U 1.0 1.0 1.0 1.0
Network Administrator P 1.0 1.0 1.0 1.0
Help Desk Technician H 1.0 1.0 1.0 1.0
GIS Manager P 1.0 1.0 1.0 1.0
GIS Specialist P 1.0 1.0 1.0 1.0
Software Technician P - - - 1.0
TOTAL 5.0 5.0 5.0 6.0
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Department Narrative: Information Technology
FY2018 Highlights:
Continued implementation process of
ERP software replacing the City’s
current SunGard computer software.
Implementation will be phased over 3
years and will include a comprehensive
process review
Began bid process and acquisition of
new CAD/911 software and hardware in
concert with Emergency Communication
Service Department
Hosted an 8 hour GIS/UAV workshop in
cooperation with WKCTC, both city
staff members are licensed UAV pilots
Provided IT support and services for
new Police Dept. Annex building and
the new camera server upgrade
GIS staff built new services, maps and
forms to support the City’s mission to
start curbside recycling within the city
limits
Provided McCracken County with GIS
services related to future land use
planning, zoning, voter districts,
addressing, emergency siren locations
and parcel records maintenance
Provided support services to Parks and
Engineering in insuring connectivity for
the new docks to allow payments for
services and fuel
FY2019 Goals:
Organizational Support & Advancement:
Enhance service delivery by supporting
the use of technology in city government
Geographic Information System:
Continue to educate internal and external
customers on the opportunities to utilize
GIS data and analysis
Department Budget Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $425,334 $409,057 $472,745 $569,630
Contractual Services $93,930 $95,223 $122,795 $116,875
Commodities $40,804 $39,202 $54,810 $54,740
Capital Outlay $30,440 $17,428 $33,700 $35,500
Total Dept. Budget $590,508 $560,910 $684,050 $776,745
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Planning
Department Mission
The Department of Planning exists to guide
the land use, planning, and development
process in the City of Paducah, to ensure the
orderly use and reuse of land, to protect and
enhance 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 two divisions:
Administration and Planning.
Administration:
The Administration division provides
overall program preparation, direction, and
oversight; maintains department personnel,
budget, and land use records; provides
technical and administrative support to
pertinent boards, committees, and
commissions; and provides support and
guidance for the entire department.
The Administration division also handles the
sale of city-owned properties and provides
staff support to the Urban Renewal and
Community Development Agency
(URCDA).
Planning:
The Planning division is responsible for the
preparation of the comprehensive plan per
KRS 100 and much of its implementation.
As one of the primary tools to implement the
Comprehensive Plan, the zoning ordinance
and its application is a primary
responsibility of the department.
Responsibilities include updating the
ordinance; reviewing site plans and plats for
compliance; and providing staff review and
support for the land use decision-making
bodies, specifically, the Planning
Commission, the Board of Adjustment, and
the Historical and Architectural Review
Commission (HARC).
The Comprehensive Plan can also be
implemented through its annexation
activities, strategic projects, and focused
programs.
One such strategic project is the riverfront
development. Staff supports the Paducah
Riverfront Development Advisory Board, a
board of five citizens and an ex-officio
member, with the development of a tax
increment financing district for the Paducah
Riverfront, implementing strategies outlined
in the Renaissance Area Master Plan and
reviewing development proposals for the
city-controlled properties along the
riverfront.
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The Main Street program is another focused
program implementing a keystone objective
of the Comprehensive Plan: continued
revitalization of downtown. As a staff
member, the Downtown Development
Specialist serves as the Main Street director
recruiting business and linking partner
associations, downtown stakeholders and the
Main Street Advisory Board. The Main
Street Board of Directors, a board of five
citizens, has the responsibility of assisting
with the Main Street accreditation process,
coordinating with staff in executing
strategies of the four-point Main Street
approach. Staff is also responsible for
promoting and administering the downtown
incentive programs: façade grants, new
business grants, roof stabilization grants, tax
moratorium program and the upper story
residential grant program. This division also
assists businesses with historic tax credit
assistance, whenever possible.
Grant administration staff enables the City
to implement the Comprehensive Plan. Staff
researches grant opportunities and, as
appropriate, disseminate information to City
departments and agencies within the
community. The grant administrator assists
with project development, the application
process, and administration of federal and
state grant awards in addition to working
with agencies on legislative pass-through
grants.
Department Budget Summary: Planning
Department Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $547,016 $610,292 $672,335 $659,230
Contractual Services $36,930 $38,688 $40,780 $47,080
Commodities $68,109 $65,773 $88,400 $75,095
Capital Outlay $2,998 $2,854 0 $1,500
Total Dept. Budget $655,053 $717,607 $801,515 $782,905
Division Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Personal Services $252,145 $252,773 $277,920 $254,780
Contractual Services $9,023 $9,936 $10,405 $11,050
Commodities $10,956 $12,469 $17,770 $14,930
Capital Outlay $1,615 $980 0 $1,500
Planning
Personal Services $294,871 $357,519 $394,415 $404,450
Contractual Services $27,907 $28,751 $30,375 $36,030
Commodities $57,153 $53,303 $70,630 $60,165
Capital Outlay $1,382 $1,874 0 0
Total Dept. Budget $655,053 $717,607 $801,515 $782,905
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Department Narrative: Planning
FY2018 Highlights:
Fountain Ave project:
9 incentives were paid out
representing over $1 million of
private investment, which is a ROI
of 6.75
92% of the lots in the Fountain Ave
project area are developed or under
development; only 2 houses and 15
lots remain
Fountain Ave Fall Festival was
attended by hundreds who enjoyed
healthy snacks at the Pat & Jim
Brockenborough Rotary Health Park
Staff reviewed and forwarded:
59 applications to the Planning
Commission
14 applications to the BOA
36 applications to the HARC
Staff prepared 44 zoning certification
letters
2017 Main Street activities:
o 15 new businesses opened in
Downtown and Lowertown
o 170 New Jobs created
o 6 New upper story housing units
created
o 8 Façade Grant applications
approved
o 4 Roof stabilization Projects
o 3 Historic Tax Credit projects
completed
o City Hall listed on the National
Register of Historic Places
Grant administration in FY18:
o Applied for 21 grants of which 12
were funded totaling $2,794,119
o 10 more are pending totaling
$424,176
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Department Narrative: Planning
FY2019 Goals:
Continue to make the Planning
Commission, BOA and HARC more
user-friendly and resilient
o Update applications, forms, website
o Enable online submittals and
tracking
o Change By-laws by removing
archaic procedures & language,
adding provision for neighborhood
participation, expediting non-
controversial applications
o Improve record-keeping practices
Implement Neighborhood Empowerment
strategies
o Develop capacity for the
establishment of a Community
Development Corporation (CDC)
o Online neighborhood registration
o Neighborhood partnership
opportunities: Block Parties, Clean-
ups, Tree Plantings, Neighborhood
association Toolbox, Neighborhood
signage program
o Community Outreach Engagement
with Planning Pop-ups (education
and public input)
Explore Brownfield opportunities in all
neighborhoods
Undertake a neighborhood planning
initiative that facilitates the creation and
evolution of neighborhoods into resilient
neighborhoods, which have these
characteristics:
o Compact, dense, walkable
o Possess a distinct center and an edge
o Contain the variety of activities
necessary for daily living in
proximity
o Built within an armature of
pedestrian-friendly streets and public
spaces
Develop a proactive annexation strategy
o Capture before development
o Control how our community grows
o Raise quality level of development
Refresh Downtown Revitalization
o Focus on business expansion and
entrepreneurship
o Continue building stock
preservation: upper story residential,
roof stabilization, and façade grant
o Solidify the riverfront development
strategy and begin implementation
Improve Linkages and connectivity
o Greenway Phase 4
o Add more Wayfinding elements with
clear linkages between Lowertown,
Broadway and the Riverfront
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Attend to the details and lessons learned
from current and past projects
o Review and update incentive
ordinances
o Authentically review and document
pros & cons of projects and
programs
Aggressively pursue resource
opportunities to maximize end results
o Increase grant research
o Expand partnerships and
collaborations
Transform the parking lot at 2nd &
Broadway to a “City Square”
demonstration space that happens to
accommodate parking
Undertake another neighborhood
planning initiative that facilitates the
creation and evolution of neighborhoods
into resilient neighborhoods
Develop a city-wide bicycle plan
(pending grant award)
Create a Public Art Program
Details Matter
How we do work matters as much as what we actually do. Therefore,
the Planning Department will evaluate each activity using these 5
criteria:
1. Fulfills a department mission goal or objective plus another
department’s or agency’s need
2. Facilitates public safety and public health
3. Uses innovative techniques or best practices (as
appropriately modified)
4. Conserves or improves all resources including monetary,
time, and natural
5. Highest level of community engagement and transparency
achieved
Staffing Summary: Planning
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Director of Planning V 1.0 1.0 1.0 1.0
Executive Assistant I F 1.0 1.0 1.0 1.0
Admin. Assistant II C 1.0 1.0 1.0 1.0
Planning
Planner I L 1.0 2.0 1.0 1.0
Planner II M 0 0 1.0 0
Grants Administrator L 1.0 1.0 1.0 1.0
Community Dev. Planner M 1.0 1.0 1.0 1.0
Downtown Dev. Specialist M 1.0 1.0 1.0 1.0
Arts & Culture Coordinator 0 0 0 1.0
Planning Project Manager 0 0 0 1.0
TOTAL 7.0 8.0 8.0 9.0
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Police
Department Mission
The Paducah Police Department is
committed to the prevention of crime, the
protection of the lives, property, and rights
of all citizens and the improvement of the
quality of life for all members of our
community. We will provide quality police
services, ethically, fairly, and equally in
partnership with the members of our
community. The Police Department consists
of 3 divisions: Administration, Operations,
and Support Services.
Administration:
The Administration division oversees the day-
to-day operations of the Police Department. It
is comprised of the Chief of Police and his
assistant; the Office of Professional Standards;
Training; and Community Resources. This
division is responsible for budget, personnel,
accreditation, internal affairs, policy review,
and all departmental training. It also includes
the Community Resource Officer (CRO)
position, designed to be a liaison between the
department and the community’s schools,
groups, and organizations. The CRO also is
responsible for the department’s Citizens’
Police Academy, Jr. CPA, Coffee with a Cop,
and Neighborhood Watch programs.
Operations:
The Operations division often is referred to
as the “backbone” of the police department.
It is the most visible of the three divisions,
with uniformed officers patrolling the streets
in marked police cruisers. These officers
annually answer tens of thousands of calls
for service and perform preliminary
investigations of all criminal activity. They
conduct proactive patrols, investigate
suspicious activity, enforce traffic laws, and
investigate thousands of traffic crashes each
year. Within this division are several
specialized units: two K9 teams; Special
Weapons and Tactics (SWAT) Team; Crisis
Negotiation Team; Bomb Squad; Collision
Reconstruction Team; Bike Patrol; and
DARE instructor.
Support Services:
The Support Services Division is the
investigative and record-keeping arm of the
police department. It is made up of three
units: General Investigations, Drug 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.
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Staffing Summary: Police
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Police Chief Z 1.0 1.0 1.0 1.0
Captain Q 1.0 1.0 1.0 1.0
Sergeant P - - 1.0 -
Police Officer J 2.0 2.0 2.0 2.0
Executive Assistant II I 1.0 1.0 1.0 1.0
Operations (Patrol)
Assistant Chief S 1.0 1.0 1.0 1.0
Captain Q 3.0 3.0 4.0 4.0
Sergeant P 6.0 6.0 6.0 9.0
Police Officer J 51.0 51.0 48.0 47.0
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 9.0 9.0 10.0 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 1.0 1.0
Evidence Technician II F 1.0 1.0 1.0 1.0
Evidence Technician I C 1.0 1.0 1.0 1.0
TOTAL 87.0 87.0 87.0 87.0
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Department Narrative: Police
FY2018 Highlights:
The number of major crimes reported dropped
overall from the previous year. Most notably,
reports of crimes against persons were down.
Rolled out the “Lock It or Lose It” campaign to
educate the public in response to the increasing
number of thefts of vehicles and vehicle thefts.
There were no major injuries to personnel.
Hosted a very successful Kentucky Association
of Chiefs of Police conference.
Det. William Hodges was named Employee of
the Year for 2017, primarily for his efforts in
mentoring young detectives. He conducted a
mock homicide training, developed background
investigations training, and worked one-on-one
with a new Digital Forensics Unit investigator.
In all, 35 employees were honored for their
work in 2017.
In partnership with the Police Foundation of
Paducah/McCracken County, hosted nationally
recognized expert Kenneth D. Hughes in two
public seminars focusing on active shooter
situations.
Continued the work of the Chief’s Community
Forum round-table discussion panel.
Promoted two sergeants in Operations Division
and a captain in Support Services Division.
Continued our in-house training with Blue
Courage’s Drive.
Saw progress in our hiring efforts, with five
new officers hired.
Our officers and staff made a smooth transition
through retirements of two officers – one with
27 years of service – and two sergeants.
Made significant advances in the department’s
technology capabilities.
We expanded our community involvement
through the Community Resource Officer by
increasing awareness and responsiveness to
requests from the community.
Continued forensic investigations on
computers, cell phones, and other digital
media with 323 exams, assisting many
other law enforcement agencies in western
Kentucky.
FY2019 Goals:
Infrastructure/Technology: Invest in
Infrastructure and technology
improvements aimed at enhancing police
services, and continue to update, improve
and train staff in the latest equipment
feasibly possible to obtain.
Programs: Addressing livability and safety
issues through enforcement and focused
outreach, which will include one major
Community Oriented Policing program
each quarter.
Special Events & Activities: Special events
aimed at one-to-one contact with citizens,
and a commitment to provide a safe,
wholesome atmosphere for large city
events. This will be achieved with the
commitment of one officer designated to
oversee police response to and attendance
at special events.
Department & Personnel Development:
Provide top-quality service to the citizens
of and visitors to Paducah, while
developing our employees’ educational and
leadership opportunities, thus to continue as
one of the top law enforcement agencies in
the state. Additionally, we will strive for
no/minor staff injuries, specifically through
encouraging safe driving habits and
reducing officer-involved at-fault
collisions.
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Department Budget Summary: Police
Department Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $7,693,768 $7,675,803 $7,933,700 $8,296,580
Contractual Services $320,066 $377,945 $476,310 $445,900
Commodities $974,570 $996,260 $1,310,605 $1,369,480
Capital Outlay $26,853 $61,634 $46,490 $3,500
Total Dept. Budget $9,015,257 $9,111,642 $9,767,105 $10,115,460
Division Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Personal Services $602,000 $562,630 $642,725 $603,125
Contractual Services $227,230 $281,243 $307,385 $319,080
Commodities $198,902 $191,985 $374,900 $412,305
Capital Outlay $1,237 $20,794 0 0
Operations (Patrol)
Personal Services $5,401,840 $5,365,399 $5,523,545 $5,822,065
Contractual Services $54,823 $53,823 $92,255 $81,260
Commodities $647,582 $660,079 $766,650 $783,360
Capital Outlay $17,756 $36,892 $38,400 0
Support Services
(Investigations)
Personal Services $1,689,928 $1,747,774 $1,767,430 $1,871,390
Contractual Services $38,013 $42,880 $76,670 $45,560
Commodities $128,086 $144,196 $169,055 $173,815
Capital Outlay $7,860 $3,948 $8,090 $3,500
Total Dept. Budget $9,015,257 $9,111,642 $9,767,105 $10,115,460
City of Paducah, KY – Fiscal Year 2018 Budget Book – July 1, 2017 – June 30, 2018
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Fire
Department Mission
The Fire Department’s Mission is comprised
of 3 goals: Educate to Prevent Harm, Protect,
and Be Kind and Helpful.
Educate to Prevent Harm
Education and prevention are the focal points
of the Paducah Fire Department. We develop
and provide programs and services that
promote safety, and actively educate the
public in Fire Safety and Prevention.
Protect
We strive to have a safe environment for our
personnel and the people within our
community. We accomplish this through
prompt delivery of emergency services and
by providing a safe environment in which to
visit, work, and live.
Be Kind and Helpful
We show that we care about our lives and the
lives of others by conducting ourselves in a
courteous and professional manner.
The Fire Department consists of 4 divisions,
Administration, Suppression, Prevention, and
Training.
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 construction program,
the code enforcement program, and public
education. The Fire Marshal section conducts
fire prevention inspections annually on
residential, assembly, education, 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. The
construction section ensures that building and
electrical work done within the city complies
with codes, laws, and regulations mandated by
the State of Kentucky. Not only are building
plans reviewed for compliance with codes, but
inspections are also made at predetermined
stages of construction. Inspectors advise and
confer with contractors and/or property owners
before and during construction to help ensure
construction and/or alteration compliance. The
code enforcement section enforces all applicable
laws, rules, and regulations in order to provide a
healthy, clean, and pleasant environment for the
citizens of Paducah.
Training:
Firefighters have more than 300 hours of
continued education each year. The Training
Officer coordinates education in the areas of
EMS, firefighter skills, hazmat, pump
operations, and others. These education
requirements ensure that the level of
competency of the members of the Fire
Department is the highest achievable and
maximizes the resources of personnel and
equipment available to best protect and serve
the citizens of the City.
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Staffing Summary: Fire
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Fire Chief X 1.0 1.0 1.0 1.0
Dep. Fire Chief Fire Prevention T 1.0 1.0 1.0 1.0
Deputy Fire Chief Operations T - - 1.0 1.0
Executive Assistant I F 2.0 2.0 1.0 1.0
Suppression
Dep. Fire Chief Operations T 1.0 1.0 - -
Fire Assistant Chief P 3.0 3.0 3.0 3.0
Captain I 15.0 15.0 15.0 15.0
Lieutenant H 15.0 15.0 15.0 15.0
Firefighter E 26.0 26.0 28.0 27.0
Prevention*
Dep. Fire Marshall I J 2.0 2.0 1.0 1.0
Dep. Fire Marshall II L - - 1.0 1.0
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 Officer G - 3.0 3.0 3.0
Code Enforcement Assist. C - 1.0 - -
Executive Assistant I F - - 1.0 1.0
Training
Battalion Chief/Training
Officer N 1.0 1.0 1.0 1.0
Construction*
Chief Building Inspector N 1.0 - - -
Dep. Building Inspector I L 1.0 - - -
Chief Electrical Inspector M 1.0 - - -
Dep. Electrical Inspector II L 1.0 - - -
Permit Technician E 1.0 - - -
Code Enforcement*
Code Enforcement Officer G 3.0 - - -
Code Enforcement Assist. C 1.0 - - -
TOTAL 76.0 76.0 77.0 76.0
*Construction and Code Enforcement divisions were moved into the Prevention division during FY2016.
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Department Narrative: Fire
FY2018 Highlights:
Continued the regional education class
for building and electrical;
CY2017 – Responded to 3224 incidents;
Initiated 23 foreclosures;
Demolished 50 structures;
CY2017 – 1197 permits issued for $41.3
million valuation;
CY2017 – 2270 inspections for building
and electrical;
CY2017 – 1050 inspections for fire
marshals;
CY2017 – 4094 inspections for code
enforcement;
CY2017- 15 consultations;
Trained 3 new recruits;
CY2017 – Trained 10,755 man hours;
Continued implementation support for
Munis and initiated our phase
Continued 911 upgrade support
Supported eclipse event
Deployed new fireground survival
program
Initiated in-house company officer
development program.
Cancer Awareness Program—PPE
inspection, washing, and replacement
program
Physical Fitness Testing Program
Incident Command Program
Redevelopment—Company Officer
Training, incident handbook, command
boards, accountability and tracking of
personnel,
Large Scale Scenario Based Training—
Structural Collapse, Hazmat, Fire
Suppression Tactics, Fire Ground
Survival
Opioid Response Program
Staff selection for state representative
for Vision 20/20
FY2019 Goals:
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
Continue to be active in regional
meetings for code enforcement
consistency
Community Outreach Programs—
Smoke Detector Programs, Men Who
Cook, MDA Fill the Boot, Breast Cancer
Awareness, United Way Firehouse Chili,
Car Seat Program, Courtesy Surveys,
Iron Mom Support, Dragon Boat Race
Support, Firehouse Tours, Operation
Warm—Coats for Kids, Kids Christmas,
Fire Safety House, Lunch Program,
BBQ on the River, Big Brown Truck
Pull, Parade Support, Vietnam Wall
Support, Quilt Show Support, Citizens
Academy, Firefighter for A Day,
Fountain Avenue Fall Festival, 9/11
Memorial Stair Climb in Nashville
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Department Budget Summary: Fire
Department Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $6,783,839 $6,943,116 $7,219,100 $7,385,140
Contractual Services $225,065 $302,088 $393,345 $484,355
Commodities $688,751 $738,028 $771,683 $779,115
Capital Outlay $230,616 $200,977 $167,370 $166,715
Total Dept. Budget $7,928,271 $8,184,209 $8,551,498 $8,815,325
Division Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Personal Services $466,930 $483,375 $543,665 $502,415
Contractual Services $26,012 $26,104 $83,425 $59,590
Commodities $38,855 $40,339 $52,615 $55,445
Capital Outlay $5,421 $25,730 0 0
Suppression
Personal Services $5,472,747 $5,579,711 $5,772,040 $5,941,775
Contractual Services $82,133 $81,619 $95,625 $97,420
Commodities $495,889 $586,402 $594,620 $601,465
Capital Outlay $225,195 $175,247 $167,370 $166,715
Prevention*
Personal Services $746,217 $781,285 $801,670 $834,780
Contractual Services $114,801 $192,306 $212,265 $325,250
Commodities $123,675 $64,512 $73,718 $71,125
Training
Personal Services $97,945 $98,745 $101,725 $106,170
Contractual Services $2,118 $2,059 $2,030 $2,095
Commodities $30,331 $46,775 $50,730 $51,080
Total Dept. Budget $7,928,271 $8,184,209 $8,551,498 $8,815,325
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Engineering/Public Works
Department Mission
It is our mission to provide effective and
efficient support services for other all
citizens of Paducah. The EPW Department
is composed of Engineering Services,
Floodwall Operations, and Public Works
division (consisting of Solid Waste, Street
Maintenance, Facility Maintenance and
Fleet Maintenance). EPW Department
strives to use cost effective resources to
deliver quality solid waste services and
maintain streets, city facilities, and the
City’s entire vehicle & equipment fleet,
while working diligently to maintain the
City’s valuable floodwall.
Engineering Services:
Engineering Services provides engineering
support services for various governmental
departments and divisions, administers
infrastructure related capital improvements,
and administers storm water, right-of-way,
and other regulatory responsibilities and
regulations required by the State & Federal
Government. Engineering Services is
responsible for commercial site review, and
provides reliable professional assistance to
the public, ensuring the construction and
maintenance of public infrastructure is
carried out in a cost-effective manner, in
accordance with sound engineering
principles, practices, and regulations,
helping protect the health, safety and
welfare of the public. Engineering Services
also provides clerical and support services
for all divisions of EPW.
Floodwall Operations:
The Floodwall Operations executes all
operation and maintenance function for the
City’s floodwall and related appurtenances
in an efficient, effective manner, in order to
ensure the highest level of preparedness for
the protection of the community’s health,
safety, and welfare that may be threatened
during flooding conditions occasioned from
the Ohio & Tennessee Rivers.
Streets (Maintenance & 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, curbs and gutters, and
independent storm sewer facilities. Street
Maintenance also maintains more than 3,000
traffic signs, 6,000 storm inlets, and other
appurtenances. This division is responsible
for the coordination work associated with all
City street restoration and rehabilitation
coupled with Municipal Aid Program
(MAP). Although lights are occasionally
added to existing roadways, the majority of
new lights come from new developments.
Facility Maintenance:
Facility Maintenance is responsible for the
maintenance and care of 30 buildings (20
City employee occupied, 10 leased
facilities), 12 City owned/operated traffic
signals, and provides support staff to the
Parks Department for 14 parks facilities,
including pools, shelters, playground
equipment, and skate park. Additionally,
Facility Maintenance Division provides
custodial services of City-owned facilities
and downtown bathrooms. Facility
Maintenance maintains the aesthetics of
decorative lighting systems in the downtown
parking lot, around Market House Square,
Marine Way, Maiden Alley, Second Street,
Market Street, City Hall parking lot, Dolly
McNutt Park, Albert Jones Park, and Noble
Park.
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Staffing Summary: Engineering/Public Works
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
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 - - -
Engineering Technician 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 0.5 0.5
Floodwall Operations
EPW Floodwall 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 Director** T - 0.25 0.25 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 3.0 3.0
Concrete Finisher E 3.0 3.0 2.0 2.0
Right-of-way Maintenance C 11.0 11.0 13.0 13.0
Facility Maintenance
Assistant EPW Director** T - 0.25 0.25 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 6.0 6.0 5.0 5.0
Traffic Technician E 2.0 2.0 1.0 1.0
Master Electrician L 1.0 1.0 -
Journeyman Electrician I - - 1.0 1.0
Maintenance Technician E 2.0 2.0 4.0 4.0
TOTAL 45.10 44.80 44.3 44.3
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Department Narrative: Engineering/Public Works
FY2018 Highlights:
Awarded Phase I City Hall, Exterior
Renovation
Riverfront Redevelopment Phase 1B
landmass is ongoing in conjunction with
other projects; i.e. Greenway Trail Phase
IV and V
Awarded design contract to BFW
Engineering for Greenway Trail Phase V
Rehabilitation and reconstruction of
Pump Station #2 design and construction
contract awarded
Restoration of pump station #9 95%
complete
EPW Supervisors, Superintendents, &
Management initiated Supervisor
Training conducted by WKCTCS
Ongoing rehabilitation of City streets,
sidewalks, and trails
Ongoing sign replacement plan pursuant
to Federal Highway Administration
(FHWA)-SA-07-020 mandate to reflect
current Manual on Uniform Traffic
Control Devises (MUTCD) to meet
compliance dates
Replaced roofing systems on leased
buildings for Probation & Parole and
Robert Cherry Civic Center
Renovation of living quarters and
kitchen for Fire Station #1
Renovation of Paducah Police
Department first floor area to new Police
Sergeants offices
Interior remodeling of City Hall
Engineer and Finance suites
Completed Phase II Noble Park Bank
Stabilization Project
FY2019 Goals:
Floodwall Operations: Focus on
reconstruction and restoration of the city
floodwall to protect the integrity of the
system. This requires a continued effort
of assisting the U.S. Army Corps of
Engineers with design of the Restoration
and Reconstruction effort.
Engineering: Manage citywide capital
projects by providing professional
engineering services
Infrastructure Maintenance: Place an
emphasis on preventive maintenance of
city assets to maximize the useful life
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Budget Summary: Engineering/Public Works
Department Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $2,650,222 $2,711,459 $3,189,065 $3,158,380
Contractual Services $197,512 $217,883 $239,470 $219,075
Commodities $1,897,626 $1,895,296 $2,035,810 $2,048,880
Capital Outlay $22,750 $6,598 $1,670 0
Total Dept. Budget $4,768,110 $4,831,236 $5,466,015 $5,426,335
Division Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Engineering Services
Personal Services $460,754 $423,436 $484,410 $533,250
Contractual Services $9,229 $21,327 $33,770 $9,365
Commodities $15,150 $15,787 $38,345 $23,525
Capital Outlay $10,136 $3,360 $1,670 0
Floodwall Operations
Personal Services $438,738 $428,077 $537,700 $500,160
Contractual Services $33,970 $34,499 $35,915 $39,575
Commodities $230,446 $134,186 $214,400 $192,990
Capital Outlay $342 0 0 0
Streets (Main. & Light.)
Personal Services $1,033,774 $1,149,294 $1,333,035 $1,312,150
Contractual Services $121,655 $129,135 $135,425 $134,735
Commodities $1,329,624 $1,425,860 $1,446,720 $1,497,835
Capital Outlay $8,900 $2,251 0 0
Facility Maintenance
Personal Services $716,955 $710,653 $833,920 $812,820
Contractual Services $32,657 $32,921 $34,360 $35,400
Commodities $322,406 $319,464 $336,345 $334,530
Capital Outlay $3,373 $986 0 0
Total Dept. Budget $4,768,110 $4,831,236 $5,466,015 $5,426,335
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Parks
Department Mission
Our mission is to provide an affordable and
positive comprehensive system of recreation
programs designed to enhance the quality of
life for the residents of Paducah as well as
surrounding communities. The Parks
Department consists of four divisions:
Administration, Parks Maintenance,
Recreation, and Special Events.
Administration:
Administration is responsible for all
planning and new development of the Parks
Department. Administrative staff handles
special event permits, scheduling of
facilities, sale of cemetery lots, assisting
with budget preparation, and budget
monitoring. Park security through the Park
Ranger program falls under this division.
The Administrative division oversees all
other divisions within the Parks Department.
Parks Maintenance:
Parks Maintenance is responsible for
maintaining park facilities and amenities.
The Parks Maintenance staff also supports
special events, activities, and festivals city-
wide and maintains playing surfaces of
sports facilities. The maintenance/operation
of Oak Grove Cemetery falls under this
Division.
Recreation:
Recreation is charged with providing quality
recreation programs and leisure activities at
a reasonable cost to the participant. This
division is responsible for overseeing the
operation and programing of the Paducah
Recreation Center, Noble Park Pool, and
Coleman Spray Park.
Special Events:
The Special Events division operates the
Paducah Homegrown Farmers’ Market and
the organization and operation of many City
Sponsored events including the Summer
Concert Series, Independence Day
Celebration, Veteran’s Day and Christmas
Parades, and Wooftober-- in addition to
other large scale community events. Special
Events also assists with permitting,
administration, Main Street downtown event
partnerships, and is over coordination for the
Transient Dock and Downtown Crew for
events and beautification. The Special
Events Division works closely with the
Maintenance Division and support services
when needed, for other local festivals and
events such as BBQ on the River, Lower
Town Arts and Music Festival, the Quilt
Shows, Iron Mom, and many more.
Page | 33 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Staffing Summary: Parks
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Director of Parks Services V 1.0 1.0 1.0 1.0
Recreation Superintendent N 1.0 1.0 1.0 1.0
Recreation Specialist E 2.0 2.0 2.0 2.0
Executive Assistant I F 1.0 1.0 1.0 1.0
Administrative Assistant III D 1.0 1.0 1.0 1.0
Administrative Assistant II C 1.0 1.0 1.0 1.0
Parks Maintenance
Park Maintenance
Superintendent N 1.0 1.0 1.0 1.0
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 12.0 12.0
Right of Way Maintenance C 3.0 3.0 3.0 3.0
Maintenance Technician E - - 1.0 1.0
Special Events
Special Events Coordinator M 1.0 1.0 1.0 1.0
TOTAL 25.0 25.0 27.0 27.0
Page | 34 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Department Narrative: Parks
FY2018 Highlights:
Kentucky Recreation and Park Society
(KRPS) award for Outstanding
Department in its Class for three of the
last four years
Preparations for Phase II of Noble Park
Bank Stabilization completed
Vendor participation at Farmers Market
increased to 90 vendors
Celebration Saturdays at Farmers Market
monthly and saw a large increase in
consumer participation
Number of concerts in the Riverfront
Concert Series increased
BBQ Farmer’s Market added additional
vendors filling up their section of
Broadway
Health Park opened to the public and
includes a community-built playground,
community gardens, 1/3 mile walking
path, and adult fitness stations, benches,
and landscaping
Began operation of the City’s Transient
Dock at the expanded Riverfront Park
including grounds maintenance, mooring
reservations, fueling, and waste dumping
Fountain Ave Fall Festival, in
partnership with the Planning Dept.,
moved to the Health park, providing
healthy food vendors and activities for
families including a movie in the park
Candy Cane hunt increased participation
by 50% from 2016
Renovation of the Tennis courts at Noble
Park, including new surface, fencing,
windscreen, and restrooms
Saw an increase in our youth sports
leagues including soccer, tee ball, and
baseball
Partnered with a regional sports
coordinator to host 3 youth baseball
tournaments in Noble Park and Stuart
Nelson Park
FY2019 Goals:
Infrastructure: Targeted infrastructure or
equipment improvements having a 4-year
minimum impact
Programs: Registration based programming
directed towards the citizens of Paducah to
provide economical quality recreational
experiences
Activities & Special Events: Special
Events designated to detail the City of
Paducah’s vibrancy and attract large
numbers to downtown and parks
Administration: Easily channel citizens
to top notch departmental services,
programs, activities and park facilities
Page | 35 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Budget Summary: Parks
Department Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $1,895,662 $1,938,793 $2,116,350 $2,289,515
Contractual Services $179,416 $187,355 $214,340 $185,565
Commodities $846,198 $862,510 $980,025 $960,835
Capital Outlay $8,128 $23,578 $15,700 $2,560
Total Dept. Budget $2,929,404 $3,012,236 $3,326,415 $3,438,475
Division Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
Personal Services $564,492 $581,125 $620,665 $690,165
Contractual Services $46,215 $58,038 $56,680 $57,150
Commodities $157,358 $146,429 $184,765 $176,550
Capital Outlay $266 $7,653 $15,700 0
Parks Maintenance
Personal Services $1,002,815 $1,022,816 $1,163,805 $996,045
Contractual Services $92,355 $93,829 $118,380 $87,780
Commodities $324,209 $339,967 $381,765 $354,285
Capital Outlay $6,603 0 0 0
Recreation
Personal Services $245,613 $254,858 $238,260 $284,600
Contractual Services $32,461 $28,940 $28,885 $34,625
Commodities $244,022 $252,664 $263,675 $280,830
Capital Outlay $665 $14,033 0 0
Special Events
Personal Services $82,742 $79,995 $93,620 $318,705
Contractual Services $8,384 $6,547 $10,395 $6,010
Commodities $120,609 $123,451 $149,820 $149,170
Capital Outlay $595 $1,892 0 $2,560
Total Dept. Budget $2,929,404 $3,012,236 $3,326,415 $3,438,475
Page | 36 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Paducah Human Rights Commission (PHRC)
Department Mission
The Paducah Human Rights Commission was formed May 26, 1964, the same year the U.S.
Civil Rights was initially established, to safeguard all individuals within the City and McCracken
County from discrimination in housing, employment, and public services, especially when it
comes to race, color, ADA, age, religion, sex/sexual orientation, and national origin.
The Paducah Human Rights Commission:
Advocates for human and civil rights
Investigates and mediates discrimination
complaints, and when appropriate,
provides referrals to other governmental
agencies
Resolves community disputes and issues
involving individual or systematic illegal
discrimination
Collaborates with and advises the City of
Paducah on human rights issues/concerns
Collaborates with public and private
sectors to promote education on how to
prevent and eliminate discrimination
citywide
Department Narrative
FY2018 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, Race Unity
Group, and Victory Through Grace
Ministries
Expected new partnership with West
Kentucky Community & Technical
College multicultural/diversity efforts
Student intern initiative continues
Continued co-sponsoring non-profits
Participated in events designed to
improve quality of life and liberty
Continued the annual events: Fair
Housing Luncheon and the spring event,
“Evening of Discussion”, which educates
the community on human and civil rights
FY2019 Goals:
Maintain/enhance current programs and
initiatives, strive for local support in
fulfilling goals, including schools, faith
community, non-profit, and
for-profit, and develop additional
community leadership relationships that
lead to the promotion of peace and
understanding
Budget Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services 0 $10,164 $27,480 $8,515
Contractual Services $19,142 $15,750 $2,145 $730
Commodities $14,934 $14,308 $11,995 $4,975
Total Dept. Budget $34,076 $40,222 $41,620 $14,220
Page | 37 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Human Resources
Department Mission
The mission of the Human Resources
Department is to provide effective human
resource management programs, focused on
person-centered services that are policy
compliant, and to facilitate the recruitment,
retention, and development of a sustainable
quality workforce, aligning with the City’s
strategy.
Employees will be provided the same
concern, respect, and caring attitude within
the organization that they are expected to
share externally with every City of Paducah
customer. The Human Resource Department
consists of two divisions: HR
Administration and Risk Management.
HR Administration:
This division formulates polices and
develops programs in the full range of
employment strategies to ensure compliance
and services of the highest quality. 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
reinforces risk training and strategies for the
City’s 300+ full-time employees. Risk
Management negotiates and processes
payments from the Insurance Fund for
expenditures related to liability, workers’
compensation, property insurance, and
deductibles.
Staffing Summary:
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
HR/Risk Director V 1.0 1.0 1.0 1.0
PRDA Director1 T 0.0 1.0 -
HR Generalist G 2.0 2.0 2.0 2.0
TOTAL 3.0 4.0 3.0 3.0
1PRDA department dissolved beginning in FY2017; PRDA Director moved to HR for half of FY2017 and then transitioned out of HR.
Page | 38 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Department Narrative: Human Resources
FY2018 Highlights:
Predictive Index: based on the creation
of a profile for all positions in the
recruitment, selection, and hiring process
Performance Evaluations: Across every
department in the development and
sustainability of a quality workforce
Supervisory Training: Focused training
and the development through WKCTC
of managers and supervisors through
best practices in our EPW and Parks
Departments
Amended HR-07 Progressive Discipline
Policy
Successful implementation of our
Plansource Benefits Administration
software
3 year contract with AFSCME union
Cross training of HR staff
Recruitment of City Manager
Self-billing (life insurance)
implementation through Anthem Blue
Cross Blue Shield
New WellRight Health Risk Assessment
smartphone app for tracking employee
wellness incentives
Overall health insurance claims down to
its lowest level since 2013
Establishment of Safety Committee:
o Mission Statement – is to provide
open & effective communication
across departments and seek
proactively ways to reduce accidents
& injuries from occurring
o Purpose – Point out & identify
potential hazards, keep employees
safe, share information – best
practices, set clear expectations,
cultural change, and employee buy in
and responsibility
FY2019 Goals:
Munis H.R module implementation
Employee Handbook: Update to reflect
the latest policy and workplace
compliance guidance
Safety Teams: Overall reduction of
accidents by 10% thru the development
of safe work procedures and practices
Policy & Procedure Manual review
Budget Summary:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Personal Services $244,571 $275,150 $269,405 $240,745
Contractual Services $42,513 $45,234 $72,400 $46,795
Commodities $58,417 $50,268 $58,925 $57,940
Capital Outlay $7,793 $1,883 0 0
Total Dept. Budget $353,294 $372,535 $400,730 $345,480
Page | 39 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Other General Fund Divisions
This page contains the Budget Summaries for the Cable Authority, Special Projects, and
Interfund Transfers.
Budget Summary: Cable Authority
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Contractual Services $93,046 $96,134 $110,585 $100,605
Capital Outlay $866 $1,985 0 0
Total Dept. Budget $93,912 $98,119 $110,585 $100,605
Budget Summary: Audit Adjustments
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Leave Expense $27,761 ($33,122) - -
PJC Property Tax $320,069 $328,814 - -
Total Dept. Budget $347,830 $295,693 - -
*The Audit Adjustments cost center is used for year-end financial statement presentation entries only
Budget Summary: Interfund Transfers (out)
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
General Fund 0 $5,738 0 0
Investment Fund $261,000 0 0 0
E911 Fund $470,142 $436,126 $567,990 $679,395
Debt Service Fund $589,733 $743,366 $497,498 $502,775
Capital Projects Fund $2,338,569 $1,364,725 $509,285 0
Transient Boat Dock 0 $5,000 $15,000 0
Civic Center Fund $24,418 $45,623 $48,780 $57,250
Rental Prop. Fund $24,787 $16,485 0 0
Radio Fund $38,114 0 0 0
Fleet Main. Fund $112,293 $116,984 $164,575 $154,750
Insurance Fund $95,720 $35,411 $78,000 $125,000
AEPF Fund $6,599 $21,062 $14,405 $14,475
PFPF Fund $412,266 $432,500 $369,750 $359,560
Total Dept. Budget $4,373,641 $3,223,020 $2,265,283 $1,893,205
Page | 40 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
OTHER GOVERNMENTAL FUNDS
In addition to the General Fund, the City utilizes ten other
Governmental Funds. These funds are: Municipal Aid Program
Fund, Investment Fund, CDBG Fund, E911 Fund, Court Awards
Fund, Debt Service Fund, Capital Improvements Fund, Bond
Fund, Rental Property Fund, and Radio Depreciation &
Operation Fund.
Page | 41 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Municipal Aid Program (MAP) Fund
Fund Description
The Kentucky Transportation Cabinet administers the revenue sharing program called Municipal
Aid Program (MAP) funded by motor fuel taxes as provided by KRS Chapter 177. Paducah’s
allocation of State motor fuel tax funds has historically averaged $500,000 annually. MAP
funding is based on a formula set out by the state of Kentucky. Kentucky law requires the City to
account for state shared gas tax money in a separate fund. The City traditionally adds a fund
transfer from the Investment Fund for the paving (streets and sidewalks) program.
The City maintains approximately 446 lane miles of streets. The Engineering-Public Works
Department ranks the streets to prioritize the streets in need of resurfacing.
Fund Narrative
In FY 2018 street resurfacing and pavement marking contracts were renewed.
Objectives for FY2019
Continue restoration of streets, curbs, gutters, and sidewalks based on the priority list
established and maintained by the City Engineer/Public Works Director and the Street
Superintendent in coordination with local public utility companies and associated capital
improvement projects.
Municipal Aid Program Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Taxes $497,147 $503,850 $480,000 $500,000
Interest Income $7,133 $5,382 $3,000 $5,000
Interfund Transfers
Investment Fund $825,000 $632,147 $1,031,350 $1,049,750
Total Revenue $1,329,280 $1,141,379 $1,514,350 $1,554,750
Expenditures
Contractual Services $1,200 $1,200 $1,200 $1,200
Capital Outlay $1,337,465 $1,683,562 $1,828,150 $1,553,550
Total Expenditures $1,338,665 $1,684,762 $1,829,350 $1,554,750
Page | 42 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Investment Fund
Fund Description
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, $.02 is paid to the City. 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 Fund, called Investment Fund. Expenditures
from the Investment Fund are dedicated to economic development, neighborhood
redevelopment, infrastructure/capital investment, and property tax relief. How Investment Fund
funds are utilized is disclosed to the public through quarterly scorecards available on the City of
Paducah’s website: www.paducahky.gov .
Fund Narrative
Since the Investment Fund’s creation in 2005, dollars have been appropriated to address many
needs in the following categories: economic development, neighborhood redevelopment, and
infrastructure/capital investment. In the first few years of the Fund’s existence, the spending
allocation was nearly equally divided among those three categories. The upcoming fiscal year
will see a slight increase in capital expenditures in the form of street resurfacing and sidewalk
replacement, facility maintenance, Health Park grant match, and Riverfront Corridor
Improvement match. Over 1/3 of all Investment Fund resources are dedicated to debt service for
capital investment and economic development for previous capital projects, or for existing
economic development agreements
Debt Service,
$2,094,985
Streets/Sidewalks
$849,750
‘New’ Projects,
$991,600
Ongoing
Commitments,
$628,750
Historic
Commitments,
$1,255,900
36%
14.5%
21.5%
11%
17%
Investment Fund
Projected Budget FY2019
$5.82 million
Page | 43 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Objectives for FY2019
Review funding priorities.
Continue five-year fund projections.
Investment Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Licenses & Permits $4,947,986 $5,098,667 $5,200,000 $5,320,000
Interfund Transfers
General Fund $261,000 0 0 0
Capital Projects Fund 0 $38,519 0 0
Total Revenue $5,208,986 $5,137,186 $5,200,000 $5,320,000
Expenditures –
Economic Development
Contractual Services $485,379 $539,054 $755,000 $820,000
Contributions $187,500 $188,800 $216,250 $427,750
Interfund Transfers
General Fund $179,500 $182,000 $190,000 $360,000
MAP Fund $825,000 $613,845 $1,031,350 $849,750
Debt Service Fund $1,567,430 $1,634,145 $1,750,620 $2,094,985
Capital Projects Fund $1,682,430 $1,610,000 $1,504,320 $1,268,500
Civic Center Fund $78,000 0 0 0
Total Expenditures $5,005,239 $4,767,844 $5,447,540 $5,820,985
Page | 44 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Community Development Block Grant Fund
Fund Description
The Community Development Block Grant (CDBG) program is a federal program that provides
communities with resources to address a wide range of unique community development needs.
Beginning in 1974, the CDBG program is one of the longest continuously run programs at HUD.
Each activity must meet one of the following national objectives for the program: benefit low-
and moderate-income persons, prevention or elimination of slums or blight, or address
community development needs having a particular urgency because existing conditions pose a
serious and immediate threat to the health or welfare of the community for which other funding
is not available.
Fund Narrative
During the FY2019 CDBG funding application round, the City of Paducah will apply for one
project for the Four Rivers Recovery Center – Center Point Recovery Center 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.
Objectives for FY2019
Application for $220,000 on behalf of the Four Rivers Recovery Center. No match is
required.
CDBG Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Grants $737,500 $209,000 $1,190,000 $250,000
Total Revenue $737,500 $209,000 $1,190,000 $250,000
Expenditures
Contractual Services $237,500 $209,000 $190,000 $250,000
Interfund Transfers
Capital Projects Fund $500,000 0 $1,000,000 0
Total Expenditures $737,500 $209,000 $1,190,000 $250,000
Page | 45 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
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
and creates the budget for the center. The
Director of 911 reports to the City Manager
and the Assistant Director oversees the daily
operations of the center.
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 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 is
comprised of four Supervisors and fourteen
Telecommunicators that work twelve-hour
shifts.
Staffing Summary:
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
E911 Director T 1.0 1.0 1.0 1.0
Assistant Director L 1.0 1.0 1.0 1.0
Administrative Secretary C 1.0 1.0 1.0 1.0
Database Administrator C 1.0 1.0 1.0 1.0
Supervisor G, H 3.0 3.0 4.0 4.0
Assistant Supervisor 3.0 3.0 - -
Tele-communicator F 12.0 12.0 14.0 14.0
TOTAL 22.0 22.0 22.0 22.0
Page | 46 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Fund Narrative: E911
FY2018 Highlights:
Through an audit of the 911 telephone
monthly land line fee ($2.50 per line) it
was discovered that several providers
were not accurately reporting, collecting,
and paying the City of Paducah monies
owed. Completion of the audit resulted
in a lump-sum collection in excess of
$62,000 from several providers, and will
affect future revenue for many years.
Phase I Upgrade of Paducah 911
includes CAD, Telephony, and related
equipment. Through grant submissions,
Request for Proposals (RFP),
negotiations, and process management,
the path for installation and completion
of Phase I Upgrade was created.
o Telephony: A grant for a 911 CPE
hosted solution in the amount of
$175,000 was received from the
Kentucky 911 Services Board. The
selected vendors are Airbus and
AT&T with complete installation by
early summer of 2018.
o Logging Recorder: This is an
essential piece of equipment that
supports the Telephony and Radio
platform, as it records all audio
transmissions and telephone calls.
Through an RFP process, the
contract was awarded to Equature,
with complete installation by early
summer of 2018.
o Workstation: Through an RFP
process, the contract was award to
Xybix for a workstation that would
be able to support the installation of
Phase I equipment with complete
installation by early summer of 2018.
o Computer Assisted Dispatch
(CAD): This is extremely essential
and the largest financial component
of the Phase I Upgrade. Through an
RFP process, the contract was
awarded to Tyler Technologies.
Installation begins early summer of
2018 with an anticipated completion
time of 12 months.
All agencies served by Paducah 911
were surveyed to help gauge the quality
of the Paducah 911 service. This is an
annual survey and made available to the
public via the City of Paducah website at
paducahky.gov.
FY2019 Goals:
The E911 Department identified and defined the following three goal areas for FY19. Public
Safety and Leadership are perpetual agency goals with Infrastructure being a continuous goal
that will eventually be realized. To accomplish the Infrastructure replacement requires the
project to cross future fiscal year budget lines.
Infrastructure: This goal has two parts.
First, is to replace all 3 components of
the 911 center operating system (Radio,
Telephone, and Computer Aided
Dispatch). Each component is
antiquated and at or beyond end of life.
Obtaining parts and service is a
challenge and all options to maintain the
system will eventually be exhausted.
This will create inability to meet the
emergency service communication needs
of our community. Second, is to
maintain compliance with all current and
expected Federal and State mandates.
This will also develop a platform for the
Next Generation 911 interoperability
system.
Page | 47 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Public Safety: Training is paramount to
provide the best service possible. Our
agency is divided into 4 platoons. Each
platoon has a Supervisor responsible for
the service provided by the
Telecommunicators under their
command. Our focus is to maintain and
advance the level of training for
Supervisors and Telecommunicators
when possible. This creates strong
leaders in our supervision staff and
proficient Telecommunicators. As a
result, the agencies we serve are able to
confidently and safely respond to
emergencies in our community.
Leadership: Strong leadership is the
foundation for the success of any
organization. With open
communication, employee valuation,
recognition, supervisor empowerment
and training, the culture can be
developed and strengthened. Employee
satisfaction is always a focus, as
employees make it possible for the need
of leadership. Through Leadership, we
can develop and strengthen the
foundation of our newly formed City
department.
E911 Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Taxes $618,767 $761,962 $710,000 $820,000
Grants $374,120 $399,836 $481,800 $540,000
Charges for Service 0 $27,297 $28,000 $28,000
Interest Income $785 $1,821 $900 $3,000
Other Fees $5 0 0 0
Interfund Transfers
General Fund $470,142 $436,126 $567,990 $679,395
Total Revenue $1,463,820 $1,627,042 $1,788,690 $2,070,395
Expenditures
Personal Services $1,138,288 $1,319,801 $1,443,690 $1,521,920
Contractual Services $140,762 $99,032 $130,640 $127,485
Commodities $173,723 $172,570 $189,860 $205,780
Capital Outlay $11,046 0 $5,000 0
Interfund Transfers 0 $7,500 $17,500 $146,645
Total Expenditures $1,463,819 $1,598,903 $1,786,690 $2,001,830
Page | 48 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Court Awards
Fund Description
At the conclusion of successful prosecutions of criminal investigations, the court system in
Kentucky awards law enforcement agencies money and property that was seized. These assets
are then used by the agency toward other investigations; in effect, using criminals’ cash to
investigate other criminals. Historically, The Paducah Police Department has used its Court
Awards Fund to finance drug investigations through payments to confidential informants and as
“buy” money. Funds have also been used to purchase in-car computers and other investigative
tools.
Fund Narrative
The Court Awards Fund balance is very fluid; money seized by law enforcement agencies is in
“suspense” until it is released to the agency by the courts, which happens at various times during
the year. On average, more than half of the available balance is in “suspense” at any given time.
The money is used by the department, according to federal guidelines and restrictions, to
purchase drugs, pay informants and conduct other criminal investigations. Federal regulations
prevent this money from being used to supplant General Fund dollars and all purchases must
receive approval from the Chief of Police before being completed.
Court Awards Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Fines $29,232 $18,441 $25,000 $25,000
Interest Income $1,147 $1,213 $1,200 $2,000
Total Revenue $30,379 $19,654 $26,200 $27,000
Expenditures
Contractual Services $14,233 $30,597 $30,750 $35,750
Commodities 0 $5,220 $2,000 0
Capital Outlay $13,785 0 0 $5,000
Total Expenditures $28,018 $35,817 $32,750 $40,750
Page | 49 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
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 of Paducah considers debt financing for major, non-recurring items, which are typically
capital in nature. The Debt Service Fund currently accounts for the activity nearly a dozen
notes/bond issues outstanding as of June 30, 2018. Final maturity dates on these debt issues
range from FY2024 to FY2039. The primary funding source for debt service payments is the
Investment Fund, although there are also other income sources including County Transient
Room Taxes and rental income as well.
Pursuant to §158 of the Kentucky Constitution, the City shall not incur net general obligation
indebtedness to an amount exceeding 10% of the value of taxable property within the City as
estimated by the last certified assessment previous to the incurring of the indebtedness. The
City’s current debt limit is $244,792,901. The City’s projected net general obligation
indebtedness of $31 million at June 30, 2018 is well within this limit.
In addition, per Administrative Policy FIN-27, the annual debt service requirement, which
includes principal and interest, shall not exceed 10% of General Fund revenues. For FY2019,
the City’s net debt service payments ($3.8 million gross, less $1 million provided by other
funding sources) will be approximately 7.8% of General Fund revenues. The table below
illustrates the City’s portion of debt service payments over the last few years.
$2.982 $3.053 $3.192
$3.754
$2.057 $2.127 $2.165
$2.729
$0.0
$1.0
$2.0
$3.0
$4.0
2016 2017 2018 2019Millions City's Share Versus
Total Debt Service Payments - $
Total Debt Service City's Share
Page | 50 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
For FY2019, the City is likely to issue the following debt:
Purpose Amount Debt Service Funding Source
Riverfront development $1.14 million Investment Fund
Floodwall pump rehab #2 – KIA $3.31 million Investment Fund
Floodwall pump rehab #2 – KIA (forgivable) $1.30 million Investment Fund
E911Telephony/CAD equipment $1.77 million E911 Fund
Total $7.52 million
Debt Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Licenses & Permits $583,318 $584,718 $686,430 $685,095
Property Rent & Sales $289,005 $288,995 $289,000 $289,000
Charges for Service $52,387 $52,055 $51,535 $50,830
Interfund Transfers
General Fund $589,733 $743,366 $497,495 $502,775
E911 0 0 0 $146,645
Investment Fund $1,567,430 $1,634,145 $1,750,620 $2,094,985
Total Revenue $3,081,873 $3,303,278 $3,275,080 $3,769,330
Expenditures
Contractual Services $1,500 $2,000 $2,000 $2,000
Agent Fees KLC $42,623 $12,648 $12,520 $12,000
2001 Series $583,318 $584,718 $584,820 $578,570
2003 Series $183,997 $217,178 $225,125 $228,660
2004 Series $393,775 $393,104 $392,065 $390,660
2005 PFPF $489,733 $493,366 $493,170 $487,775
2009 KLC $129,613 $174,299 $183,530 $184,330
2009 KACO $202,228 $202,278 $202,105 $192,715
2010 Series $449,998 $446,150 $447,150 $452,850
2011 Margaret Hank $25,000 $50,000 $50,000 0
Murray State University $175,000 $175,000 $175,005 $175,005
2013 Series $306,584 $304,537 $301,805 $303,100
2017 CFSB 0 0 $101,620 $106,525
2018A Series 0 0 $23,270 $116,920
2018B Series 0 0 $21,895 $178,575
2018C Series 0 0 $59,000 $146,645
2018D Series 0 0 0 $200,000
Total Expenditures $2,983,369 $3,055,278 $3,275,080 $3,756,330
Page | 51 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
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), bond proceeds, or
grants/endowments. Most of the appropriations included in the Capital Improvement Fund are
derived from the City’s 5-year Capital Improvement Plan, which is continually reviewed and
updated.
Funded Capital Project List – FY2019
Project Name FY2019 Budget
Expenditures
City-Wide Software Upgrade (partial)(EQ0022) $250,000
Lien Recovery/Foreclosures (MR0010) $75,000
General Facility Maintenance (PF0070) $250,000
Floodwall Project * $1,500,000
Downtown Incentive Programs:
Upper Story Living (DT0033) $80,000
Façade Grant (DT0035) $10,000
Roof Stabilization (DT0030) $50,000
Wayfinding Signs (DT0045) $8,400
Downtown Business Grant (DT0038) $15,000
TIF (DT0044) $120,000
Community Outreach Programs $95,100
Park Master Plan Update and Accreditation $135,000
Bike Plan $80,000
Health Park: Rotary Grant Match (CD0083) $60,000
Neighborhood: Fountain Avenue (CD0040) $40,000
Total 2019 Expenditures $2,768,500
*$4.5m budgeted in FY2018
Page | 52 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Capital Improvements Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Grants $7,509,619 $5,502,305 $2,104,531 0
Property Rent & Sales $42,962 $12,076 $157,832 0
Charges for Service $11,136 $12,814 $12,006 0
Other $362,701 $582,677 $4,235,932 1,100,000
Interfund Transfers
General Fund $2,338,569 $1,364,725 $509,285 0
Investment Fund $1,682,430 $1,610,000 $1,504,320 $1,268,500
E911 Fund 0 $7,500 $17,500 0
Capital Projects Fund $150,916 $1,946,519 $116,707 0
Bond Fund $1,274,360 $1,334,592 $2,783,503 0
Solid Waste Fund 0 $2,000,000 0 0
Total Revenue $13,372,693 $14,373,208 $11,441,616 $2,368,500
Expenditures
General Government 0 $712,900 $1,090,425 $250,000
Finance $13,305,922 $358,128 $7 0
Information Technology 0 0 $400,855 0
Planning 0 $1,068,644 $1,905,230 $498,500
Police 0 $477 $216,993 0
Fire 0 $186,450 $262,608 $75,000
Engineering/Public Works 0 $7,174,672 $11,011,659 $1,750,000
Parks 0 $491,253 $2,001,684 $195,000
Interfund Transfers 0 0 0 0
General Fund $106,687 $44,488 $12,900 0
Rental Fund 0 $25,000 0 0
MAP Fund 0 $18,302 $3 0
Investment Fund 0 $38,519 $1 0
Capital Projects Fund $150,916 $1,946,519 $116,712 0
Total Expenditures $13,563,525 $12,065,352 $17,019,077 $2,768,500
Page | 53 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Bond Fund
Fund Description
The Bond Fund accounts for all manner of financial transactions associated with bond proceeds.
Most bond proceeds are eventually transferred to capital projects within the Capital
Improvements Fund.
Fund Narrative
For FY2019 it is likely the City will issue the following debt:
Purpose Amount Debt Service Funding Source
Riverfront development $1.14 million Investment Fund
Floodwall pump rehab #2 – KIA $3.31 million Investment Fund
Floodwall pump rehab #2 – KIA (forgivable) $1.30 million Investment Fund
E911Telephony/CAD equipment $1.77 million E911 Fund
Total $7.52 million
Bond Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Bond Proceeds 0 $3,000,000 $4,583,500 $2,910,000
Interest Income $5,315 $5,737 0 $5,000
Total Revenue $5,315 $3,005,737 $4,583,500 $2,915,000
Expenditures
Contractual Services 0 $138,900 $1,526,500 $1,305,400
Debt Service 0 0 0 $126,500
Interfund Transfers
Capital Projects Fund $1,274,360 $1,334,592 $4,583,500 $2,783,500
Total Expenditures $1,274,360 $1,473,492 $6,110,000 $4,215,400
Page | 54 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Rental Property Fund
Fund Description
The purpose of the Rental Property Fund is to capture all manner of financial transactions
associated with property that is owned but not occupied by the City of Paducah. These buildings
include:
Seaman’s Church Institute/River Heritage Museum/Maiden Alley Cinema
Market House Theater/Market House Museum/Yeiser
Probation & Parole Building
Paducah Railroad Museum
W.C. Young Community Center
Oscar Cross Boys & Girls Club, Park Avenue location
Fund Narrative
On a lease by lease basis the Engineering-Public Works Department acting as landlord continues
to monitor, assess and in some cases may have maintenance responsibilities that become
necessary to sustain the viability of these city owned assets.
Facility Maintenance Division of EPW oversaw completion of the following:
Replaced roof of the Seaman’s Church Institute
Made repairs to River Heritage Museum roof and building
Made repairs to Maiden Alley Cinema that included sealing exterior masonry walls
Replaced A/C unit at W.C. Young Community Center
Replaced A/C units at Market House Theatre
Objectives for FY 2019
Continue to maintain quality rental property
Monitor and address any roofing concerns associated with City leased properties
Rental Property Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Property Rent & Sales $134,916 $134,916 $132,220 $132,200
Interfund Transfers
General Fund $24,787 $22,223 0 0
Capital Projects Fund 0 $25,000 0 0
Total Revenue $159,703 $182,139 $132,220 $132,200
Expenditures
Contractual Services $13,659 $14,534 $15,115 $14,620
Commodities $51,437 $76,419 $117,105 $117,580
Interfund Transfers
General Fund $93,718 $90,654 0 0
Total Expenditures $158,814 $181,608 $132,220 $132,200
Page | 55 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Radio Depreciation & Operation Fund
Fund Description
The Radio Depreciation/Operation Fund was established in FY2001 for the purpose of capturing
all manner of financial transactions associated with the City’s 800 MHz radio system.
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.
Radio Depreciation Fund Statement of Revenue and Expenditures:
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Property Rent & Sales $124,163 $108,990 $111,940 $120,640
Interest Income $4,542 $5,769 $2,000 $10,000
Interfund Transfers
General Fund $38,114 0 0 0
Total Revenue $166,820 $114,759 $113,940 $130,640
Expenditures
Contractual Services $35,296 $42,050 $33,420 $18,700
Commodities $820 0 0 $20,000
Capital Outlay $15,146 0 0 0
Total Expenditures $51,261 $42,050 $33,420 $38,700
City of
Paducah, 375
Utility
Companies,
35
Airport, 21
Other, 52
800 MHz Radio Units
Page | 56 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
ENTERPRISE FUNDS
Enterprise Funds are financed and operated in a manner
similar to private business enterprises where the intent of the
governing body is that the costs of providing goods and
services to the general public on a continuing basis be
financed or recovered primarily through user charges. The
City utilizes four enterprise funds: Solid Waste Fund,
Transient Boat Dock, Civic Center Fund, and Section 8 Fund.
Page | 57 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Solid Waste Division
Division Mission
The Engineering-Public Works, Solid Waste
Division is dedicated to serving the citizens
of Paducah by providing reliable quality
solid waste collections and voluntary
recycling opportunities for the residents and
commercial businesses served within the
City of Paducah. The Solid Waste
Division’s mission is to provide the best
weekly solid waste collections for
approximately 11,500 City customers,
approximately 900 commercial businesses
with multiple weekly collections, and to
provide a composting facility that serves all
of McCracken County.
Administration:
This division supervises, directs,
administers, and manages the resources of
all solid waste funds. It ensures that solid
waste collection and disposal systems are
provided for the customers in an efficient,
effective, and economical manner, at or
below competitive market rates, and adheres
to state and federal regulations.
Administration maintains an inventory of all
rollouts and dumpsters. The annual Spring
Clean-up Day for Paducah and McCracken
County residents is organized and managed
by this division. Administration also works
with the Compost Facility to improve its
operations and offer a high quality
composted bio-solids product.
Residential Collection:
The Residential Collection division provides
collection and disposal of solid waste for the
residential and commercial roll-out
customers. 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. The
division maintains an inventory of all
rollouts and manages their repair and
replacement on an as needed basis.
Commercial Collection:
The Commercial Collection division is
responsible for the collection and disposal of
commercial solid waste materials contained
in dumpsters varying in size from 2 cubic
yards to 8 cubic yards. Our commercial
customers may require service ranging from
once per week to as many as six times per
week. This division maintains an inventory
of all dumpsters and manages their repair
and replacement on an as needed basis.
Bulk, Brush, & Leaf:
This division of Solid Waste provides
collection of separated green waste to
include tree limbs, bagged grass clippings,
bagged leaves, and brush. This division also
provides by separate fee the collection and
disposal of bulk goods that are not of solid
waste or green nature that may include the
disposal of household furniture and goods.
Compost and Yard Debris Recycling:
The City of Paducah’s compost facility was
the very first of its kind within the state of
Kentucky. This facility is located on North
8th Street provides composting programs to
meet federal and state targeted goals of 25%
reduction in the solid waste stream. This
facility operates a bio solids composting
facility by combining yard waste collected
with bio solids from the Paducah
McCracken Co. Joint Sewer Agency
wastewater treatment plant to produce an
enriched soil amendment. Having been
created in the mid 1990’s, the Paducah
composting facility has been the model used
by several other communities to initiate their
own composting facilities.
Page | 58 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Department Narrative: Solid Waste
FY2018 Highlights:
Initiated Voluntary Curbside Recycling
for residential customers
Hired Compost Supervisor to replace
retiring employee
Compost Supervisor and Operator
attended compost Licensing Training &
Testing
Maintain regulatory compliance in
association with the City of Paducah’s
composting facility;
Replaced all rollouts used for Events
with high visibility yellow rollouts
Ongoing tracking of all serial numbers
on rollouts and dumpsters to better serve
customer base;
Maintained and continued verifying all
account charges match the services
provided;
Maintained replacement priority system
for commercial dumpsters;
Ongoing investigation to enhance
customer service and improved
collection efficiencies for all services;
FY2019 Goals:
Vigorously pursue efficiencies to improve
the solid waste collection services
Continue to improve the compost product
available to the public
Page | 59 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Staffing Summary: Solid Waste/Engineering/Public Works
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Administration
City Engineer /Pub.Wks. Director* Z 0.2 0.2 0.2 0.2
Assistant EPW Director** T - 0.5 0.5 0.5
EPW Operations Manager O 0.2 - - -
Solid Waste Superintendent N 1.0 1.0 - -
Solid Waste Supervisor L 1.0 1.0 2.0 2.0
Administrative Assistant III D 1.0 1.0 1.5 1.5
Residential Collection
Laborer C 7.0 6.0 6.0 3.0
Truck Driver C 6.0 6.0 6.0 9.0
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 2.0
Laborer C - 1.0 1.0 1.0
Bulk, Brush, & Leaf
Right-of-way Maintenance C 3.0 3.0 3.0 2.0
TOTAL 25.40 25.70 26.20 26.20
**Assistant EPW Director position added FY2017 with 25% in both Streets and Facility Maintenance in the General Fund and 50% in the Solid Waste Fund
Solid Waste Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Grants $60,070 $58,402 $35,000 $39,000
Property Rent & Sales $78,802 $267,409 $50,000 $5,000
Charges for Services $4,520,084 $4,567,392 $4,523,500 $4,500,940
Interest Income $30,255 $37,605 $30,000 $48,000
Other Fees $2,466 $49,655 $3,000 $5,000
Total Revenue $4,691,677 $4,980,463 $4,641,500 $4,597,940
Expenditures
Administration $793,402 $851,709 $973,102 $994,980
Residential Collection $1,418,004 $1,250,326 $1,812,330 $1,595,260
Commercial Collection $959,084 $1,087,649 $1,495,125 $1,232,110
Compost $362,026 $465,932 $611,088 $778,415
Bulk, Brush & Leaf $237,094 $143,562 $630,165 $387,320
Landfill 0 $56,434 $60,000 $60,000
Recycling 0 0 $311,850 $175,000
Interfund Transfers $285,866 $2,372,292 $427,220 $623,210
Total Expenditures* $4,055,476 $6,227,904 $6,320,880 $5,846,295
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year.
Page | 60 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Transient Boat Dock
Fund Description
The function of the Paducah Riverfront Transient Dock is to provide a mooring facility for
transient boaters and visitors to our community. The dock will provide fueling services, sanitary
pump-outs, and overnight docking with electric service. Parks & Recreation is responsible for
overseeing the reservations and operation of the Transient Dock. Engineering and Public Works
will oversee transition operations during periods of Ohio River flooding.
FY2018 Highlights:
Opened Fall of 2017
FY2019 Goals:
Kick off a full year of operations
Transient Boat Dock Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Rental Income 0 0 $13,180 $40,000
Interest on Checking 0 $5 0 $100
Sales 0 0 $20,750 $95,000
Permits & Fees 0 0 0 $7,500
Interfund Transfers
General Fund 0 $5,000 $15,000 0
Total Revenue 0 $5,005 $48,930 $142,600
Expenditures
Personal Services 0 0 $4,790 $19,430
Contractual Services 0 $38 $15,410 $22,960
Commodities 0 $993 $53,730 $99,390
Total Expenditures 0 $1,031 $73,930 $141,780
Page | 61 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Civic Center Fund
Fund Description
The main function of the Robert Cherry Civic Center is to provide rental services at a
competitive rate. Paducah Parks & Recreation is responsible for overseeing the rentals at the
Robert Cherry Civic Center. Paducah Parks & Recreation 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.
FY2019 Goals:
Increase rental revenue
Repair/Rebuild stage in Assembly Room
Replace emergency exit door nearest the large parking lot.
Civic Center Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Rental Income $40,148 $36,725 $44,000 $42,000
Interfund Transfers
General Fund $24,418 $45,623 $48,780 $57,250
Investment Fund $78,000 0 0 0
Total Revenue $142,566 $82,348 $92,780 $99,250
Expenditures
Contractual Services $22,042 $18,949 $111,815 $27,950
Commodities $42,394 $63,502 $58,965 $71,300
Depreciation $10,021 $10,021 $10,025 $10,025
Total Expenditures $74,457 $92,472 $180,805 $109,275
Page | 62 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Section 8 Fund
Fund Description
Section 8 Housing is a federally funded, assisted housing choice program through the U.S.
Department of Housing and Urban Development (HUD) that provides housing assistance to low-
income, elderly and disabled families in Paducah/McCracken County by subsidizing a portion of
the family’s monthly rent of privately-owned housing units. 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 and participates in the
HUD-VASH program which assists homeless veterans. As part of the initial certification and
recertification process, Section 8 performs Housing Quality Standard Inspections.
FY2018 Highlights:
Received Certificate of Management
Performance of Excellence and HUD
SEMAP Certification from HUD
393 families are being assisted by the
City of Paducah Section 8 Housing
Choice Voucher Program
15 veterans and their families are housed
under the HUD-VASH program
FY2019 Goals:
Secure paperless workflow technology
to increase operational efficiency
Assist residents in gaining access to
education, employment, and
homeownership opportunities
Increase the number of affordable
housing units available to citizens of
McCracken County
Staffing Summary: Section 8 Fund
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Section 8
Section 8 Program Admin. P 1.0 1.0 1.0 1.0
Housing Specialist H 2.0 2.0 2.0 1.0
Planner I 0 0 0 1.0
TOTAL 3.0 3.0 3.0 3.0
Section 8 Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Grants $257,033 $264,226 $277,925 $195,335
Total Revenue $257,033 $264,226 $277,925 $195,335
Personal Services $228,663 $232,678 $216,990 $135,945
Contractual Services $18,468 $19,188 $42,865 $37,690
Commodities $8,794 $11,565 $18,070 $15,685
Capital Outlay $1109 $795 0 0
Total Expenditures $257,034 $264,226 $277,925 $189,320
Page | 63 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
INTERNAL SERVICE FUNDS
Internal Service Funds are used to accumulate and
allocate costs internally among the City’s various
functions. The City utilizes four internal service funds:
Fleet Maintenance Fund, Fleet Lease Fund, Insurance
Fund, and Health Insurance Fund.
Page | 64 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Fleet Maintenance Fund
Division Mission
The Engineering-Public Works, Fleet Maintenance Division, strives to establish efficient and
effective delivery of City fleet services by providing customers with safe, reliable, economical,
and environmentally sound transportation and related support services. These services are
responsive to the needs of the various city departments, and maximize vehicle value and
equipment investment. This division maintains and repairs all manners of City vehicles and
outside service to Concord Fire Department. This division has sole authority and responsibility
for the management (including acquisition and disposal of) all rolling stock and equipment
owned by the City of Paducah.
Staffing Summary: Fleet Maintenance Fund
Grade
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Fleet Maintenance
EPW Fleet/Maintenance Superint. O 0.5 0.5 0.5 0.5
EPW Fleet Supervisor L 1.0 1.0 1.0 1.0
Administrative Assistant III D 1.0 1.0 1.0 1.0
Fleet Mechanic II I 4.0 4.0 4.0 4.0
TOTAL 6.5 6.5 6.5 6.5
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Division Narrative: Fleet Maintenance
FY 2018 Highlights:
Procured, prepared and put into service
the following:
o 10 Police SUVs
o 2 Refuse collection vehicles
o 2 Truck Mounted Leaf Vacs
o 4 Parks Dept. Pickup Trucks
o 2 Fire Dept. Vehicles
o 4 ZTR Mowers
o 2 Tractor Cabs
o 2 Dump Trucks w/Snowplow and
Salt Box
o 1 Fire Dept. Ladder Truck
Mechanics completed more than 1100
service tickets;
2 Mechanics obtained EVT certification
to provide the best possible service for
fire truck maintenance and repair
Maintained efficient parts inventory
supply chain and record retention
system;
Continue to provide maintenance and
repair services to Concord Fire
Department (providing the opportunity
for outside services to contribute to the
cost effectiveness of Fleet Dept.)
FY2019 Goals:
Fleet Maintenance Procurement and Service: Providing up to date equipment and vehicles
meeting the specialized needs of each department with special emphasis on the necessity of fiscal
responsibility. Maintain an educated and enthusiastic staff to meet the maintenance and service
needs of the City fleet.
Fleet Maintenance Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Property Rent & Sales $3,440 $14,267 $1,000 $1,000
Interest Income $15 $9 0 0
Internal Service Rev. $345,900 $421,467 $355,000 $407,500
Other Fees $839 $536 $100 0
Interfund Transfers
General Fund $158,159 $164,276 $231,795 $217,960
Total Revenue $508,353 $600,555 $587,895 $626,460
Expenditures
Personal Services $408,653 $471,915 $455,185 $473,410
Contractual Services $36,824 $36,564 $36,540 $28,490
Commodities $49,436 $53,323 $68,170 $68,495
Capital Outlay $5,324 $5,409 $28,000 $28,000
Depreciation $4,861 $5,623 $7,400 $7,400
Total Expenditures $505,098 $572,834 $595,295 $605,795
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Fleet Lease Trust Fund
Fund Description
The Fleet Lease Trust Fund is used to account for all manner of financial activity regarding the
accumulation of funds for, and the purchase of, vehicles and heavy equipment 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. When a new
unit is purchased, a lease amount is calculated by dividing the cost of the unit over its expected
useful life. Each department (lessee) pays the lease amount monthly into the Fleet Lease Trust
Fund. When the unit comes to the end of its useful life and is ready for auction, the funds
accumulated from the lease payments and interest earned provide the funds to replace the unit.
All units included in this fund are owned by the fund itself, not the lessee Department, and Fleet
Maintenance has the sole authority and responsibility for management (including acquisition and
disposal) of Fleet Lease Trust Fund Units. Solid Waste and Fleet Maintenance Fund vehicles are
not included in the Fleet Lease Trust Fund.
Fire, 24
Police, 88
EPW, 76
Parks, 21
Planning, 3
Fleet Lease Vehicle Totals by Department
Total 212
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Fleet Lease Trust Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Property Rent $803,797 $905,200 $976,640 $979,690
Sales $184,882 $70,148 0 $50,000
Interest Income $21,285 $39,742 $33,465 $56,520
Total Revenue $1,009,964 $1,015,090 $1,010,105 $1,086,210
Expenditures
Contractual Services $38,000 $48,000 $48,000 $53,000
Commodities $1,180 $518 $900 $1,000
Capital Outlay $1,393 $6,499 $2,197,400 $1,907,000
Depreciation $730,134 $873,339 $1,012,000 $1,012,000
Total Expenditures $770,707 $928,356 $3,258,300 $2,973,000
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Insurance Fund
Fund Description
The Insurance Fund captures all manner of revenues & expenditures related to liability, workers’
compensation, 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, workers’ compensation insurance,
commercial crime coverage, and all other special lines of coverage.
In FY2007, the City adopted a $5,000 ‘first dollars’ paid deductible program for workers’
compensation insurance policy. Similar deductible programs were set up in FY2007 to address
public officials ($10,000) and law enforcement liability ($25,000) insurance policies. In FY2016,
property damage coverage ‘first dollars’ deductibles were set in place for ($25,000).
Insurance Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Internal Service Revenues $1,098,638 $1,174,263 $1,239,185 $1,277,650
Interfund Transfers
General Fund $95,720 $35,411 $78,000 $125,000
Insurance Fund $0 $40,000 0 0
Interest Income 0 $460 0 0
Total Revenue $1,194,358 $1,250,134 $1,317,185 $1,402,650
Expenditures
Contractual Services $1,140,990 $1,154,139 $1,307,685 $1,396,950
Commodities 0 0 0 $5,700
Interfund Transfers
Insurance Fund 0 $40,000 0 0
Total Expenditures $1,140,990 $1,194,139 $1,307,685 $1,402,650
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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 a third party administrator to assist in managing the health
insurance program. Premiums charged to the employees and the City’s contributions are
reviewed annually and adjusted as necessary to keep the self-funded plan sustainable. Re-
insurance is purchased through this fund to protect it against catastrophic loss. The City cares
about the health of their employees and is committed to supporting wellness. A variety of
wellness activities and preventative programs are also included in this fund.
As an ‘associate agency’, the Joint Sewer Agency (JSA) participates in the City’s health insurance plan.
Paducah Health Insurance Fund’s
Covered Members by Type
CY Emp. E/C E/S Family Total
2018 116 40 31 63 250
2017 122 41 28 59 250
2016 122 40 25 58 245
2015 124 47 31 55 257
2014 120 45 24 58 247
2013 130 43 26 56 255
2012 130 44 28 55 257
2011 130 41 27 53 251
Health Insurance Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Internal Service Revenues $3,938,126 $3,543,002 $3,767,000 $3,795,000
Interest Income 0 $3,807 0 0
Other 0 $351 0 0
Total Revenue $3,938,126 $3,547,160 $3,767,000 $3,795,000
Expenditures
Contractual Services $3,817,090 $3,009,648 $3,767,000 $3,795,000
Total Expenditures $3,817,090 $3,009,648 $3,767,000 $3,795,000
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FIDUCIARY FUNDS
Fiduciary funds are used to account for assets held in trust
by the government for the benefit of individuals or other
entities. The City utilizes two fiduciary funds; Appointive
Employees’ Pension Fund (AEPF) and Police & Fire
Pension Fund (PFPF).
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Appointive Employees’ Pension Fund (AEPF)
Fund Description
The Appointive Employees’ Pension Fund (AEPF) of the City of Paducah was established in
1946. It was authorized by the Kentucky Revised Statues. The fund was put in place to cover all
civil service employees of the City of Paducah except police and fire fighters, which have their
own retirement plan. Starting in 1975, eligible employees voted to migrate into the Kentucky
County Employees Retirement System (CERS) which is administered by the State of Kentucky.
The AEPF plan closed to any new members following the 1975 CERS vote.
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 2 remaining pensioners.
AEPF Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Interest on Checking $44 0 0 0
Interfund Transfers
General Fund $6,599 $21,062 $14,405 $14,475
Total Revenue $6,643 $21,062 $14,405 $14,475
Expenditures
Personal Services $19,856 $13,533 $10,400 $10,375
Contractual Services $7,523 $7,514 $3,980 $4,075
Commodities $19 $19 $25 $25
Total Expenditures $27,398 $21,066 $14,405 $14,475
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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 in 2008,
led to decreased investment earnings and an unfunded liability. An annual transfer from the
General Fund is made to meet the minimum actuarial requirement. There is one active member
and 46 inactive members in this plan as of the date of this report.
PFPF Fund Statement of Revenue and Expenditures
Actual
FY2016
Actual
FY2017
Revised
FY2018
Proposed
FY2019
Revenue
Property Rent & Sales $29,617 $657,159 $350,000 $350,000
Interest Income $135,872 $109,351 $125,025 $120,100
Internal Service Revenues $9,072 $8,075 $10,405 $10,780
Other Fees $3,508 0 0 0
Interfund Transfers
General Fund $412,266 $432,500 $369,750 $359,560
Total Revenue $590,335 $1,207,085 $855,180 $840,440
Expenditures
Personal Services $1,308,290 $1,223,078 $1,199,000 $1,077,000
Contractual Services $46,052 $44,416 $49,460 $48,455
Commodities $370 $370 $380 $400
Total Expenditures $1,354,712 $1,267,864 $1,248,840 $1,125,855
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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:
Strong Local Economy - Regional Center for Four States
Efficient City Government - Quality Services for Citizens
Vital Neighborhoods - Place for People and Businesses
Great Place to Live - A Fun City to Enjoy
Restored Historic Downtown, Lower Town, Riverfront - A Community Focal Point
Government Structure and Partner Agencies
Paducah operates under a City Manager Plan form of government as outlined in Kentucky
Revised Statutes (KRS) 83A.150. The Paducah Board of Commissioners is made up of the
Mayor and four Commissioners elected at large by the citizens on a non-partisan basis. The
Mayor is elected for a four-year term and each Commissioner for a two-year term. The Mayor
and Commissioners have equal voting powers.
The Paducah Board of Commissioners sets the policies that govern the City. The City Manager,
who is appointed by the board, serves as the chief administrative officer. The City Manager is
responsible for the day-to-day operation of the City's approximately 330 full-time employees in
addition to being responsible for preparing the budget, submitting it to the board, and
administering it. Department directors are responsible for their respective departments and
report directly to the City Manager.
The City of Paducah is comprised of ten main departments: Police, Fire, Finance, General
Government, Parks & Recreation, Information Technology, Planning, Engineering-Public
Works, Human Resources, and 911 Communications Services. The 911 Communications
Services Department was added in 2016 following the dissolution of the Paducah-McCracken
County 911 Center agreement. User agencies now contract with the City department for
dispatching services.
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In January 2018 following the resignation of City Manager Jeff Pederson, the Paducah Board of
Commissioners appointed Parks & Recreation Department Director Mark Thompson to serve as
Paducah’s Interim City Manager. In February 2018, the Board approved a contract with
Strategic Government Resources, an executive search firm, for the recruitment of the next City
Manager with the recruitment process underway.
The Paducah Board of Commissioners also appoints various boards, commissions, and advisory
groups that oversee quasi-governmental agencies and/or help in the decision-making process.
Paducah Water, Paducah Power System, and the Paducah-McCracken County Joint Sewer
Agency are separate agencies that operate under boards appointed by the elected officials. Other
utilities in Paducah including Atmos Energy and Jackson Purchase Electric operate privately.
An independent board of directors, the Paducah-McCracken County Convention Center
Corporation (PMCCC), oversees two convention center facilities and the dome pavilion in
downtown Paducah. Board members are appointed by Paducah’s Mayor and the McCracken
County Judge-Executive. The Julian Carroll Convention Center, which was renovated in 2009
and is receiving additional upgrades, encompasses more than 65,000 square feet of convention
space. Attached to the Convention Center is the Bill and Meredith Schroeder Expo Center
providing an additional 45,000 square feet. The 37,800 square feet of convention space inside
the inflatable dome pavilion is now under the ownership of the PMCCC so that it can be
marketed alongside the Convention Center and Expo Center.
Community Overview
Paducah is the only incorporated
community in McCracken County,
Kentucky. With a county population of
more than 65,000 people, approximately
25,000 of the population resides within
Paducah’s city limits. However, since
Paducah is the economic, educational,
medical, and cultural hub of the region,
daytime population can often swell to
more than 100,000 people. This
daytime population places a stress on
the local services including police, fire,
and E911 response.
Paducah is located in western Kentucky
and can be reached by five exits along I-24, 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.
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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 which leads to stress on the City’s
aging storm water drainage system. However, the soil is fertile, and agriculture sustains the
surrounding region with corn, soybeans, and wheat as the dominant crops. Paducah’s inland
location tends to produce a large seasonal temperature range with highly variable weather. The
mean temperature is 57.9 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 precipitation. On average, Paducah
receives 49 inches of precipitation with an average of nine inches of snow.
History
Paducah’s heritage is reflected in 19th century
architecture and a number of museums and historic
markers. Paducah, originally known as Pekin, was
settled around 1815. Settlers were attracted to its
location at the confluence of the Ohio and Tennessee
Rivers. In 1827, William Clark, Superintendent of
Indian Affairs for the Mississippi-Missouri region,
arrived in Pekin with a title deed issued by the
United States Supreme Court to the land he now
owned. The town was then platted and named in
honor of the Padouca Indians. Paducah was
incorporated in 1830 and chartered in 1856.
Paducah thrived in the 19th century due to its port and dry dock facilities and factories. However,
the extreme fluctuation of the Ohio River led to several floods with the most notable in 1937. As
a result, the United States Army Corps of Engineers constructed a 12-mile concrete and earthen
floodwall to protect Paducah. The floodwall continues to protect the city and has become a
tourist attraction due to its beautiful Dafford murals and Greenway Trail. However, many of the
Paducah’s Population Trend
Year Population
2025 (projected) 22,280
2020 (projected) 22,905
2015 (projected) 23,637
2014 (estimated) 24,978
2010 25,024
2000 26,307
1990 27,256
1980 29,315
1970 31,627
1960 34,479
Sources: U.S. Census Bureau and City of
Paducah Comprehensive Plan
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floodwall’s mechanical components are in need of rehabilitation or replacement. This is a
critical and current project with a significant budgetary impact.
In additional to river and rail industries, Paducah is
called the Atomic City due to an area just outside of
Paducah being selected in 1948 for the development of a
uranium enrichment plant. The plant has been
decommissioned with the facility currently undergoing
significant cleanup. The uranium enrichment plant led to
population growth in Paducah in the mid-19th century.
However, over the past several decades, Paducah’s
population has not experienced significant growth even
with its strategic location.
Economic Overview
The Paducah-McCracken County Labor Shed consists of 11 counties in western Kentucky and
southern Illinois with a population of more than 233,000. Paducah has a mix of commercial,
industrial, cultural, institutional, and hospitality-based businesses. Healthcare and education
services are among the top
employers. The accredited
Paducah Area Chamber of
Commerce is 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.
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.
Assessed Value of Taxable Property
Fiscal Year Real Estate Personal
Property
Commercial Residential
2015 $851,731,625 $751,761,832 $582,368,709
2014 $826,805,152 $743,249,074 $585,142,381
2013 $787,762,105 $731,842,861 $564,154,697
2012 $781,685,815 $685,984,380 $524,400,400
2011 $780,357,859 $670,841,459 $536,894,082
Source: McCracken County Property Valuation Administrator
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Paducah’s Principal Taxpayers – Property Tax (2015)
Taxpayer Assessed Valuation % of Total Assessed
Valuation
Kentucky Oaks Mall $50,900,262 2.25%
Paducah Medical Investors 13,440,090 0.59%
Ducmall LLC 13,119,800 0.58%
Woodstone Enterprises LP 12,429,000 0.55%
Walmart Real Estate Business 10,646,400 0.47%
Paducah Hospitality Partners 9,600,000 0.42%
Sam’s Real Estate Business Trust 9,222,955 0.41%
Computer Services, Inc. 9,083,185 0.40%
Walmart Store 9,000,000 0.40%
USF Propco I LLC 8,156,900 0.36%
TOTALS $145,598,592 6.43%
Source: Property Valuation Administration; Assessed value as of January 1, 2014
Paducah’s Principal Employers (2015)
Employer Employees (1) % of Total Employment (2)
Baptist Health Paducah 1713 6.32%
Lourdes Hospital 1645 6.07%
Walmart 999 3.69%
Paducah Public Schools 598 2.21%
West Kentucky Comm. & Technical College 518 1.91%
City of Paducah 471 1.74%
LYNX Services 421 1.55%
State of Kentucky 347 1.28%
Parkview Convalescent Center 284 1.05%
Computer Services, Inc. 255 0.94%
Paxton Media Group 223 0.82%
TOTALS 7474 27.58%
Sources:
(1) City of Paducah Finance Department Numbers include part time and seasonal employment
(2) State of Kentucky – Office of Employment and Training. Ratio based on employment within
County of McCracken
City of Paducah, KY – Fiscal Year 2018 Budget Book – July 1, 2017 – June 30, 2018
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Economic Indicators for Last Ten Fiscal Years
Fiscal
Year
Population
(1)
Personal
Income (1)
Per Capita
Income (1)
Median
Age (1)
School
Enrollment
(2)
Unemployment
Rate (3)
2014-2015 25,024 $503,179,300 $20,430 41.4 2,843 5.6%
2013-2014 25,024 $503,179,300 $20,430 41.4 3,138 8.2%
2012-2013 25,024 $503,179,300 $20,430 41.4 2,744 8.4%
2011-2012 25,024 $503,179,300 $20,430 41.4 2,682 8.0%
2010-2011 25,024 $503,179,300 $20,430 41.4 2,789 8.7%
2009-2010 26,307 $484,469,019 $18,417 39.9 2,659 8.5%
2008-2009 26,307 $484,469,019 $18,417 39.9 2,774 9.3%
2007-2008 26,307 $484,469,019 $18,417 39.9 2,832 6.1%
2006-2007 26,307 $484,469,019 $18,417 39.9 2,804 5.6%
2005-2006 26,307 $484,469,019 $18,417 39.9 2,834 5.7%
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.
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Over the past several years, the Aspen Institute has recognized WKCTC as a community college
that achieves strong student success. In 2015, Aspen named WKCTC as one of the top three
community colleges in the United States. The college has maintained its recognition with Aspen
and was named a top ten finalist in 2017. 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 Education Overview
QuickFacts Paducah Kentucky
Population (estimated, July 1, 2014) 24,978 4,413,457
Population (2010 Census) 25,024 4,339,367
Percent Change (2010 to 2014) -0.18% 1.70%
Persons under 5 years, percent, 2010 6.3% 6.5%
Persons under 18 years, percent, 2010 21.8% 23.6%
Persons 65 years and over, percent, 2010 18.2% 13.3%
Female persons, percent, 2010 54.0% 50.8%
White alone, percent, 2010 71.0% 87.8%
Black or African American alone, percent, 2010 23.7% 7.8%
American Indian and Alaska Native alone, percent, 2010 0.2% 0.2%
Asian alone, percent, 2010 1.0% 1.1%
Native Hawaiian and Other Pacific Islander alone, percent, 2010 Z 0.1%
Two or More Races, percent, 2010 3.0% 1.7%
Hispanic or Latino, percent, 2010 2.7% 3.1%
Veterans, 2010-2014 2187 303,167
Foreign born persons, percent, 2010-2014 2.0% 3.4%
Housing units, April 1, 2010 12,851 1,950,382
Owner-occupied housing unit rate, 2010-2014 49.8% 67.7%
Median value of owner-occupied housing units, 2010-2014 $97,500 $121,600
Households, 2010-2014 11,317 1,702,235
Persons per household, 2010-2014 2.11 2.50
Living in same house 1 year ago, percent of persons age 1 year+, 2010-
2014
82.7% 84.7%
Language other than English spoken at home, % of persons age 5 years+ 3.7% 5.0%
High 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 $31,338 $43,342
Per capita income in past 12 months (in 2014 dollars), 2010-2014 $24,938 $23,741
Persons in poverty, percent 24.6% 19.1%
Source: U.S. Census Bureau
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The downtown and adjacent Lower Town
areas of Paducah also are enjoying the growth
of the Paducah School of Art & Design, which
is associated with WKCTC. In 2016, the
school completed the renovation of the
historic property known as the Kitchens
Building, a property bought by the City of
Paducah for the school. The building houses
painting, drawing, photography, design, and
multi-media programs.
The Paducah-McCracken County area is committed to providing scholarship funding for up to
60 credit hours toward higher education at WKCTC. In 2010, the City, County, Rotary Club of
Paducah, and private partners worked together to create the Community Scholarship Program.
The City of Paducah contributes $125,000 annually to the program. Students enroll in the
program in their freshman year of high school. If they meet the performance and behavior
guidelines, the scholarship fund will pay the balance of their tuition not covered by federal, state,
or other grants.
Cultural Community
Paducah is internationally known for its arts and culture, and the City of Paducah provides
financial support to many of the local arts agencies. The local economic impact of tourism is
$190 million in direct expenditures and approximately $300 million in total expenditures.
Paducah is called Quilt City USA® based on the founding of the American Quilter’s Society by
quilt visionaries Bill and Meredith Schroeder. Celebrating its 33rd year in 2017, AQS
QuiltWeek™ 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. Paducah is proud to host the 2017 UNESCO Creative
Cities of Crafts & Folk Art Annual Meeting. In September
2017, Paducah will welcome representatives from 20
UNESCO Creative Cities in 15 countries for the first formally-designated meeting of the Crafts
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& Folk Art sub network. Paducah will be in the spotlight as global leaders share strategies of
incorporating the arts and culture.
Other cultural attractions in downtown Paducah
include the River Discovery Center, a museum
with a pilothouse simulator that celebrates
Paducah’s maritime legacy. Market House
Theatre, which originated in the 1960s, provides
a regular schedule of artistic opportunities for
people of all ages. Within walking distance in
the historic downtown district are the Paducah
Railroad Museum, William Clark Market House
Museum, the Lloyd Tilghman House & Civil
War Museum, Yeiser Art Center, and Maiden
Alley Cinema. One of the biggest downtown
attractions is the Luther F. Carson Four Rivers Performing Arts Center, or simply the Carson
Center. This nearly 98,000 square foot regional facility seats 1806 people in its main hall. The
Carson Center, which opened in 2004, is home to the Paducah Symphony 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.
Construction and Revitalization Projects
In addition to the current rehabilitation and reconstruction projects underway to increase the life
of the floodwall, Paducah is working on several other noteworthy projects.
City Hall: The Paducah Board of Commissioners approved a contract for the first phase of the
City Hall project in January 2018. This approximately $4.2 million contract includes the
rehabilitating and improving of City Hall’s roofing membrane, concrete overhang (canopy),
façade, heating and cooling systems, skylights, windows, and exterior doors. This is a critical
project to extend the life of City Hall which was named to the National Register of Historic
Places in July 2017. Over the years, moisture has seeped into the 1500 ton concrete overhang
causing the rebar within the concrete to rust and deteriorate. The structure also is deflecting, or
sagging, nearly nine inches at its corners. This phase is expected to be completed by the end of
2018 or early 2019. Funds have been identified for the project using a combination of
anticipated historic tax credits, the remaining funds from the City Hall visioning and design
project with RATIO, and reserve funds from the General Fund and Solid Waste Fund.
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Comprehensive Storm Water Master Plan: In March 2017, the City of Paducah moved
forward with the development of the first phase of a Comprehensive Storm Water Master Plan to
identify ten priority flood areas with flood mitigation alternatives. Much of 2017 was devoted to
public engagement, the development of the baseline model that was calibrated using the July 7,
2015 storm event, and the determination of the ten priority flood areas. Phase II of the Master
Plan was approved in March 2018 to develop a program funding strategy. This phase will look
at operation and maintenance costs, the costs for capital projects, the development of a storm
water utility ordinance, and public outreach regarding a potential storm water utility fee.
E911 Equipment: The first phase of the equipment upgrade for the 911 Communications
Services Department began with a request for proposals and 2017 and the approval of contracts
in 2018. This first phase replaces the telephone, logging recorder, and computer aided dispatch
systems in the dispatch center in addition to a replacement of the consoles. The equipment has
reached an end of life status and is in critical need of replacement.
Enterprise Resource Planning: The Enterprise Resource Planning software project, an
integrated software solution which officially kicked off in July 2016 with City departments and
the vendor, Tyler Technologies, successfully launched its first phase that focused on financial
applications in July 2017. A key goal of the software project is to increase efficiency by
reducing paper-based process. In March 2018, departments entered their FY19 budgets directly
into the software for Finance to review instead of submitting their budget in paper form. Also,
Tyler and city departments have been working to launch the next two phases, revenue and codes
& permitting, for the summer and fall of 2018. This is a multi-year phased project as city
departments transition to this new software that will bring efficiencies to city services and
enhancements to customer service and business processes.
Neighborhoods, Downtown, and Parks & Recreation
Neighborhood revitalization is a City of Paducah
priority. When City leaders adopted a plan in 2002
to revitalize Lower Town, the oldest neighborhood
in Paducah, many residents were hesitant since the
plan involved a nationwide invitation to artists.
Paducah invited artists to come to the neighborhood
and restore neglected homes into galleries and living
quarters. Lower Town now is a neighborhood 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, 37 new residential structures have been built with 92 structures seeing
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significant rehabilitation. Of those rehabilitated
homes, 36 of them have had more than $100,000 in
renovations. There has been more than $14.2
million in permitted investment in the Fountain
Avenue Neighborhood. With the Fountain Avenue
Neighborhood Revitalization reaching its
successful end, discussion is underway of the next
phase of neighborhood revitalization and
empowerment.
Paducah Main Street, a division of the Paducah Planning Department, strives to revitalize the
downtown area, promote the variety of businesses and restaurants in the district, and develop
exciting events that encourage people to make Paducah’s downtown their destination. Paducah
Main Street is a Nationally Certified 2018 Accredited Kentucky Main Street Community.
Paducah enjoys seeing the new businesses open in the district and provides revitalization
programs that assist the businesses in the district. Programs include façade and beautification
grants, roof stabilization assistance, and upper story residential grants. The energy of the
Downtown Farmers’ Market and the Riverfront Concert Series organized by the Parks &
Recreation Department along with the Music in the Gazebo assist in creating a vibrant and active
downtown.
The City of Paducah is dedicated to providing
an environment for growth and success for its
historic downtown. A welcome addition to the
downtown is the 123-room Holiday Inn
Paducah Riverfront adjacent to the Julian
Carroll Convention Center. This hotel opened
in the summer of 2017.
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 and
the complete renovation of the six tennis courts. In 2017, the riverfront park, revetment, and
transient dock for the Riverfront Redevelopment Project was completed in addition to, the first
phase of the six-acre Pat & Jim Brockenborough Rotary Health Park. The engineering design
and bid process for the next two phases of the Greenway Trail are in store for 2018 and 2019
which will extend the Greenway Trail from Campbell Street along the riverfront to Jefferson
Street.
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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. Since the development of the Parks Master
Plan, Paducah has added numerous recreational facilities including 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, amphitheater, swimming pool, and two phases of the stabilization of
the bank of the Noble Park Lake.
In addition to the parades and other special
events organized though the Parks & Recreation
Department, the City of Paducah also supports
numerous annual festivals through either cash or
in-kind support including the Dogwood Trail,
AQS QuiltWeek™, the Lower Town Arts &
Music Festival, the Dragon Boat Festival, and
Barbecue on the River.
Engaging with Citizens
National Citizen Survey: In 2013, 2016, and in 2018, the City of Paducah contracted with the
National Research Center to conduct surveys of randomly selected households using the National
Citizen Survey. The third survey will be completed in the summer of 2018 which will provide
more information about the community’s perspective regarding the City’s services including
benchmarking data and trend lines.
Voice of the People Award: Paducah was honored in October 2017 to receive the Voice of the
People Award for Transformation in Recreation and Wellness. This award which was presented
by the National Research Center and the International City/County Management Association
(ICMA) recognized Paducah for its survey results. Compared with all of the communities that
participated in the 2016 surveys, Paducah residents reported the highest levels of improvement in
the category of Recreation and Wellness. According to the NRC, this competitive award is given
only to top performing jurisdictions that best listen and act for the benefit their communities.
Curbside Recycling Program: The City used the data collected from the National Citizen
Survey in the development of its curbside recycling program, specifically related to the interest
in the program.
Paducah Citizens’ Academy: The second annual Paducah Citizens’ Academy was held March
through May 2018. This program is modeled after the highly successful Citizens’ Academy
organized through the Paducah Police Department. Over an eight week period, approximately
two dozen citizens learned about the operations of Paducah’s departments and participated in
educational activities.
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The Budget Process
February 6, 2018– Personal services population for FY2019 verified
February 15, 2018– Payroll cost projections finalized for personal services
March 2, 2018– Budget worksheets to departments with cover memo and instructions
March 26 to 30, 2018– Department budget interviews with Finance Director
April 9 to 13, 2018– Department budget interviews with City Manager
May 14, 2018 – Pre-budget Commission Presentation
May 23, 2018 – Present draft budget proposal to Commission
June 12, 2018 – Introduce 1st reading of budget ordinance
June 26, 2018 – Second reading and adoption of budget ordinance
July 13, 2018 – FY2018 Budget Book posted on City website
February 14, 2018– Finance sends out budget calendar to departments
March 16, 2018– Budget worksheets due back to Finance Department
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Employee Budget Census
FY2015 FY2016 FY2017 FY2018 FY2019
CC Department /
Divisions Adopted Adopted Adopted Adopted Proposed
0102 Mayor &
Commission * 5 5 5 5 5
0103 City Manager 4 4 5 5 4
0104 City Clerk 1 1 1 1 2
0105 Legal 1 1 1 1 1
Total Gen Gov 11 11 12 12 12
0201 Administration 2 2 2 2 2
0202 Accounting &
Budget 4 4 4 4 4
0203 Human Resources 0 0 0 0 0
0205 Revenue 5 5 5 5 5
Total Finance 11 11 11 11 11
0301 PRDA 1 1 0 0 0
0501 Information
Technology 5 5 5 5 6
1201 Administration 3 3 3 3 2.7
1202 Planning 1 1 2 5 6
1203 Grants 2 2 2 0 0
1206 Section 8 3 3 3 3 3.3
1207 Downtown
Development 1 1 1 0 0
Total Planning 10 10 11 11 12
1601 Administrative
Services 4 5 5 6 5
1602 Patrol 60 61 61 59 61
1604 Investigations 23 21 21 22 21
Total Police 87 87 87 87 87
1801 Administration 5 4 4 4 4
1802 Suppression 59 60 60 61 60
1803 Prevention 2 2 11 11 11
1804 Training 1 1 1 1 1
1805 Construction 5 5 0 0 0
1806 Code Enforcement 4 4 0 0 0
Total Fire 76 76 76 77 76
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2201 Administration 0 0 0 0 0
2202 Street Maintenance 21 21 21.25 21.25 21.25
2214 Downtown
Landscape 0 0 0 0 0
2216 Maintenance 12.5 12.5 12.75 12.75 12.75
Total EPW –
Public Works 33.5 33.5 34 34 34
2208 Administration 3.4 3.4 3.7 4.2 4.2
2209 Residential 13 13 12 12 12
2210 Commercial 4 4 4 4 4
2211 Compost &
Recycling 2 2 3 3 4
2212 Bulk Brush 3 3 3 3 2
Total Solid Waste 25.4 25.4 25.7 26.2 26.2
2215 Fleet Maintenance 6.5 6.5 6.5 6.5 6.5
2401 Administration 7 7 7 7 7
2402 Grounds & Cem. 17 17 17 19 19
2409 PUBLIC
SERVICES 1 1 1 1 1
Total Parks
Services 25 25 25 27 27
3011 Human Rights 0 0 0 0 0
3307 Engineering 6.6 6.6 5.8 5.3 5.3
3308 Flood Control 5 5 5 5 5
GIS 0 0 0 0 0
Total EPW -
Engineering 11.6 11.6 10.8 10.3 10.3
3511 Risk/Human
Resources 3 3 4 3 3
4011 E911** 22 22 22
Total Full-Time
Positions 306 306 330 332 333
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Projected
Balance Mid-FY Balance
Debt Issue Issue Date Original Debt @ 6-30-2018 Adjustments Principal Interest Total Other Total @ 6-30-2019
2018D FW PS # 7 & 11 (USACE) #2018-2019 Exempt $2,000,000 $0 $2,000,000 $184,000 $16,000 $200,000 $200,000 I $0 $200,000 $1,816,000
2018C E911 Equipment #2018 Exempt $1,700,000 $1,700,000 $113,335 $33,310 $146,645 $146,645 E $0 $146,645 $1,586,665
2018B Floodwall Pumps #2018 Exempt $3,310,667 $3,310,667 $165,533 $13,036 $178,569 $178,569 I $0 $178,569 $3,145,134
2018A Riverfront Project #2018 Exempt $1,138,000 $1,138,000 $94,800 $22,120 $116,920 $116,920 I $0 $116,920 $1,043,200
2017 CFSB Dome Relocation 2017 Exempt $3,000,000 $2,957,575 $48,205 $58,320 $106,525 B $106,525 $106,525 $2,909,370
2013B Series - TeleTech September, 2013 Taxable $1,285,097 $983,961 $75,285 $32,980 $108,265 $108,265 I $0 $108,265 $908,676
2013B Series - Macco September, 2013 Taxable $1,189,903 $911,039 $69,720 $30,540 $100,260 $100,260 I $0 $100,260 $841,319
2013A Series - Noble Park Pool September, 2013 Exempt $1,120,000 $860,000 $70,000 $24,575 $94,575 $94,575 I $0 $94,575 $790,000
M. H. Facility April, 2011 Exempt $250,000 $0 $0 $0 $0 $0 I $0 $0 $0
2011 MSU Facility Bonds November, 2011 Exempt $2,674,093 $1,991,487 $119,830 $55,175 $175,005 $175,005 I $0 $175,005 $1,871,657
2014A (2010) Series – BABs March, 2010 Exempt $6,645,000 $4,195,000 $325,000 $127,850 $452,850 $452,850 I $0 $452,850 $3,870,000
2009 KACO – Julian Carroll Conv *April, 2009 Exempt $2,500,000 $1,625,287 $140,770 $51,945 $192,715 $192,715 I $0 $192,715 $1,484,517
2016-A1 (2009) Series – KLC March, 2009 Exempt $2,800,000 $1,729,993 $136,330 $55,200 $191,530 $191,530 I $0 $191,530 $1,593,663
2014B (2005) Series – PFPF November, 2005 Taxable $6,100,000 $3,255,000 $410,000 $77,775 $487,775 $487,775 G $0 $487,775 $2,845,000
2011 (2004) Series – Genova (Infiniti) ***May/June, 2004 Taxable $5,000,000 $1,920,000 $320,000 $70,660 $390,660 $50,830 I $339,830 $390,660 $1,600,000
2015-A1 (2003) Series – KLC June, 2003 Exempt $3,500,000 $1,113,317 $202,260 $31,200 $233,460 $233,460 I $0 $233,460 $911,057
2010B (2001) Series – Conv Center **June, 2001 Exempt $9,290,000 $4,065,000 $455,000 $123,568 $578,568 B $578,570 $578,570 $3,610,000
$ 53,502,760 $ 31,756,326 $ 2,000,000 $ 2,930,068 $ 824,254 $ 3,754,322 $ 2,729,399 $ 1,024,925 $ 3,754,324 $ 30,826,258
GF& E911 $634,420
IF $2,094,979
Pmt less source $3
59.4%
9.2%
2.6%
11.8%
72.7%
97.1%
# - Debt issue for anticipated issues in FY2018 or FY2019.
Debt Metrics
Beg Bal versus original debt
Current FY Principal vs. Beg Balance
Current FY Interest vs. Beg Balance
Current FY Princ & Int vs. Beg Balance
City's share of funded debt service
End Bal versus Beg. Balance
*** - Debt service equally shared with McCracken County after Genova rental payments. (refinanced in FY2012)
Outstanding Debt (revised April 19, 2018 )
Projected at Fiscal Year Ending June 30, 2019
Debt Service Payment - FY2019 Funding Source - FY2019
City
* - Debt service equally shared with McCracken County, amount shown is City share only.No te: B e certain the GF & IF values
are pro perly reflected here & in the
FY2 0 19 Debt Service & GF budg ets .
JPerkins 0 4 -19 -2 0 18
** - Funded with County Bed Tax (2%); any balance is split 3-ways between City, County & CVB. (refinanced in FY2011)
Page | 89 C i t y o f P a d u c a h , K Y – F i s c a l Y e a r 2 0 1 9 B u d g e t B o o k
Agency Director/Representative Proposed Adopted
Old Account
Number
AQS - Market Grant Local Match Mary Hammonds 50,000$ 24000401 580720 004-0401-536.80-72
Barkley Regional Airport Authority Richard Roof 110,000$ 24000401 523070 004-0401-536.23-07
Brooks Stadium Commission Dr. Frank Hideg 7,500$ 10002401 523070 001-2401-534.23-07
Civic Beautification Dabney Haugh 2,000$ 10000106 580760 001-0106-511.80-76
Community Scholarship Foundation Debbie Haus, WKCTC 125,000$ 24000401 523070 004-0401-536.23-07
GPEDC, Inc.Scott Darnell 250,000$ 24000401 523070 004-0401-536.23-07
Hotel Metropolitan Betty Dobson 2,500$ 24000401 580590 004-0401-536.80-59
Wall to Wall Ro Morse 18,750$ 24000401 580750 004-0401-536.80-75
Human Rights Commission Dr. Bernice Belt 14,220$ 10003001 001-3011-514
McCracken County - Animal Control/Shelter Judge Robert Leeper 200,000$ 10000106 523160 001-0106-511.23-16
Midtown Alliance of Neighbors (CDC-Operations)Sharon Poat 141,500$ 24000401 580680 004-0402-536.80-68
Midtown Alliance of Neighbors (CDC-Projects)Sharon Poat 100,000$ 24000401 580680
Art School (3 of 3)Debbie Haus, WKCTC 75,000$ 24000401 523070 004-0401-536.23-07
Paducah Band Concert Douglas Van Fleet 3,400$ 10002401 523070 001-2401-534.23-07
Paducah Tilghman Tornado League Football Heather Hamilton 2,000$ 10002401 523070 001-2401-534.23-07
Paducah Transit Authority Arthur Boykin 215,000$ 10000106 580080 001-0106-511.80-08
WKCTC (TV Broadcasting Services)Tom Butler Jr.85,000$ 10002811 523070 001-2811-535.23-07
Paxton Park Danny Mullen 50,000$ 10000106 580110 001-0106-511.80-11
Lower Town Music & Arts Festival 15,000$ 10001202 523070
Maiden Alley (Rivers Edge Film Festival)5,000$ 10001202 539090
Art Consortium:
Luther F. Carson Four Rivers Center, Inc. (FRC)Brian Laczko (Debbie Wattier)59,425$ 24000401 580610 004-0401-536.80-61
Maiden Alley Cinema Landee Bryant 4,835$ 24000401 580710 004-0401-536.80-71
Market House Theatre Michael Cochran 13,735$ 24000401 580600 004-0401-536.80-60
National Quilt Museum Frank Bennett 13,270$ 24000401 580650 004-0401-536.80-65
Paducah Symphony Orchestra, Inc.Daniel Sene 15,460$ 24000401 580550 004-0401-536.80-55
River Discovery Center Julie Harris 4,275$ 24000401 580570 004-0401-536.80-57
Yeiser Art Center Lindsey Maestri 4,000$ 24000401 580330 004-0401-536.80-33
Totals 1,586,870$ -$
NEW Account
Number
CONTRACT SERVICE FUNDING RECOMMENDATIONS - FY2019
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City of Paducah, KY Fleet Acquisition FY2019
Fleet Lease (071)
Dpt Year Make/Model Proj. Cost ($)
Street 2019 Dump Truck $130,000
Street 2019 Pickup 4x4 $29,000
Parks 2019 RTV $15,000
Parks 2019 ZTR Mower $11,000
Parks 2019 ZTR Mower $11,000
Parks 2019 ZTR Mower $11,000
Parks 2019 ¾ Ton Pickup 4x4* $33,000
Parks 2019 ½ Ton Pickup 4x4* $28,000
Parks 2019 ½ Ton Pickup 4x4* $27,000
Parks 2019 ½ Ton Pickup (4 Door)* $29,000
Police 2019 Pursuit Rated SUV $43,000
Police 2019 Pursuit Rated SUV $43,000
Police 2019 Pursuit Rated SUV $43,000
Police 2019 Pursuit Rated SUV $43,000
Police 2019 Pursuit Rated SUV $43,000
Police 2019 Pursuit Rated SUV $43,000
Police 2019 Pursuit Rated SUV $39,000
Fire 2019 Ladder Truck* $1,200,000
All 2019 Contingency for wreck vehicles $86,000
Total for Fleet Lease Trust Fund $1,907,000
Solid Waste (050)
Dpt Year Make/Model Proj. Cost ($)
Bulk Brush & Leaf 2019 Knuckle Boom $170,000
Total for Solid Waste Fund $170,000
Fleet Maintenance (70)
Dpt Year Make/Model Proj. Cost ($)
Fleet Maintenance 2018 ½ Ton Pickup 4x4* $28,000
Total for Fleet Maintenance Fund $28,000
Total for Fleet Acquitision Plan for FY2019 $2,105,000
*These vehicles were appropriated in FY2018 and were not purchased, therefore rolling over to FY2019
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Glossary of Terms
A
Accrual Basis of Accounting – Recognition
of the financial effects of transactions,
events and circumstances in the period(s)
when they occur regardless of when the cash
is received or paid.
Adopted Budget – The budget as modified
and approved by the City Commission. The
adopted budget is authorized by ordinance,
which sets the legal spending limit for the
year.
Appropriation – A legal authorization
granted by a legislative body (City
Commission) to make expenditures and
incur obligation for designated purposes.
B
Bond – A promise to repay borrowed money
on a particular date, including the payment
of a specified dollar amount of interest at
predetermined intervals, often twenty years
in the future.
Budget – A plan of financial operation
embodying an estimate of proposed
expenditures for any given period and the
proposed means of financing them.
C
Capital Improvement Plan – A plan that
assesses capital needs against the City’s
overall goals and objectives, using a multi-
year planning horizon.
Capital Outlays – Expenditures which result
in the acquisition of or addition to fixed
assets which are individually priced at more
than $3,000.
Commodities – A cost category for items
required by departments to conduct their
operations. Examples include utility costs,
fleet charges, fuel, and repair/upkeep.
Comprehensive Annual Financial Report
(CAFR) – The complete annual financial
report of the City that is prepared in
conformity with generally accepted
accounting principles. An independent
auditing firm audits the financial statements
in this annual report.
Contractual Services – The costs related to
services performed by individuals or
businesses. Examples include insurance,
legal, audit, and landfill charges.
D
Debt Service – Payment of interest and
principal on an obligation resulting from
bond sales or lease-purchase agreements.
Department – A major administrative unit of
the City that indicates responsibility for an
operation or group of related operations
within a functional area.
Depreciation – Change in the value of assets
(equipment, buildings, etc. with a useful life
of five years or more) due to use of the
assets.
Division – A specific operation within a
group of related operations or functional
area.
E
Enterprise Fund – A fund established to
account for operations that are financed and
operated in a manner similar to private
business. It is the City’s intent to recover
the costs of providing the service primarily
through user charges.
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Enterprise Resource Planning (ERP) –
Business management software – typically a
suite of integrated applications – that is used
to collect, store, manage and interpret data
from government activities.
Expenditures – Decreases in net financial
resources. Expenditures include current
operating expenses which require the current
or future use of net current assets, debt
service, and capital outlays.
F
Fiduciary Fund – A fund used to account for
assets held in trust by the government for the
benefit of individuals or other entities.
Fixed Assets – Assets of a long-term
character, which are intended to continue to
be held or used, such as land, buildings,
improvements other than buildings,
machinery and equipment.
Full Time Equivalent (FTE) – A position
for an employee working a 40-hour week for
52 weeks a year, i.e., 2,080 annual hours
(2,912 for firefighters).
Fund – A fund is a grouping of related
accounts that is used to maintain control
over segregated resources for specific
activities or objectives.
Fund Balance – The net worth of a fund,
measured by total assets minus total
liabilities. For purposes of reading this
budget document, fund balance is cash.
Fiscal Year (FY) – A 12-month period to
which the annual operating budget applies
and at the end of which a government
determines its financial position and the
results of its operations. The City of
Paducah’s fiscal year begins July 1st and
ends the following June 30th. The term
FY2016 denotes the fiscal year beginning
July 1, 2015 and ending June 30, 2016.
G
General Fund – The general fund is used to
account for receipts and payments that do
not belong to another specific fund, it is
often referred to as the ‘operating fund’.
General Obligation Bonds – Bonds for the
payment of which the full faith and credit of
the issuing government is pledged.
Geographic Information System (GIS) – A
program that facilitates the efficient
management of spatial or geographic
information.
Government Finance Officers Association
(GFOA) – The Government Finance
Officers Association is the premier
association of public-sector professionals
and is dedicated to providing high-quality
support to state and local governments.
Governmental Funds – Those funds through
which most governmental functions
typically are financed. The acquisition, use,
and financial resources and the related
current liabilities are accounted for through
governmental funds (General, Special
Revenue, Capital Projects, and Debt Service
Funds).
I
Infrastructure – The basic equipment and
structures (such as roads and bridges) that
are needed for a municipality to function.
Internal Service Fund – A fund used for
operations serving other funds or
departments within a government on a cost-
reimbursement basis.
K
Kentucky Revised Statutes (KRS) – The
name given to the body of laws which
govern the Commonwealth of Kentucky.
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M
Modified-Accrual Basis of Accounting –
Accounting system in which revenues are
recognized when available and measurable
and expenses are recorded when the services
or goods are received and the liabilities are
incurred.
Municipal Aid Program (MAP) – A program
in which a percentage of the motor fuels tax
received by the State is distributed to
incorporated cities based on their
population.
O
Operating Expenditure – An ongoing cost
for providing basic governmental services.
Ordinance – A formal legislative enactment
by the governing body of a municipality. If
it is not in conflict with any higher form of
law, such as a state statute or constitutional
provision, it has the full force and effect of
law within the boundaries of the
municipality to which it applies.
P
Payment In Lieu of Tax (PILT) – Payments
to the City of offset losses in property taxes
due to non-taxable property with their
boundary.
Pension Trust Funds – A fund that is made
up of money that has been contributed by
both the employer and the employee for
pension benefits. A trustee administers the
funds and invests the money, collects the
earnings and interest, and distributes the
benefits.
Personal Services – The costs (wages and
benefits) associated with compensating
employees for their labor.
Proprietary Fund – Operation that operates
like a private commercial operation, in
which services are financed through user
charges and expenditures include the full
cost of operations.
R
Reserve – Fund balance that cannot be
appropriated or spent.
Revenues – Increases in net financial
resources. Revenues include the receipt of
assets for goods sold or services provided in
the current reporting period,
intergovernmental grants, and interest
income.
S
Special Revenue Funds – A fund established
by a government to account for money that
must be used for a specific project.
U
Unfunded Liability – Any liability or other
expense that does not have savings or
investments set aside to pay it.