HomeMy WebLinkAboutFY2022 Budget BookCity of, Paducah
Annual Budget
Fiscal Year 2022
OUR -111 I TC -11
PADUCAH
INTRODUCTION
• How to Read This Document
• City Manager's Budget Message
• Budget Ordinance
• City Mission & Core Beliefs
• Directory
• Staff Organizational Chart
• Budgeted Depart. Staffing Summary
• Financial Accounting Structure
FINANCIAL/OPERATIONAL
GENERAL FUND ...........................1
Gen. Fund Stmt. of Rev. & Exp .........
2
Gen. Fund Stmt. of Rev. by Source ....
3
Administration ..............................4
Finance........................................8
Information Technology................11
City Clerk / Customer Experience .....
13
Planning.......................................16
Police...........................................22
Fire...............................................26
EPW.............................................30
Public Works................................32
Parks and Recreation...................34
Human Rights..............................38
Engineering & Floodwall...............39
Human Resources ........................41
Other General Fund .....................43
OTHER GOVERNMENTAL FUNDS ....44
Rental Property Fund ...................45
Radio Fund...................................46
E911 Fund....................................47
Municipal Aid Program Fund ........50
Investment Fund ..........................51
CDBG Fund..................................52
Court Awards Fund ......................53
Transient Room Tax Fund ............
54
Debt Service Fund........................55
Capital Projects Fund ...................57
Bond Fund....................................59
TABLE OF CONTENTS
ENTERPRISE FUNDS.....................60
Solid Waste Fund .........................61
Transient Boat Dock.....................63
Civic Center Fund.........................64
Section 8 ......................................65
INTERNAL SERVICE FUNDS ...........66
Fleet Maintenance Fund...............67
Fleet Lease Trust Fund ................69
Insurance Fund ............................70
Health Insurance Fund .................71
FIDUCIARY FUNDS .......................72
AEPF............................................73
PFPF............................................74
STATISTICAL & SUPPLEMENTAL
INFORMATION..............................75
APPENDICES
The Budget Process.....................91
Employee Budget Census ............ 92
Outstanding Debt .........................95
Contract Funding Recommendations ..... 96
Fleet Acquisition Plan...................97
Glossary.......................................98
HOW TO READ THIS DOCUMENT
Welcome
Welcome to the published City of Paducah budget for the fiscal year beginning July 1,
2021 and ending June 30, 2022. Not only is this budget a financial plan from which you
can learn about the City's finances, the FY2022 Budget Document has also been
designed as an operations guide which gives you information pertaining to the
production and performance of individual City department operations and staffing levels.
Budget Format
The document is divided into four major sections: Introduction, Financial/Operational,
Statistical & Supplemental Information, and Appendices.
The Introduction contains the City Manager's letter which is addressed to the Mayor and
City Commissioners and explains the major policies and issues which impacted the
development of the City's 2022 Fiscal Year Budget. This section also contains the City's
mission statement and core beliefs, the official ordinance adopting the FY2022 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. The adopted
FY2022 Budget is 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
revenue and expenditure amounts for the 2019 and 2020 fiscal years. The revised
column reflects year to date budgeted revenue and expenditure amounts in the 2021
fiscal year. Finally, the adopted column reflects the 2022 fiscal year proposed budgeted
amounts. Within each fund there are departments which further describe a component
of the City's organization. Each department is presented with its mission statement, a
history of staffing for the department and/or fund, the department's accomplishments
from the outgoing fiscal year, goals for the upcoming fiscal year, and a table detailing its
specific budget numbers.
The Statistical & Supplemental Information section provides the history of and the
statistical information about the City of Paducah.
Finally, various appendices are presented towards the end of the document which more
fully describe the budget process.
June 30, 2021
Mayor Bray and the Honorable Board of Commissioners:
The preparation and compilation of the City Manager's Adopted Budget began in
January 2021. Team Paducah worked numerous hours over the past six months to
construct this budget document. I am pleased to report that Team Paducah successfully
met all scheduling requirements and was able to put forth a balanced budget for
FY2022. This adopted budget meets all our financial obligations for FY2022 and still
includes an adequate financial reserve, while purposefully aligning our fiscal resources
with the following Board of Commissioners' adopted priorities:
1. Minority Inclusion
2. Downtown
3. Southside Enhancements
4. Remote Workers Incentive Program
5. Communications Enhancement
6. City Facilities
7. Annexation
The budget process employed by the City this year was a modified version of the
meetings conducted last year. Most remained virtual due to the COVID19 Pandemic
protocols, but the meetings between the Finance Team, the City Manager's Office, and
the Individual elected officials occurred in person. Social distancing was observed in
the City's Team Room throughout these in-person meetings. This approved budget is
driven by one of the City's core organizational values: "Fiscal Responsibility." We
worked collaboratively with each department to keep this year's budget as close to last
year's budget as possible, while still striving to be "Action -Oriented" in the provision of
our core services. After these meetings concluded we conducted an in-person budget
workshop where the details of the budget were shared with the public.
FY2021 continued to be a year of adjustment for the City. We maintained a hiring freeze
for most of our open positions throughout the year. We experienced a slow exodus from
the COVID19 Pandemic. We observed a slow local economic rebound. We also
experienced a Mayoral Election that saw the installation of Mayor George Bray as our
new Mayor and the seating of 3 new Commissioners.
Team Paducah is looking forward to a very productive year in FY2022 through the
projects and purchases we have planned. Here is a snapshot of what the annual budget
for FY2022 includes:
The adopted FY2022 total budget is $64,298,570, not including interfund transfers out.
The General Fund is $40,383,175. This is a 12.2% increase over the revised FY2021
budget. The adopted FY2022 Budget also meets all the City's annual debt obligations.
In FY2022, the City's annual debt service is roughly $3.6 million dollars.
In addition to the priorities set by the Board of Commissioners, the adopted FY2022
Budget includes other capital projects and purchases. Several of the projects and some
of the purchases that began in FY2021 will continue into FY2022. Here is a list of some
major projects and purchases that are planned to occur in FY2022:
• Riverport Grant Match $100,000
• Street Rehabilitation $1,400,000
• Oak Grove Cemetery Building Repairs $80,000
• Continued implementation of the Tyler Technologies MUNIS ERP and
ENERGOV $250,000
• Purchase of Fire Pumper $650,000
• Compost Yard and Facility Improvements $325,000
• Bob Noble Park Basketball Court Renovation $250,000
• Software Timekeeping $50,000
• Compost Yard Scarab $420,000
• Knuckle Boom Truck $170,000
• On-line Document Access $18,075
I want to thank Mayor Bray and the Board of Commissioners for their guidance in
determining the priorities of the community through the budget process. I also want to
thank the Leadership Team and staff for their hard work in developing the FY2022
budget. Finance Director Jonathan W. Perkins is the ultimate public steward. City
Controller Audra Herndon, "Budget Wizard," is an asset to our Finance team and
instrumental to the success of this annual process. Accountant Kamra Davenport,
"Budget Warrior," is truly a dynamic team member that provided the backbone to this
annual endeavor. I also want to thank Assistant City Manager Michelle Smolen for her
excellent contributions and leadership through the budgeting process.
Be the best!
James W. Arndt
City Manager ICMA-CM
ORDINANCE NO. 2021-06-9692
AN ORDINANCE ADOPTING THE CITY OF PADUCAH. KENTUCKY, ANNUAL OPERATING BUDGET FOR THE FISCAL YEAR JULY 1,
2021, THROUGH ME 30, 2022, BY ESTIMATING REVENUES AND RESOURCES AND APPROPRIATING FUNDS FOR THE OPERATION OF CrrY
GOVERNMENT
2022.
WHEREAS, an Annual Operating Budget proposal has been prepared and delivered to the Board of Commissioners of the City of Paducah, KY; and,
WHEREAS, the Board of Commissioners has revwwed and discussed the proposed Annual Operating Budget and desires to adopt it for Fiscal Year
NOW, THEREFORE, BE IT ORDAINED by the City of Paducah, Kentucky as follows:
Section I The Annual Operating Budget for the Fiscal Year bcgioning July 1, 2021 and ending June 30, 2022, including all sources of estimated
revenues and appropriations for all City funds as set forth in Exhibit Number l attached hereto is hereby adopted.
Section 2 The balance of all capital construction, renovation, improvement projects, and grants currently approved and. or nearing completion arc hereby
approved for rc-appropriation and carry over forthe Fiscal Year beginning July I, 2021 and ending June 30, 2022
Section 3 The City docs hereby adopt the following financial management politics:
A. The General Fund's minimum undesignated cash balance shall be 10%ofthe General Fund's budgeted appropriations. The Investment Fund's
minimumundesigmated cash balance shall be 10% oftbe Investment Fund's budgeted appropriations The Solid Waste Funds minimum unreserved cash balance
shall be 10% of the Solid Waste's budgeted operating expenses. The Debt Service Fund's minimum cash balance shall be not less than 5400,000.
B. The City Manageror designee is authorized to transfer appropriated amounts between funds, departmental budget line items, projects, between
divisions of departments, and between departments as shown in Exhibit Number 1.
C. Appropriations designated as Commission contingency shall be obligated upon approval by the City Commission by Municipal Order.
D Funds appropriated as Administrative contingency shall be obligated at the discretion ofthe City Manager, however, the Board of Commissioners
shall be notified five calendar days prior to obligation ofthe proposed expenditure. Ifany individual member ofthe Board of Commissioners requests Commission
review of a proposed expenditure, the City Manager shall bring expenditure before the Commission for approval by municipal order, or not proceed.
E City Manager shall assure that recurring revenues and resources arcgrcatcrthan orcqual to recurring expenditures. The City Manager or his
des ignee shall be authorized to increase appropriations in an amount not to exceed any unanticipated increases in revenue or resources.
F. The City Manager has the authority to enact a budget allocation program or to transfer funds to or from any departmental line item appropriation
Department Directors shall be responsible for keeping all appropriated accounts within their respective department positive.
G. As vehicles are acquired, the City will fully find the Fleet Lente Trust Fund in order to replace rolling stock owned by the Flat Lease Trust Fund as
it achieves obsolescence The Fleet Lease Trust Fund shall be funded with monthly lease charges assigned to rolling stock as determined bythe Finance Director or
his designee. All rolling stock is owned by the City's Fleet Lease Trust Fund, and leased to respective departments for use.
H. The City will maintain a self-tnsutance fund called Health Insurance Trust Fund through the use of user fees as set by administrative policy.
I. The City will continue to maintain the Appoint.ve Employees Pension Fund (AEPF) in a fully funded status through sound financial management
and/or annual General Fund transfers as designated in the budget document The AEPF maybe combined with the PFPF should it be determined, by the Finance
Director, that such a combination is administratively more effective and/or financially prudent.
J In fiscal year 2006, the City issued a General Obligation Bond (GOB) forthc Police and Firefighters' Penton Fund (PFPF) bringing the fund up to an
actuarially sound basis; however, the multi-year recession starting in fiscal year 2009 reduced the fund's corpus leaving a new unfunded liability. Funding is
provided in the General Fund of this ordinance to further address the PFPF unfunded liability.
IC The City will provide to all eligible employees up to a 3727 per month credit (for the months of July - December 202 1) to be applied to the
Comprehensive Health Insurance Benefit Plan (Cafeteria Plan) as directed by the employee. In January 2022, this monthly credit maybe adjusted by the Board of
Commissioners as recommended by the City Manager or his designee
L The City will maintain a special fund called Investment Fund, and is considered an extension of the General Fund The Investment Fund is funded
with a 1/2 cent portion of the City's occupational license fee (employee payroll withholding tax) This fund is dedicated to the following expenditures: economic
development, neighborhood te-development, infrastructure capital investment, property tax relief, and pension obligations.
M The Oak Grove Cemetery (PF0048) project will be funded in the following manna: 20% of all cemetery lot sales, and 5%of all cemetery crypt sales
will be credited to the project Proceeds arc to be used solely for the general are, maintenance, and embellishments of the cemetery.
Section 4. The provisions of this Ordinance are hereby declared to be severable, and if any section, phrase or provision shall for any reason be dec lured
invalid, such declaration of invalidity shall not affect the validity of the remainder of this Ordinance.
Section 5. All prior Municipal Orders or Ordinances or parts of any Municipal Order or Ordinance in conflict herewith are hereby repealed.
Section K This ordinance %hall be read on two tepuate days and will become efgPdivq&pgG p}blieation in fall pursuant to KRS Chapter 424
ay or
nTTE
cJ, AC-41��
indsay Parish. C
Introduced by the Board of Commissioners, June 8, 2021
Adopted by the Board of Commissioners, June 22, 2021
Recorded by Lindsay Parish, City Clerk, June 22, 2021
Published by The Paducah Sun, June 25, 2021
ORDIFINANCE1Budgct FY2022
i A'
Total Expenditures 5 40183,175 S 11.471x75 S 1,435,000 S 3.640.640 S 6,5%,120 S 7,496'40 S 1,100,92.5 Y 72,124,075
RmrvesUtilivcd S 13.67$ 195) S (292.7651 $ - 3 4-170 } (1.741-160) S 19811,825) S (416.1161 S (7,002.885)
City of Paducah
Annual
Operaliap
Budget for All Fumy and Categories of Government
Estimated Appropriations & Expenditures
FV2022 (July 1, 2021 to June 30, 2022)
Exhibit No. 1
Central
Special
Capital Debt
Enterprise
internal
Trust
Fund
Revenues
Projects Service
Funds
Service
Funds
Total
Sources:
Fines
$
83,500
S
30,000
S S -
S -
5 -
S -
113,500
Grants
805,000
1,244,315
0
53,500
_
-
2,102,815
Interest Income
140,000
126,100
4,500
20,000
15.000
10000
405,650
Band Proceeds
-
0
_
0
Charges for Service
739,060
30,000
_
4,618,520
5,342,545
0
10,730,125
Other Pecs
54,800
-
0
-
1,000
55,800
Occupational License
25,703,500
6,000,000
654,560
-
-
-
32,358,060
Permits & Fees
578,000
-
-
5,000
-
-
$83,000
Property Rent
428,325
2;9,410
0
21,000
1,011,500
-
1,740,235
Property Taxes
71558,500
-
-
-
_
7,558,500
Recreation Feea
106,500
-
-
-
106,500
Sales
21,300
-
95,000
25,000
260,000
391,300
Other Taxes
-
1,151,0011
-
-
-
-
1,151,000
Total
$
36,218,485
S
9.860.825
3 - S 659,060
S 4,903,020
S 6,394,045
S 361,050 $
57,296,485
Fund Transfcrs In
$
489,295
$
2,317,985
S 1,435,000 S 2,935,950
S 51,740
$ 221,870
S 323,665 $
7,825,505
Total Sources
S
36.707,,7180
$
11.178,810
S 1.435,00 S 3,645,010
S 4,854'60
S 6,615915
S 684,715 S
65,121,990
E%peaditu res:
_.dministration
S
2,030,365
S
-
S 400,000 S -
$ -
t
3 - $
2,430,365
Finance
1,284,750
1,750,130
3.640,640
-
6,807,370
-
13,482,890
lnfotrnation Technology
924,250
-
-
-
-
924,250
Customer Experience
486,290
-
-
-
-
486,290
Planning
752,905
-
395,000 -
-
-
1,147,90$
Police
11,852,260
90,800
-
-
-
-
11,943,060
Fite
10.076,500
-
110,000 -
-
-
10,186,500
Public Works
4,649,010
1,402,000
200,000 -
6,104,240
619,370
-
12,974.620
Parks
3,507,865
-
330.000 -
132.765
-
-
3,970,630
Cable Authority
85.945
-
-
-
-
-
85,945
Iluman Rights
17,030
-
-
-
17,030
Engineering
1,693,485
-
-
-
-
-
1,693.485
Iluman Resources
499,915
-
-
-
499,915
Investment Fund
-
1,041,480
-
-
-
1.041.480
E911
2,313,380
-
-
-
-
2.313.380
Solid Waste
-
_
-
0
Pensions
-
-
-
-
1,100,825
1,100,825
Fund'rransfers Out
2,522,605
4,873,785
-
359,115
70,000
-
7,825,505
Total Expenditures 5 40183,175 S 11.471x75 S 1,435,000 S 3.640.640 S 6,5%,120 S 7,496'40 S 1,100,92.5 Y 72,124,075
RmrvesUtilivcd S 13.67$ 195) S (292.7651 $ - 3 4-170 } (1.741-160) S 19811,825) S (416.1161 S (7,002.885)
VISION, MISSION AND VALUES
Vision Statement
Paducah is a city where people strive to reach their full potential through lifelong
learning, healthy lifestyle, creativity, culture, and compassion for one another.
Mission Statement
The City of Paducah is mission -drive and values based. Our mission is "To Be the Best
City in the World".
Organizational Values
There are six organizational values guiding the City's actions.
Solution -Driven: We believe in proactively working together to discover
innovative solutions that meet our current and future needs.
Customer Experience: We believe in providing excellent service delivery for both
our internal and external customers through a welcoming and respectful
environment.
Every Person Matters: We believe that every member of Team Paducah is
critically important as we strive to accomplish our mission, and every person that
chooses to live, work, and play in our City matters.
➢ Action -Oriented: We believe Paducah leads through responsiveness, positive
forward momentum, and a thirst to always improve.
r Fiscal Responsibility: We believe in the prudent stewardship of public funds.
➢ Personal Accountability: We believe in holding each other accountable to insure
our core values are intentionally fulfilled as we strive to carry out our mission.
cj-
PADUCAH
Be the Best
DIRECTORY
MAYOR
George Bray
BOARD OF COMMISSIONERS
Sandra Wilson — Mayor Pro -Tem
Raynarldo Henderson
David Guess
Carol Gault
City Manager............................................................................................. James Arndt
Finance Director....................................................................... Jonathan Perkins, CPA
CityClerk................................................................................................Lindsay Parish
Information Technology Director........................................................... Stephen Chino
Planning Director............................................................................ Nicholas Hutchison
Police Chief..................................................................................................Brian Laird
FireChief...................................................................................................... Steve Kyle
Public Works Director................................................................................ Chris Yarber
Parks and Recreation Director.................................................................... Amie Clark
CityEngineer............................................................................................ Rick Murphy
Human Resources Director...................................................................Stefanie Suazo
Public Information Officer....................................................................................Pam Spencer
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BUDGETED DEPARTMENTAL
STAFFING SUMMARY
All positions shown are full-time equivalent (FTE) and are for Fiscal Years
Boat Dock 0 0 0.3 0.3 0.3
TOTAL ALL FUNDS 332.0 333.0 330.0 335.0 339.0
'Includes (5) elected officials
2Clerk / Customer Experience Department created FY2020 with positions from
Administration, Planning, and Fire
3Engineering/Public Works split into separate departments during FY2020
2018
2019
2020
2021
2022
General Fund
Administration'
12.0
12.0
10.0
11.0
12.0
Finance
11.0
11.0
12.0
11.0
11.0
Information
Technology
5.0
6.0
4.0
4.0
5.0
Clerk/ Cust. Exp.2
0
0
5.0
5.0
5.0
Planning
8.0
9.0
7.0
7.0
7.0
Police
87.0
87.0
87.0
87.0
90.0
Fire
77.0
76.0
74.0
75.0
75.0
Engineering /
Public Works3
44.3
44.3
44.25
0
0
Public Works3
0
0
0
38.0
38.0
Parks and Recreation
27.0
27.0
27.7
25.7
25.7
Engineering3
0
0
0
11.0
11.0
Human Resources
3.0
3.0
3.0
4.0
4.0
Total General Fund
274.3
275.3
273.95
278.7
283.7
Solid Waste Fund
Solid Waste
26.2
26.2
25.25
25.5
25.5
Fleet Maint. Fund
Fleet Maintenance
6.5
6.5
6.5
6.5
6.5
E911 Fund
E911
22.0
22.0
23.0
23.0
23.0
Section 8 Fund
Section 8
3.0
3.0
1.0
1.0
0.0
Transient Boat Dock
Fund
Boat Dock 0 0 0.3 0.3 0.3
TOTAL ALL FUNDS 332.0 333.0 330.0 335.0 339.0
'Includes (5) elected officials
2Clerk / Customer Experience Department created FY2020 with positions from
Administration, Planning, and Fire
3Engineering/Public Works split into separate departments during FY2020
FINANCIAL ACCOUNTING STRUCTURE
The accounts of the City of Paducah are organized and operated by separating the
City's distinct functions into funds. A fund is an accounting entity with a self -balancing
set of accounts that records all financial transactions for government functions. Fund
accounting separates funds according to their purpose and is used to meet certain
accounting, legal, and contractual provisions. Funds are classified into the following
categories: Governmental, Proprietary, and Fiduciary. Each classification may be further
divided into separate fund types:
Governmental Funds
Governmental funds are used to account
for most of the City's general activities.
They are budgeted based on the modified
accrual basis of accounting, which means
revenues are recorded when available
and measurable, and expenditures are
recorded when the services or goods are
received and the liabilities are incurred.
Debt Service Funds and Capital Project
Funds account for the activity by which
they are named, debt service and capital
projects, respectively. Special revenue
funds account for money that must be
used for a specific purpose. For
example, all revenue and expenditures
related to the City's Municipal Aid
Program (MAP) are accounted for in the
MAP Fund. Finally, the General Fund is
used to account for receipts and
payments that do not belong to another
fund. This is often referred to as the
"Operating Fund."
Proprietary Funds
Proprietary Funds account for operations
that function similar to a private
commercial operation, in which services
are financed through user charges, and
expenditures include the full cost of
operations. Accounting records for the
City's proprietary funds are maintained on
an accrual basis; that is, the effects of
financial transactions, events, and
circumstances are recognized in the
period(s) in which they occur regardless
of when the cash is received or paid. The
City maintains two types of proprietary
funds. Enterprise Funds account for
operations that are financed and operated
in a manner similar to private business.
The "customers" of these operations are
primarily external. Internal Service Funds
account for operations that serve other
funds or departments within the
government on a cost -reimbursement
basis. The "customers" of these
operations are internal, within the
government itself.
Fiduciary Funds
Fiduciary Funds are used to account for
assets held in trust by the City for the
benefit of individuals or other entities.
The City's fiduciary funds are made up of
the City's two pension funds: Appointive
Employee Pension Fund (AEPF) and
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
Governmental funds are used to account for resources
traditionally associated with government which are not required
legally or by sound financial management to be accounted for in
another fund. All City Departments that do not operate with an
earmarked source of revenue are budgeted in the General Fund.
These departments include: Administration, Finance, Information
Technology, City Clerk/Customer Experience, Planning, Police,
Fire, Public Works, Parks and Recreation, Human Rights,
Engineering/Floodwall, 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.
1 I Page
GENERAL FUND STATEMENT OF REVENUE AND EXPENDITURES
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenues
Fines
$83,185
$100,825
$73,500
$83,500
Grants
$1,182,351
$1,199,878
$843,000
$805,000
Interest Income
$498,814
$338,641
$157,000
$140,000
Charges for Service
$671,617
$715,695
$723,580
$739,060
Other Fees
$89,742
$242,906
$59,300
$54,800
Licenses
$25,162,460
$25,157,710
$23,043,000
$25,703,500
Permits & Fees
$525,318
$539,887
$523,000
$578,000
Property Rent
$417,943
$400,202
$428,000
$428,325
Taxes
$7,390,284
$7,459,369
$7,292,000
$7,558,500
Recreation Fees
$128,230
$52,123
$117,000
$106,500
Sales
$59,965
$22,272
$23,300
$21,300
Interfund Transfers
$809,822
$1,505,959
$1,135,933
$489,295
Total Revenues
$37,019,731
$37,735,467
$34,418,613
$36,707,780
Expenditures
Administration
$1,436,158
$1,725,184
$1,853,323
$2,030,365
Finance
$1,117,134
$1,098,249
$1,140,305
$1,284,750
Information Technology
$538,698
$525,076
$726,900
$924,250
Clerk/Customer
0
$398,473
$429,745
$486,290
Experience
Planning
684,893
$586,152
$656.245
$752,905
Police
9,715,875
$9,900,937
$10,732,240
$11,852,260
Fire
$8,613,248
$8,958,144
$9,315,980
$10,076,500
Engineering/Public Works
$5,711,780
$5,456,246
0
0
Public Works
0
0
$4,222,225
$4,649,010
Parks and Recreation
$3,255,263
$3,240,206
$3,304,110
$3,507,865
Cable Authority
$106,415
$103,665
$88,570
$85,945
Human Rights
$16,406
$16,304
$17,025
$17,030
Engineering / Floodwall
0
0
$1,455,290
$1,693,485
Human Resources
$347,869
$329,937
$356,360
$499,915
Audit Adjustments
$324,073
$291,729
0
0
Interfund Transfers
$3,637,502
$4,506,254
$1,685,605
$2,522,605
Total Expenditures
$35,505,314
$37,136,556
$35,983,923
$40,383,175
2 1 P a g e
GENERAL FUND STATEMENT OF REVENUES BY SOURCE
Taxes
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Fines
$4,693,362
$4,920,885
$5,030,000
$5,275,000
Warrant Service Fee
$28,433
$21,946
$25,000
$25,000
Nuisance Violations
$32,196
$58,659
$36,000
$40,000
Other Fines
$22,556
$20,220
$12,500
$18,500
Grants
$321,242
$344,841
$355,000
$400,000
State Incentive - Police
$364,093
$377,531
$415,000
$415,000
State Incentive - Fire
$339,954
$333,900
$398,000
$375,000
Other Grants
$478,304
$488,448
$30,000
$15,000
Interest Income
$498,814
$338,641
$157,000
$140,000
Charges for Service
$59,965
$22,272
$23,300
$21,300
Tax Collection Fee - PJC
0
$7,583
$7,500
$7,500
Tax Collection Fee - School
$200,643
$197,152
$195,000
$195,000
Overhead (Admin) Charges
$284,700
$313,780
$315,000
$340,000
Other Charges for Service
$186,274
$197,180
$206,080
$196,560
Licenses & Permits
Payroll Tax
$16,349,044
$16,226,345
$14,400,000
$16,300,000
Insurance Tax
$4,486,038
$4,712,859
$4,800,000
$5,275,000
Business License
$4,367,410
$4,307,270
$3,800,000
$3,900,000
ABC License
$157,720
$148,345
$157,000
$157,000
License Penalties
$201,650
$139,785
$215,000
$200,000
Revenue sharing with County
($399,402)
($376,895)
($329,000)
($128,500)
Permits & Fees
KY Telecommunication Tax
$282,095
$309,099
$284,000
$325,000
Building & Electrical
$211,235
$189,714
$205,000
$190,000
Other Permits & Fees
$31,988
$41,074
$34,000
$63,000
Property Rent & Sales
Forest Hills Lease
$378,906
$386,208
$392,000
$398,325
Other Property Rent & Sales
$39,037
$13,994
$36,000
$30,000
Taxes
Real Current Year
$4,693,362
$4,920,885
$5,030,000
$5,275,000
Personal Current Year
$630,307
$585,126
$635,000
$635,000
Vehicle Tax County
$770,092
$706,928
$790,000
$770,000
PJC Tax Collection
$324,026
$327,840
0
0
Local Bank Deposit Tax
$321,242
$344,841
$355,000
$400,000
PILT - Paducah Power
$250,663
$255,112
$255,000
$258,000
Annexation Rebates
($36,965)
($67,610)
($57,000)
($78,500)
Other Taxes
$437,557
$386,247
$284,000
$299,000
Recreation Fees
$128,230
$52,123
$117,000
$106,500
Sales
$59,965
$22,272
$23,300
$21,300
Other Fees
$89,743
$242,906
$59,300
$54,800
Interfund Transfers
$809,822
$1,505,959
$1,135,933
$489,295
Total Revenues
$37,019,732
$37,735,467
$34,418,613
$36,707,780
31
ADMINISTRATION
Department Mission:
The Administration Department consists of the Board of Commissioners and the City
Manager's Office. The Department operates under the City's mission statement, which
is "To Be the Best City in the World." There are six organizational values guiding the
department:
➢ Solution -Driven: We believe in proactively working together to discover
innovative solutions that meet our current and future needs.
➢ Customer Experience: We believe in providing excellent service delivery for
both our internal and external customers through a welcoming and respectful
environment.
➢ Every Person Matters: We believe that every member of Team Paducah is
critically important as we strive to accomplish our mission, and every person that
chooses to live, work, and play in our City matters.
➢ Action -Oriented: We believe Paducah leads through responsiveness, positive
forward momentum, and a thirst to always improve.
➢ Fiscal Responsibility: We believe in the prudent stewardship of public funds.
➢ Personal Accountability: We believe in holding each other accountable to
insure our core values are intentionally fulfilled as we strive to carry out our
mission.
Board of Commissioners:
Paducah operates under a City Manager form of government. Citizens elect four, non-
partisan Commissioners and a Mayor to serve on the Board of Commissioners, with the
Board appointing the City Manager to carry out the Board's policies. The Mayor may
vote on all matters brought before the Board and may introduce legislation and policy
review. The Mayor presides as the Chair of the Board of Commissioners' meetings and
is the ceremonial head of City government representing the City in the community and
with associated government agencies.
City Manager's Office:
The City Manager is a professional appointed by the Paducah Board of Commissioners
and serves as Chief Administrative Officer (CAO) of the city. The City Manager's Office
works as a team to assist the Board in formulating goals, objectives, policies, budgets,
and programs in addition to translating policy and visionary ideas into tangible results
through the day-to-day supervision of the city departments. Additionally, the office
oversees the preparation of the annual operating budget, strategic plan, and capital
improvement plan.
The communication function and grants administration also reside in the City Manager's
Office. The Public Information Officer serves the community by providing accurate and
timely communications through news releases and other engagement tools, by
managing the content on the City's website and social media accounts, and by
producing programming on the City's public access channel, Government 11. The
Grants Administrator applies for and administers federal, state, and private grants.
41 ?age
Staffing Summary: Administration
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Mayor & Commissioners
Mayor
1.0
1.0
1.0
1.0
Commissioner
4.0
4.0
4.0
4.0
City Manager
City Manager
1.0
1.0
1.0
1.0
Assist. to City Manager
1.0
0.0
0.0
0.0
Assist. City Manager
0.0
1.0
1.0
1.0
Public Information Officer
1.0
1.0
1.0
0.0
Communications Manager
0.0
0.0
0.0
1.0
ERP Manager
0.0
0.0
0.0
1.0
Business Systems Analyst
0.0
1.0
1.0
1.0
Grants Administrator
0.0
0.0
1.0
1.0
Administrative Assist. III
1.0
1.0
1.0
0.0
Senior Admin Assistant
0.0
0.0
0.0
1.0
City Clerk'
City Clerk
1.0
0.0
0.0
0.0
Executive Assistant II
1.0
0.0
0.0
0.0
Legal
Corporate Counsel
1.0
0.0
0.0
0.0
TOTAL
12.0
10.0
11.0
12.0
'City Clerk division moved to Clerk / Customer Experience Department FY2020
2Grants Administrator position moved from Finance during FY2020
5 1 P a g e
FY2021 Accomplishments
➢ Conducted a New Member Board of
Commissioners orientation process to
assist the newly elected officials with
their roles
Held an annual retreat with the
Commissioners to create the 12 Priority
Action items
➢ Completed quarterly reports for the
WIN Action Items and the annual report
for all action items for the Strategic Plan
➢ Held our annual Leadership Team fall
retreat with a focus on the continued
use of Strengths Finder
➢ Successfully negotiated 3 -year
collective bargaining agreement with
AFSCME
➢ Completed the recruitment of the Parks
and Recreation Director and Planning
Director
➢ Implemented a new pay and
classification table based on a
compensation study focusing on market
competitive pay rates and internal
equity
➢ Continued to manage through the
COVID19 Pandemic Crisis, focused on
providing a continuity of service for our
residents and crisis communications
➢ Adopted and implemented a balanced
budget
➢ Developed a Communication
Enhancement Plan as one of the Board
of Commissioners' Priorities using
feedback from elected officials, local
media, departmental feedback, and
best practices research
➢ Launched an email marketing platform
to build City brand recognition, optimize
outreach, and increase traffic to city's
website
➢ Held two townhall public meetings for
the Southside region of neighborhoods
Initiated quarterly luncheons with local
media to enhance relationships and
build trust
➢ Modernized city services through the
go -live of the Tyler Technologies
software with Munis Property Taxes,
Codes and Permitting, and credit card
payments; also began the HR/Payroll
Munis implementation
➢ Applied for 23 grants; out of the 11
results so far, 10 have been awarded,
totaling $2.6 million
FY2022 Goals
➢ Continue to oversee the implementation
and complete the quarterly reporting for
the Board of Commissioners 12 Priority
Action Items
➢ Continue to work with the Board of
Commissioners on the proposed
expenditures for the 2020 bond
proceeds
➢ Complete the recruitment and
implement a robust on -boarding
program for the new City Manager
➢ Continue to implement Communication
Plan elements and elevate
communications as a pro -active
approach through the City culture
➢ Redesign City of Paducah website
(paducahky.gov) to provide fresh and
modern look with enhanced navigation
➢ Continue effort to modernize services
by upgrading the Tyler Technologies
software modules, implementing online
services, the go -live of HR/Payroll
modules, and beginning the Enterprise
Asset Management and electronic time
keeping modules
➢ Continue to be aggressive in seeking
grant opportunities with a focus on
grants that will directly benefit the
community
6 1 P a g e
Department Budget Summary: Administration
Department Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Personal Services
$908,219
$821,972
$865,090
$1,043,945
Contractual Services
$359,210
$359,463
$610,033
$659,670
Commodities
$107,744
$77,658
$85,200
$108,750
Contributions
$267,747
$466,092
$293,000
$218,000
Total Dept. Budget
$1,642,920
$1,725,185
$1,853,323
$2,030,365
Division Summary:
Total Dept. Budget $1,642,920 $1,725,185 $1,853,323 $2,030,365
City Clerk division moved to Customer Experience Department FY2020
2 Other includes Non -Departmental, Memberships & Contingency, and Civic Beautification divisions of Administration
7 1 P a g e
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Mayor & Commiss.
Personal Services
$181,264
$184,114
$202,645
$212,785
Contractual
$1,314
$1,230
$1,340
$1,290
Services
Commodities
$27,553
$18,780
$51,115
$50,750
City Manager
Personal Services
$521,957
$637,858
$662,445
$831,160
Contractual
$14,136
$9,000
$185,315
$13,980
Services
Commodities
$40,011
$35,958
$32,285
$58,000
City Clerk'
Personal Services
$177,664
0
0
0
Contractual
$9,580
0
0
0
Services
Commodities
$19,518
0
0
0
Corporate Counsel
Personal Services
$27,334
0
0
0
Contractual
$127,541
$156,935
$161,450
$160,000
Services
Commodities
$1,753
$1,547
$1,800
0
Other2
Contractual
$206,639
$192,298
$261,928
$484,400
Services
Contributions
$267,747
$466,092
$293,000
$218,000
Commodities
$18,909
$21,373
0
0
Total Dept. Budget $1,642,920 $1,725,185 $1,853,323 $2,030,365
City Clerk division moved to Customer Experience Department FY2020
2 Other includes Non -Departmental, Memberships & Contingency, and Civic Beautification divisions of Administration
7 1 P a g e
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: budget preparation,
accounting/payroll, debt management, budget monitoring, revenue collection, 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, the annual budget, and the Comprehensive
Annual Financial Report. This division processes bi-weekly payroll for all employees
and prepares all manner of payroll -related reports, along with processing all purchase
requisitions entered by departments, issuing over 6,000 vendor payments a year.
Revenue:
The Revenue Division is responsible for the billing and collection of property tax bills,
business licenses, payroll taxes, municipal insurance premium taxes, and all other
miscellaneous revenue received from all sources. This division works closely with other
departments for business licensing compliance, and coordinates collection efforts with
legal staff to collect delinquent accounts.
Staffing Summary: Finance
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Administration
Director of Finance
1.0
1.0
1.0
1.0
Executive Assistant 1
1.0
1.0
1.0
0.0
Senior Admin Asst
0.0
0.0
0.0
1.0
Accounting & Budget
Controller
1.0
1.0
1.0
1.0
Senior Accountant
0.0
0.0
0.0
1.0
Accountant
3.0
3.0
3.0
2.0
Grants Administrator
0.0
1.0
0.0
0.0
Revenue
Revenue Manager
1.0
1.0
1.0
1.0
Revenue Auditor
1.0
1.0
1.0
1.0
Revenue Technician 11
0.0
1.0
0.0
0.0
Revenue Technician
1.0
2.0
3.0
3.0
Account Clerk
2.0
0.0
0.0
0.0
TOTAL 11.0 12.0 11.0 11.0
8 1 P a g e
FY2021 Accomplishments:
➢ Updated the General fund's 5 -year revenue/expenditure trend projections
➢ Applied for the 30th consecutive GFOA Certificate of Achievement for Excellence
in Financial Reporting for the FY2020 Comprehensive Annual Financial Review
➢ Coordinated foreclosure actions for numerous delinquent property tax accounts
➢ Utilized social media in an effort to detect business licensing non-compliance
➢ Maintained the City's bond rating
➢ Prepared the FY2022 budget
➢ Implemented ERP software Phase 4 — Property Taxes
➢ Implemented the acceptance of credit card payments
➢ Began ERP software Phase 5 — Human Resource/Payroll implementation
FY2022 Goals:
➢ Continue to monitor opportunities to refinance debt issues when possible
➢ Refine the General Fund's 5 -year projection tool for revenues and expenditures
➢ Produce an audit document worthy of receiving the GFOA Certificate for
Achievement for Excellence in Financial Reporting
➢ Refine ERP software Phase 1 — Accounting, Budget, Purchasing
➢ Refine ERP software replacement Phase 2- Business Licenses and General
Billing
➢ Refine ERP software Phase 4 — Property Taxes
➢ Complete implementation of ERP software Phase 5 — Human Resources/Payroll
➢ Continue to streamline the look and evaluate the functionality of the City of
Paducah Budget document
➢ Maintain the City's bond rating of AA -
Continue developing methods, processes, procedures, and partnerships in an
effort to attain 100% business license and payroll tax compliance
➢ Continue efforts to collect delinquent accounts, including but not limited to:
property taxes, business licenses, and payroll taxes
9 1 P a g e
Department Budget Summary: Finance
Department Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Personal Services
$899,881
$915,070
$941,170
$1,075,640
Contractual Services
$143,819
$112,677
$126,845
$126,770
Commodities
$68,029
$70,502
$72,290
$82,340
Capital Outlay
$5,405
0
0
0
Total Dept. Budget
$1,117,134
1,098,249
$1,140,305
$1,284,750
Division Summary:
Revenue
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Administration
$292,764
$309,089
$345,330
$373,410
Personal Services
$269,229
$281,781
$235,285
$323,330
Contractual Services
$3,026
$2,759
$3,265
$2,920
Commodities
$7,147
$8,986
$9,070
$10,855
Capital Outlay
$5,405
$0
$0
$0
Accounting & Budget
Personal Services
$337,888
$324,201
$360,555
$378,900
Contractual Services
$60,652
$42,296
$50,445
$52,385
Commodities
$18,337
$19,496
$16,495
$18,620
Revenue
Personal Services
$292,764
$309,089
$345,330
$373,410
Contractual Services
$80,141
$67,622
$73,135
$71,465
Commodities
$42,545
$42,019
$46,725
$52,865
Total Dept. Budget
$1,117,134
$1,098,249
$1,140,305
$1,284,750
Other
Commodities
ZI
$50,000
$82,340 24%
39%
$27,270
13%
9,215
Other 5% 19%
Contractual
Services
Finance FY2022 Contractual
Services & Commodities
Total Budget $209,110
Audit
Computer
Software
Maintenance
101Page
INFORMATION TECHNOLOGY
Department Mission:
The mission of the City of Paducah Information Technology (IT) Department is to
provide quality, cost-effective IT services while advancing the use of technology in city
government to increase excellence in operational efficiency and responsiveness. The
Information Technology Department's mission is accomplished by providing
professional and technical services in:
➢ Network and telecommunication infrastructure;
Application software deployment, training, and support;
Geospatial data, information, analysis, and solutions.
The Information Technology department consists of two divisions: IT Network
Administration and Geographic Information Systems (GIS).
IT Network Administration:
Information Technology administers and maintains the City network operations center
providing voice and data communications and network resources to all City
departments, E911, and the Joint Sewer Agency. Paducah's voice and data network
reaches over 20 locations throughout the City interconnected via Paducah Power's
high-speed fiber optic network. The IT department administers and maintains a wireless
mobile network for Paducah Police and Fire Departments as well as hardware,
software, and network infrastructure for E911 operations.
Geographic Information Systems:
The GIS division is responsible for the administration and maintenance of the City's
geographic information systems and plays the lead role in the continued operation of
the McCracken and Paducah GIS Consortium (MAP -GIS). This division overseas all
GIS software and hardware upgrades, new data acquisition, web publishing, and mobile
app development along with maintenance and updates to existing geospatial data.
Support and training are provided for all City departments using GIS. This division
provides contractual GIS services to McCracken County, E911, and the Joint Sewer
Agency. Technical assistance is also shared with Paducah Power and Paducah Water.
Staffing Summary: Information Technology
11 IPage
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Director Information Tech
1.0
1.0
1.0
1.0
Network Administrator
1.0
1.0
1.0
2.0
Help Desk Technician
1.0
1.0
1.0
1.0
GIS Manager
1.0
0.0
0.0
0.0
GIS Specialist
1.0
1.0
1.0
1.0
Software Technician
1.0
0.0
0.0
0.0
TOTAL
6.0
4.0
4.0
5.0
11 IPage
Department Budget Summary: Information Technology
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Personal Services
$365,190
$387,988
$395,785
$500,885
Contractual Services
$101,058
$86,692
$256,635
$343,595
Commodities
$40,392
$36,098
$36,330
$41,770
Capital Outlay
$32,058
$14,297
$38,150
$38,000
Total Dept. Budget
$538,698
$525,075
$726,900
$924,250
121Page
CITY CLERK AND CUSTOMER EXPERIENCE
Department Mission:
The mission of the City Clerk and Customer Experience Department is to revolutionize
Paducah by placing citizens at the center of every decision. We accomplish this mission
by creating accessible information, fostering empathy, improving communication, and
supporting each citizen's journey.
➢ Accessible Information
We believe that interacting with government should not be complicated. It should
be straight -forward and understandable. Our department is in charge of ensuring
that the ordinances and municipal orders passed by the City Commission are
accurate, understandable and accessible to the public.
➢ Fostering Empathy
We know that the best cities are compassionate cities. The City Clerk and
Customer Experience Department makes empathy a driving force in process
design and in each interaction with citizens and businesses.
➢ Oaen Communication
We recognize that open communication and transparency in government are key
to building community trust. From open records requests and open commission
meetings to open conversations and clear processes, we are striving to be open
with how we communicate with the public.
Supportinq Journeys
We understand that each person in our community is unique, with their own
passions, needs and abilities. It's our job to make sure each person knows that
they matter to us by mapping their journeys, understanding their needs and
implementing the right technologies to meet and exceed expectations.
➢ Citizens at the Center
We believe the purpose of government is to create better lives for the citizens we
serve. By understanding our citizens, their journeys and experiences, we can
actively improve quality of life and trust in local government.
131Page
Department Divisions:
City Clerk:
As the official custodian of records for the City, the City Clerk with the help of the
Assistant City Clerk, prepares, maintains and safeguards the official City records. The
Clerk's office is in charge of preparing ordinances, municipal orders, minutes, and
agendas for the Board of Commissioners while ensuring everything is easily accessible
to the public. The Clerk's office also assists the City Manager with applications for
alcohol licenses for the City of Paducah and assists the Mayor with appointments to city
boards and commissions.
Customer Experience:
The Customer Experience Department is in charge of assisting citizens and businesses
with navigating city government, acting as liaisons and advocates. Customer
Experience Representatives schedule kick-start meetings for building projects, oversee
the OpenCounter Scope My Project software, handle general inquiries and complaints,
and solicit and maintain feedback data. We are in charge of making recommendations
for continual improvements to internal processes and customer experiences.
Staffing Summary: Customer Experience
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
City Clerk / Director of Customer
0.0
1.0
1.0
1.0
Exp.
Exec. Assist. I I /Assist. City Clerk
0.0
1.0
1.0
0.0
Assistant City Clerk
0.0
0.0
0.0
1.0
Senior Cust Exp Representative
0.0
0.0
0.0
1.0
Cust. Exp. Representative
0.0
3.0
3.0
2.0
TOTAL
0.0
5.0
5.0
5.0
141Page
FY2021 Accomplishments:
➢ Implemented Tyler 311 for online inquiries, complaints and reports
➢ Assisted the Paducah Health Department with COVID-19 Vaccine scheduling
➢ Received grant funds and completed the records scanning project through the
Kentucky Department for Libraries & Archives
➢ Established and supported the Creative & Cultural Council
➢ Maintained OpenCounter Scope My Project with an average of 75 users per
month accessing the Zoning and Business Portals to plan future projects
➢ Hosted the Creative Business Bootcamp
Transitioned to virtual Kick -Start meetings and hosted over 15 meetings for
potential renovations/start-ups/expansions
Assisted with the Orientation for a new Board of Commissioners
FY2022 Goals:
Apply for KDLA grant funding to provide new binding for permanent record books
Implement new software to host all City of Paducah ordinances and minutes
online
➢ Create board member job descriptions for each City board and commission
➢ Support ongoing efforts of the Paducah Creative & Cultural Council
➢ Create additional creative business programming using the National Endowment
for the Arts grant funding
➢ Continue to support local businesses by hosting Kick -Start Meetings
Work cross -departmentally to implement the Entertainment Destination Center
program in downtown Paducah
➢ Assist with enhancements to the public assembly permitting process
Implement a training session for all Chairpersons of City boards and
commissions
➢ Revise and update the Paducah Code of Ethics and provide training to elected
and appointed officials to be designated as a KLC Certified City of Ethics
Department Budget Summary: Customer Experience
151Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Personal Services
0
$354,192
$375,435
$406,120
Contractual Services
0
$15,020
$30,500
$34,095
Commodities
0
$29,260
$23,810
$26,800
Capital Outlay
0
0
0
$19,275
Total Dept. Budget
0
$398,472
$429,745
$486,290
151Page
Department Mission
The Department of Planning exists to
➢ Guide the land use, planning, and development process in
the City of Paducah
Ensure the orderly and efficient use and reuse of land now
and for the future
➢ Maximize the health, safety, and economic well-being for all
residents
Facilitate the creation of quality spaces that enhance the
quality of life for Paducah's citizens
The department consists of professionals who work to provide the
highest quality of service possible in the areas of land use and
development, long-range planning, housing, and community and
economic development.
Responsibilities
The foundational guide for a fulfilling the department's mission is the
Comprehensive Plan for the City of Paducah; that Plan ideally is
inclusive, transparent, unbiased and reflects the comprehensive
values of the entire community and protects the public interest.
The Comprehensive Plan can be implemented in a variety of ways.
The most common tool to implement the Comprehensive Plan is
through the zoning ordinance. One of the chief responsibilities of the
department includes reviewing site plans and plats for compliance
and providing staff review and support for the land use decision-
making bodies, specifically, the Planning Commission, the Board of
Adjustment, and the Historical and Architectural Review Commission
(HARC). The department must also tend to the ordinance's update
needs.
The Comprehensive Plan can also be implemented through the
City's annexation activities, strategic projects, and focused
programs.
In FY21, the Planning Department continued to lead initiatives to
support the city's local businesses during the COVID-19 pandemic
and aid in efforts in business recovery and growth.
The new year welcomed a new Mayor and new Commission. In
2021, the Commission prioritized 12 initiatives. The Planning
Department is the project lead for the following:
PLANNING
n
PADUCAH
161Page
1. Downtown Development: Concentrate effort to support, enhance, celebrate and
improve our thriving downtown community
In FY21, the City of Paducah received final approval from the State and established the
city's first Tax Increment Financing (TIF) District. The TIF brings $20.4 million of new
revenues to facilitate infrastructure investment in Downtown/Riverfront and spur private
investment.
In FY21, the City also executed a development agreement with Weyland Ventures to
invest $21 million in Downtown. The City Block Project assists the City in meeting the
State's minimum requirements for activating the TIF. In addition to private mixed-use
development, the City Block project includes new public infrastructure, open space, and
public parking. TIF and City Block build on 20 years of planning initiatives to support the
revitalization of Downtown and the Riverfront. Much of this work began under Paducah
Main Street.
The Principal Planner serves as the Paducah Main Street Director, recruiting business
and linking partner associations, downtown stakeholders, and the Main Street Board of
Directors. The Board includes nine appointed community members. They are
responsible for assisting with the Main Street accreditation process and advancing
projects that execute the Four -Point Main Street approach to community revitalization:
Design, Promotion, Organizational Capacity, and Economic Vitality.
Build a diverse economic base Create an inviting, inclusive atmosphere
Catalyze smart new investment Celebrate historic character
Cultivate a strong entrepreneurship ecosystem40 Foster accessible. people centered public spaces
ECONOMIC DESIGN
VITALI
COMMUNITY
TRANSFORMATION AIL
ORGANIZATION PROMOTION
Build leadership & strong organizational capacity Market district's defining assets
Ensure broad community engagement Communicate unique features through storytelling
Forge partnerships across sectors Support buy -local experience
The Main StreetApproach is a time -tested framework for community -driven, comprehensive revitalization.
Under the Main Street program, Staff is responsible for implementing several economic
development initiatives, including:
Downtown Incentive Programs: fagade grants, new business grants, roof
stabilization grants, and the upper story residential grant program.
171Page
• Entertainment Destination Center: enables pedestrians to purchase to -go
cocktails and carry on sidewalks, along the riverfront, and in common areas.
Supports directly bars, restaurants, and entertainment venues. Draws people to
Downtown to shop, dine, stay, and partake in cultural attractions.
• Dining at Market House Square: Street closure, expanded sidewalk cafes, music
and entertainment.
• Downtown Design Guidelines: Articulates design guidelines for historic buildings
and new infill construction in historic district.
• Local Grows Here Campaign: Marketing campaign to attract and grow local
businesses. Includes OPEN! Flags for every Downtown business, branded
merchandise, print/radio/social media marketing
2. Remote Workers Incentive Program: Create and implement an effective incentive
program to attract and retain remote workers.
The Business Development Specialist leads this new Commission Priority. The Remote
Workers Incentive Program seeks to attract new professionals to move to Paducah,
while keeping their current job. The proposed project combines a suite of initiatives:
• Market Paducah's high quality of life, good schools, and affordability
• Direct assistance for moving and set-up expenses
• Perks packages to cultural organizations, local businesses, and professional
networks
• Consider a 1 -year payroll tax rebate program to eliminate barrier to entry
3. Southside Enhancements: Targeted empowerment, engagement, and
beautification of Southside neighborhoods.
The Southside region comprises of eight distinct neighborhoods. The Planner I leads
this multi -departmental, multi -pronged community development initiative to bring
attention, engagement, and resources to a historically undeserved area. In June, the
City kicked off the Rise and Shine project. Rise and Shine is an 8 -week initiative that
encourages neighbors to work together to spruce up their neighborhoods and take full
advantage of a week of free, expanded city services. At the end of the week, neighbors,
community organizations, and city staff gather together to celebrate. Rise and Shine is
the first initiative of a larger strategy to understand community values and needs, and
direct resources to strengthen existing communities. The scope of this project will look
at beautification, neighborhood stabilization, housing development, access to open
space, and infrastructure improvements.
4. Annexation: Proactively annex adjacent properties into city corporate boundaries
The Senior Planner is responsible for working with property owners to assess and
implement annexations into the city limits. Priority is given to industrial, commercial, and
multi -family residential properties. In FY21, the City annexed three properties. The City
seeks to annex six properties in FY22.
181Page
In addition to these Commission Priority projects, the Planning Department provides
support to other boards, committees, and commissions: Civic Beautification Board,
Creative and Cultural Council, Demolition Control Board, Main Street committees (4),
Tree Advisory Board, and Urban Renewal and Community Development Agency
(URCDA).
Staffing Summary: Planning
Planning
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Administration
1.0
0.0
0.0
0.0
Director of Planning
1.0
1.0
1.0
1.0
Senior Admin Assistant
0.0
0.0
0.0
1.0
Executive Assistant 1
1.0
1.0
1.0
0.0
Admin. Assistant 11
1.0
0.0
0.0
0.0
Planning
Planner 1
1.0
0.0
0.0
0.0
Grants Administrator
1.0
0.0
0.0
0.0
Community Dev. Planner
1.0
0.0
0.0
0.0
Downtown Dev. Specialist
1.0
0.0
0.0
0.0
Arts & Culture Coordinator
1.0
0.0
0.0
0.0
Planning Project Manager
1.0
0.0
0.0
0.0
Business Dev. Specialist
0.0
1.0
1.0
1.0
Principal Planner
0.0
1.0
1.0
1.0
Senior Planner
0.0
1.0
1.0
1.0
Planner
0.0
0.0
0.0
2.0
Associate Planner
0.0
1.0
1.0
0.0
Neighborhood Planner
0.0
1.0
1.0
0.0
TOTAL
9.0
7.0
7.0
7.0
FY2021 Accomplishments:
➢ Land Use and Zoning Application Reviews for Public Hearing
■ 60 applications to the Planning Commission
■ 13 applications to the BOA
■ 16 applications to the HARC
■ 3 annexations
➢ Economic Development:
■ Final Approval of Tax Increment Financing (TIF) Project by the Kentucky
Economic Development Finance Authority. Awarded $21.4 million over a 20 -
year period.
■ Executed City Block Development Agreement. Weyland Ventures will invest
$21 million in new hotel and mixed-use housing/commercial development.
City will build $3 million new Town Square.
191Page
■ Implemented the Entertainment Destination Center for Downtown and
Riverfront. Program directly supports 20 bars, restaurants, and entertainment
venues, and facilitates foot traffic and street activity throughout Downtown.
■ Retained Retail Strategies to recruit new retail and restaurant businesses
➢ Business Growth and Expansion:
■ Business Retention meetings (one-on-one) held with 66 unique businesses.
■ Launched Industry Lunches. First lunch held with River Industry.
■ Small Business Development Guide reprinted and re -distributed.
➢ Downtown Development Incentives:
• 3 New Business Grants approved. $33,750 in public funds awarded.
Leverages $2.3 million in private investment.
• 4 Roof Stabilization Projects. $54,000 in public funds awarded. Leverages
$178,000 in private investment.
• 0 Upper story grants approved — funds reallocated to meet budget constraints
from COVID
• 0 Fagade Grants approved — funds reallocated to meet budget constraints
from COVID.
➢ Tennessee RiverLine
■ Completed pilot project and promoted to official RiverTowns Program
■ Granted 12 new kayaks from University of Tennessee
■ Launched free summer paddling events in June 2021.
➢ Neighborhoods and Housing
■ Initiated the Southside Neighborhoods Initiative. Includes to -date two Town
Hall listening sessions, eight Rise and Shine spruce up events, community
development through ongoing neighbor -to -neighbor and volunteer work, and
the first round of community engagement.
■ Awarded $100,000 for roof rehabilitation at the Dunlap Apartments/Jetton
Schoolhouse Redevelopment Project. $14.5 million project will create 42
workforce apartments, new performance space for Paducah Symphony, and
a music school.
■ Completed 16 Land Use & Building Condition Surveys.
■ Initiated Northside Historic Neighborhood District Survey, the first step to
listing the neighborhood on the National Historic Register.
■ Transferred 9 surplus property
■ Updated zoning ordinance to allow for multi -family in H:2 LowerTown
neighborhood
201Page
Department Budget Summary: Planning
Department Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Personal Services
$558,706
$510,645
$535,050
$653,300
Contractual Services
$41,190
$19,871
$71,285
$18,585
Commodities
$80,670
$50,451
$46,815
$79,020
Capital Outlay
$4,327
$5,186
$3,095
$2,000
Total Dept. Budget
$684,893
$586,153
$656,245
$752,905
Division Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Administration
Personal Services
$260,354
$210,663
$205,850
$213,540
Contractual Services
$9,545
$6,156
$18,940
$8,670
Commodities
$34,369
$13,191
$5,405
$10,360
Capital Outlay
$4,327
0
$3,095
$2,000
Planning
Personal Services
$298,352
$299,982
$329,200
$439,760
Contractual Services
$31,645
$13,715
$52,345
$9,915
Commodities
$46,301
$37,260
$41,410
$68,660
Capital Outlay
0
$5,186
0
0
Total Dept. Budget
$684,893
$586,153
$656,245
$752,905
21 IPage
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.
POLICE
Operations:
The Operations division often is referred
to as the "backbone" of the police
department. It is the most visible of the
three divisions with uniformed officers
patrolling the streets in marked police
cruisers. These officers annually answer
tens of thousands of calls for service and
perform preliminary investigations of all
criminal activity. They strive each day to
have positive, proactive interaction with
members of our community. They
conduct proactive patrols, investigate
suspicious activity, enforce traffic laws,
and investigate thousands of traffic
crashes each year. Within this division
are several specialized units: three K9
teams; Special Weapons and Tactics
(SWAT) Team; Crisis Negotiation Team;
Bomb Squad; Collision Reconstruction
Team; Bike Patrol; and DARE instructor.
Support Services:
The Support Services Division is the
investigative and record-keeping arm of
the police department. It is made up of
three units: General Investigations, Drug
Enforcement, and Records and Evidence.
General Investigations Unit detectives
conduct in-depth investigations of major
crimes — from forgery and fraud to
computer crimes to arson and murder.
The detectives of the Drug Unit focus on
illegal drug activity, including both street
drugs and prescription drugs, and "vice"
activities, such as prostitution and human
trafficking. The Records and Evidence
Unit maintains all the department's
records, including crime and vehicle
collision reports, and logs and maintains
the integrity of hundreds of pieces of
evidence each month.
221Page
Staffing Summary: Police
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Administration
Police Chief
1.0
1.0
1.0
1.0
Captain
1.0
1.0
1.0
1.0
Police Officer
2.0
2.0
2.0
2.0
Senior Admin Assistant
0.0
0.0
0.0
1.0
Executive Assistant II
1.0
1.0
1.0
0.0
Operations (Patrol)
Assistant Chief
1.0
1.0
1.0
1.0
Captain
4.0
4.0
4.0
4.0
Sergeant
9.0
7.0
7.0
7.0
Police Officer
47.0
49.0
50.0
50.0
Support Services (Investigations)
Assistant Chief
1.0
1.0
1.0
1.0
Captain
1.0
1.0
1.0
1.0
Sergeant
2.0
2.0
2.0
2.0
Police Officer
9.0
9.0
8.0
8.0
Record Division Manager
1.0
1.0
1.0
1.0
Senior Records Clerk
0.0
0.0
0.0
1.0
Records Clerk III
1.0
1.0
1.0
0.0
Records Clerk
0.0
0.0
0.0
3.0
Records Clerk II
0.0
0.0
1.0
0.0
Records Clerk 1
3.0
3.0
2.0
0.0
Crime Analyst
1.0
1.0
1.0
0.0
Crime Analyst II
0.0
0.0
0.0
1.0
Senior Evidence Technician
0.0
0.0
0.0
1.0
Evidence Technician 11
1.0
1.0
1.0
0.0
Evidence Technician
0.0
0.0
0.0
1.0
Evidence Technician 1
1.0
1.0
1.0
0.0
COPS Grant
Police Officer
0.0
0.0
0.0
3.0
TOTAL 87.0 87.0 87.0 90.0
FY2021 Accomplishments:
➢ The number of major crimes and collisions dropped significantly due, in part, to
the novel coronavirus.
There were no major injuries to personnel.
➢ Det. Kevin Wilson was named Employee of the Year for 2020. He was
recognized for his passion for investigative work and his strong work ethic. He
was primary investigator for 56 cases. He closed 21 of those cases with arrests
and 17 others with a positive clearance.
Although we were unable to hold a traditional awards ceremony, all of the
department's employees were honored for their work and dedication during the
23 1 Page
COVID-19 pandemic. Additionally, 51 employees were honored for outstanding
performance of duty and six citizens were recognized for their assistance to
officers in 2020.
The Police Foundation funded the purchase of a third K9, Bary, who is partnered
with Officer Ben Anthony.
➢ Nathan Antonites was promoted to captain. Two officers retired and two
resigned — one to take a job in the private sector and the other to join a law
enforcement agency closer to his family.
Although still below full staffing level, the department hired six new officers.
➢ In cooperation with Paducah Independent Schools, the department finalized a
grant and created a School Resource Officer Program. Beginning in August
2021, officers will be assigned to Paducah Tilghman High School, Paducah
Middle School and one officer rotating through the elementary schools.
We continued our department's focus on being involved in the community, along
with engaging our citizens and visitors to help prevent crime.
➢ We continued with the advancement of the department's technology capabilities.
➢ We continued digital forensic investigations on cell phones and other digital
media with more than 302 examinations, assisting 18 state, local and federal
agencies.
➢ We completed the replacement of our current in -car camera system. This project
began in FY21.
➢ We received nearly $1.2 million in grants, used to purchase a new Remotec FX
robot for the Bomb Squad, in -car and hand-held radios and less lethal equipment
and to fund three school resource officers, digitization of records and education
and traffic details.
FY2022 Goals:
➢ Operational Efficiency: Continue the success of the 10 -hour shift model, and
finalize assessment of current geographical zone boundaries to identify more
efficient ways to deploy resources.
Crime and Collision Reduction: We will continue using a problem -oriented
approach to address crime problems. A collision reduction plan is being created
to help reduce the number of vehicle collisions, focusing on education,
enforcement and engineering.
Community Engagement: We implemented a School Resource Officer program,
and officers will be in Paducah's public schools full time beginning July 1,
2021. We will continue operating under a community policing philosophy and
increase our daily interactions with community members. Increased involvement
within the City school system will be a priority.
➢ Personnel: We are seeking ways to increase the overall health and wellness of
our personnel, while continuing to focus on the development of their knowledge,
skill, and abilities by providing quality training. Retention and recruitment will
remain of high priority in the effort to achieve full staffing.
➢ Technology: We will expand our usage of social media and continue utilizing
technology to improve the efficiency of the department
241Page
Department Budget Summary: Police
Department Summary:
Division Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Administration
Actual
Actual
Revised
Proposed
Personal Services
FY2019
FY2020
FY2021
FY2022
Personal Services
$8,018,303
$8,238,087
$9,069,205
$9,984,150
Contractual Services
$406,676
$424,327
$455,705
$545,335
Commodities
$1,287,597
$1,098,476
$1,207,330
$1,322,775
Capital Outlay
$3,300
$140,045
0
0
Total Dept. Budget
$9,715,876
$9,900,935
$10,732,240
$11,852,260
Division Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Administration
Personal Services
$606,957
$611,887
$641,485
$682,350
Contractual
$300,645
$314,677
$324,660
$412,260
Services
Commodities
$390,274
$232,325
$284,150
$327,920
Operations (Patrol)
Personal Services
$5,598,875
$5,806,628
$6,480,415
$6,883,695
Contractual
$66,457
$73,373
$82,840
$89,610
Services
Commodities
$726,389
$699,434
$742,705
$783,800
Capital Outlay
0
$140,045
0
0
Support Services
(Investigations)
Personal Services
$1,812,471
$1,819,572
$1,947,305
$2,144,955
Contractual
$39,574
$36,277
$48,205
$43,465
Services
Commodities
$170,934
$166,717
$180,475
$188,055
Capital Outlay
$3,300
0
0
0
COPS Grant
Personal Services
0
0
0
$273,150
Commodities
0
0
0
$23,000
Total Dept. Budget $9,715,876 $9,900,935 $10,732,240 $11,852,260
251Page
Department Mission:
The Fire Department's Mission is comprised of 3 goals:
Educate to Prevent Harm
Education and prevention
are the focal points of the
Paducah Fire Department.
We develop and provide
programs and services that
promote safety, and
actively educate the public
in Fire Safety and
Prevention.
Protect
We strive to have a safe
environment for our
personnel and the people
within our community. We
accomplish this through
prompt delivery of
emergency services and by
providing a safe
environment in which to
visit, work, and live.
The Fire Department consists of 4 divisions:
Administration:
FIRE
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.
4
A -
Administration is responsible for general management of all divisions of the Fire
Department.
Suppression:
The Suppression Division operates 5 fire stations that cover more than 21 square miles
in the City of Paducah. The stations possess 5 engine companies, 2 aerial companies,
and 2 rescue units for the purpose of responding to fire emergencies and for rescue
assistance.
Prevention:
The Prevention Division is responsible for city-wide fire prevention in the form of the fire
safety program, the construction program, the code enforcement program, fire
investigation, and public education. The fire safety program is carried out by the Fire
Marshal section which conducts fire prevention inspections using the Kentucky Fire
Prevention Code annually on residential, assembly, education, business, mercantile,
storage, factory and industrial, high hazard, and utility and miscellaneous type use groups.
The Fire Marshal's office also offers discussions, demonstrations on fire safety, and
education that is free of charge to all legitimate civic organizations, businesses, schools,
churches, and healthcare facilities. The new construction program is carried out by the
construction section that ensures that building and electrical work done within the city
complies with codes, laws, and regulations mandated by the State. Not only are building
plans reviewed for compliance with codes, but inspections are also made at predetermined
stages of construction. Inspectors advise and confer with contractors and/or property
owners before and during construction to help ensure compliance. The code enforcement
program is carried out by the code enforcement section that enforces all applicable laws,
261Page
rules, and regulations in order to provide a healthy, clean, and pleasant environment for the
citizens of Paducah.
Training:
Firefighters have more than 300 hours of continued education each year. The Training
Officer coordinates education in the areas of EMS, firefighter skills, hazmat, pump
operations, and others. These education requirements ensure that the level of competency
of the members of the Fire Department is the highest achievable, and maximize the
resources of personnel and equipment available to best protect and serve the citizens of
the City.
Staffing Summary: Fire
Suppression
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Administration
3.0
3.0
3.0
3.0
Fire Chief
1.0
1.0
1.0
1.0
Dep. Fire Chief Fire Prevention
1.0
1.0
1.0
1.0
Deputy Fire Chief Operations
1.0
1.0
1.0
1.0
Executive Assistant 1
1.0
1.0
0.0
0.0
Suppression
Fire Assistant Chief
3.0
3.0
3.0
3.0
Captain
15.0
15.0
15.0
15.0
Lieutenant
15.0
15.0
15.0
15.0
Firefighter*
27.0
29.0
29.0
29.0
Prevention
Deputy Fire Marshal
0.0
0.0
0.0
2.0
Dep. Fire Marshall 1
1.0
1.0
1.0
0.0
Dep. Fire Marshall II
1.0
0.0
0.0
0.0
Dep. Fire Marshall III
0.0
1.0
1.0
0.0
Chief Building Inspector
1.0
1.0
1.0
1.0
Dep. Building Inspector
0.0
0.0
0.0
1.0
Dep. Building Inspector 1
1.0
1.0
1.0
0.0
Chief Electrical Inspector
1.0
1.0
1.0
1.0
Dep. Electrical Inspector
0.0
0.0
0.0
1.0
Dep. Electrical Inspector II
1.0
1.0
1.0
0.0
Permit Technician
1.0
0.0
1.0
1.0
Code Enforcement Officer
3.0
3.0
3.0
3.0
Senior Admin Assistant
0.0
0.0
0.0
1.0
Executive Assistant 1
1.0
1.0
1.0
0.0
Training
Battalion Chief/Training Officer
1.0
1.0
1.0
1.0
TOTAL
76.0
77.0
77.0
77.0
*Including 2 authorized positions not budgeted
271Page
FY2021 Accomplishments:
➢ Implemented pandemic response plans and policies
➢ CY2020 – Responded to 3010 incidents;
➢ Initiated 14 foreclosures;
➢ Demolished 35 structures;
➢ CY2020 – 964 permits issued for $45.5 million valuation;
➢ CY2020 – 1594 inspections for building and electrical;
➢ CY2020 – 129 inspections for fire marshals;
➢ CY2020 – 5482 inspections for code enforcement;
➢ CY2020- 0 consultations;
➢ Trained 7 new recruits;
➢ CY2020 –Trained 11,486 man-hours;
➢ Implemented Energov
➢ Deployed Body Worn Cameras in the Fire Prevention Division
➢ Reached agreement for a 3 -year contract with the IAFF
➢ Successfully implemented remote working for all non -suppression personnel
➢ Implemented comprehensive medical program
FY2022 Goals:
➢ Initiate National Accreditation Process
➢ Continue foreclosure and demolition actions
➢ Maintain inspection certifications and inspection schedules
➢ Complete annual recertification's and updates for training
➢ Strive to maintain 2 -week plan review time
➢ Continue to maintain high training standards to serve Paducah
➢ Continue to be active in local, regional, and state response teams
➢ Continue to be active in regional meetings for code enforcement consistency
➢ Community Outreach Programs—Smoke Detector Programs, Men Who Cook,
MDA Fill the Boot, Breast Cancer Awareness, United Way Firehouse Chili, Car
Seat Program, Courtesy Surveys, Iron Mom Support, Dragon Boat Race
Support, Firehouse Tours, Operation Warm—Coats for Kids, Kids Christmas,
Fire Safety House, Lunch Program, BBQ on the River, Big Brown Truck Pull,
Parade Support, Quilt Show Support, Citizens Academy, Firefighter for A Day,
Fountain Avenue Fall Festival, 9/11 Memorial Stair Climb in Nashville, Fill the
Fire Truck School Supplies
281Page
Department Budget Summary: Fire
Department Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Personal Services
$7,367,663
$7,741,049
$7,951,790
$8,621,770
Contractual Services
$331,886
$289,492
$436,230
$439,550
Commodities
$749,804
$773,621
$783,560
$860,665
Capital Outlay
$163,895
$153,982
$144,400
$154,515
Total Dept. Budget
$8,613,248
$8,958,144
$9,315,980
$10,076,500
Division Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Administration
Personal Services
$506,762
$481,663
$478,625
$532,955
Contractual
$25,955
$23,637
$56,230
$50,100
Services
Commodities
$51,898
$65,612
$59,565
$70,215
Capital Outlay
0
0
$7,500
0
Suppression
Personal Services
$5,920,506
$6,342,981
$6,543,650
$6,968,080
Contractual
$94,957
$96,168
$106,705
$106,645
Services
Commodities
$580,592
$610,429
$606,055
$656,385
Capital Outlay
$163,895
$143,252
$136,900
$154,515
Prevention
Personal Services
$833,868
$802,292
$812,250
$975,025
Contractual
$207,754
$166,333
$269,685
$280,160
Services
Commodities
$67,694
$74,208
$65,945
$75,565
Capital Outlay
0
$10,730
0
0
Training
Personal Services
$106,527
$114,113
$117,265
$145,710
Contractual
$3,220
$3,354
$3,610
$2,645
Services
Commodities
$49,620
$23,372
$51,995
$58,500
Total Dept. Budget
$8,613,248
$8,958,144
$9,315,980
$10,076,500
291Page
ENGINEERING/PUBLIC WORKS
Department Mission:
Engineering and Public Works have been combined for budgetary purposes for several
years. During FY2020, the decision was made to separate them into Engineering /
Floodwall and Public Works (Facility Maintenance, Solid Waste, Fleet Maintenance, and
Streets). This page remains in this book for historical purposes only.
Staffing Summary: Engineering/Public Works
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Engineering Services
City Engineer & Pub. Wks
0.8
0.75
0
0
Director*
Assistant City Engineer
0.0
1.0
0
0
Storm Water & Drain. Engineer
1.0
0.0
0
0
Engineering Project Manager
1.0
1.0
0
0
Engineering Technician
1.0
1.0
0
0
Executive Assistant 1
1.0
1.0
0
0
Administrative Assistant 111*
0.5
0.5
0
0
Floodwall Operations
EPW Floodwall Superintendent
1.0
1.0
0
0
Floodwall Operator
4.0
4.0
0
0
Streets (Maintenance & Lighting)
Assistant EPW Director*
0.25
0.25
0
0
EPW Street Superintendent
1.0
1.0
0
0
EPW Street Supervisor
2.0
2.0
0
0
Equipment Operator
3.0
3.0
0
0
Concrete Finisher
2.0
2.0
0
0
Right-of-way Maintenance
13.0
13.0
0
0
Facility Maintenance
Assistant EPW Director*
0.25
0.25
0
0
EPW Fleet/Maintenance
0.5
0.5
0
0
Superint.
EPW Maintenance Supervisor
1.0
1.0
0
0
Laborer
5.0
5.0
0
0
Traffic Technician
1.0
1.0
0
0
Master Electrician
0.0
0.0
0
0
Journeyman Electrician
1.0
1.0
0
0
Maintenance Technician
4.0
4.0
0
0
TOTAL 44.3 44.25 0 0
*Position split between funds in EPW (Public Works, Maintenance, Solid Waste, and
Fleet Maintenance)
301Page
Budget Summary: Engineering/Public Works
Department Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Personal Services
$3,265,501
$3,134,113
0
0
Contractual Services
$213,213
$185,034
0
0
Commodities
$2,233,066
$2,137,100
0
0
Capital Outlay
0
0
0
0
Total Dept. Budget
$5,711,780
$5,456,247
0
0
Division Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Engineering Services
Personal Services
$468,093
$427,661
0
0
Contractual Services
$8,145
$5,537
0
0
Commodities
$21,199
$15,872
0
0
Capital Outlay
0
0
0
0
Floodwall Operations
Personal Services
$755,301
$670,357
0
0
Contractual Services
$30,553
$42,325
0
0
Commodities
$413,831
$228,498
0
0
Streets (Main. &
Light.)
Personal Services
$1,252,824
$1,248,424
0
0
Contractual Services
$136,102
$98,476
0
0
Commodities
$1,499,813
$1,595,322
0
0
Capital Outlay
0
0
0
0
Facility Maintenance
Personal Services
$789,283
$787,671
0
0
Contractual Services
$38,413
$38,696
0
0
Commodities
$298,223
$297,408
0
0
Total Dept. Budget
$5,711,780
$5,456,247
0
0
31 IPage
PUBLIC WORKS
Department Mission:
It is our mission to provide effective and efficient maintenance and support services for
all citizens of Paducah. We strive to use cost effective resources to deliver quality
services for the maintenance of streets and City facilities.
Streets:
The Street Maintenance division is responsible for the maintenance of approximately
446 lane miles of City roadways in addition to right-of-way's, sidewalks, alleys, curbs
and gutters, independent storm sewer facilities, the landscaping of downtown and
landscaped areas outside of City parks. Street Maintenance maintains more than 3,000
traffic signs and 6,000 storm inlets. This division as requested assists the Engineering
Department with work associated with all City street restoration and rehabilitation
coupled with Municipal Aid Program. Although lights are occasionally added to existing
roadways, the majority of new lights come from new developments.
Facility Maintenance:
The Facility Maintenance division is responsible for the maintenance and care of 30
buildings (20 City employee occupied, 10 leased facilities), and 12 City owned/operated
traffic signals. This division provides support staff to the Parks Department for facilities
including pools, shelters, playground equipment, and the skate park. Additionally, the
Facility Maintenance Division provides custodial services of City -owned facilities and
downtown restrooms, and maintains the aesthetics of decorative lighting systems on
various City properties.
Staffing Summary: Public Works
Streets (Maintenance & Lighting)
Public Works Director*
Assistant PW Director*
Administrative Assistant*
Administrative Assistant III*
Street Superintendent
Street Supervisor
Landscape Supervisor
Equipment Operator
Concrete Finisher
Right-of-way Maintenance
Laborer
Facility Maintenance
Public Works Director*
Assistant PW Director*
Administrative Assistant
Administrative Assistant III*
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
0.0
0.0
0.25
0.25
0.0
0.0
0.25
0.25
0.0
0.0
0.0
0.25
0.0
0.0
0.25
0.0
0.0
0.0
1.0
1.0
0.0
0.0
2.0
2.0
0.0
0.0
1.0
1.0
0.0
0.0
3.0
3.0
0.0
0.0
2.0
2.0
0.0
0.0
13.0
13.0
0.0
0.0
2.0
2.0
0.0
0.0
0.25
0.25
0.0
0.0
0.25
0.25
0.0
0.0
0.0
0.25
0.0
0.0
0.25
0.0
32 1 Page
Fleet/Maintenance Superint.
0.0
0.0 0.50
.50
Maintenance Supervisor
0
0.0
$1,685,745
0.0 1.0
1.0
Janitor/Collector
$98,710
0.0
Commodities
0.0 0.0
4.0
Laborer
$1,558,415
0.0
0
0.0 5.0
0.0
Traffic Technician
Facility Maintenance
0.0
0.0 1.0
1.0
Master Electrician
0
0.0
$742,665
0.0 1.0
1.0
Maintenance Technician
0
0.0
$38,645
0.0 5.0
5.0
0
TOTAL
0
Total Dept. Budget
0 38.00
38.0
*Position split between funds in Public Works (Street, Maintenance, and Solid Waste)
$4,649,010
Budget Summary: Public Works
Department Summary:
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Personal Services
0
0
$2,265,995
$2,636,955
Contractual Services
0
0
$139,600
$129,565
Commodities
0
0
$1,815,585
$1,881,490
Capital Outlay
0
0
$1,045
$1,000
Total Dept. Budget
0
0
$4,222,225
$4,649,010
Division Summary:
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Streets (Main. & Light.)
Personal Services
0
0
$1,523,330
$1,685,745
Contractual Services
0
0
$98,710
$90,920
Commodities
0
0
$1,503,825
$1,558,415
Capital Outlay
0
0
$1,045
$1,000
Facility Maintenance
Personal Services
0
0
$742,665
$951,210
Contractual Services
0
0
$40,890
$38,645
Commodities
0
0
$311,760
$323,075
Total Dept. Budget
0
0
$4,222,225
$4,649,010
FY 2021 Accomplishments:
➢ Continued all services with no interruption despite Pandemic (Covid-19)
➢ Successfully integrated downtown beautification & right-of-way mowing into PW
➢ Began updating necessary safety training for all PW staff
FY2022 Goals:
➢ Reach & maintain approved staffing level
➢ Continue to beautify & improve downtown
➢ Continue to support Southside cleanup efforts
331Page
Department Mission:
Our mission is to provide an affordable and
positive comprehensive system of
recreation programs designed to enhance
the quality of life for the residents of
Paducah as well as surrounding
communities. The Parks Department
consists of three divisions- Administration,
Recreation and Parks Maintenance, and
Special Events.
Administration:
Administration is responsible for all
planning and new development of the
Parks Department. Administrative staff
handles special event permits, scheduling
of facilities, sale of cemetery lots, assisting
with budget preparation, and budget
monitoring. Park security through the Park
Ranger program falls under this division.
The Administrative division oversees all
other divisions within the Parks
Department.
PARKS AND RECREATION
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Recreation and Parks Maintenance:
The Recreation and Parks Maintenance Division is charged with providing quality
programs, services, spaces, and amenities to the community. The division maintains
and operates 29 parks facilities, trails, and green spaces, including the Paducah
Recreation Center, the Noble Park Pool, and the splash pads at Coleman Park and
Brockenborough Park. The division supports community festivals and events, as well
as provides well maintained sports playing facilities. The maintenance and operation of
Oak Grove Cemetery and the Transient Boat Dock also falls under this division.
Special Events:
Special Events is tasked with the operation of the Farmers' Market, the organization and
operation of the Riverfront Concert Series, the July 4t" Independence Day Celebration,
and two parades, in addition to other large-scale community events. The Special Events
Division also provides support services to recreation events and logistics for community
events.
341Page
Staffing Summary: Parks and Recreation
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Administration
Director of Parks Services
1.0
1.0
1.0
1.0
Assistant Dir of Parks
0.0
0.0
0.0
1.0
Assistant Dir of Recreation
0.0
0.0
0.0
1.0
Assistant Dir of Parks & Rec
0.0
0.0
1.0
0.0
Parks & Rec
0.0
0.0
0.0
1.0
Superintendent
Recreation Superintendent
1.0
1.0
1.0
0.0
Recreation Specialist
2.0
1.0
2.0
2.0
Senior Admin Assistant
0.0
0.0
0.0
2.0
Executive Assistant 1
1.0
1.0
1.0
0.0
Administrative Assistant 111
1.0
1.0
1.0
0.0
Administrative Assistant
0.0
0.0
0.0
1.0
Administrative Assistant 11
1.0
1.0
1.0
0.0
Assistant Rec. Specialist
0.0
2.0
0.0
0.0
Parks Maintenance
Park Maint. Superintendent
1.0
1.0
0.0
0.0
Cemetery Sexton
1.0
1.0
1.0
1.0
Supervisor
1.0
1.0
2.0
2.0
Laborer*
12.0
10.0
8.0
10.7
Right of Way Maintenance
3.0
1.0
1.0
1.0
Maintenance Technician
1.0
0.0
0.0
0.0
Special Events
Special Events Coordinator
1.0
1.0
0.0
0.0
Special Events Superint
0.0
0.0
1.0
1.0
Recreation Specialist
0.0
1.0
1.0
1.0
Laborer
0.0
2.0
2.0
0.0
Right of way Maintenance
0.0
1.0
1.0
0.0
Maintenance Technician*
0.0
0.7
0.7
0.0
TOTAL 27.0 27.7 25.7 25.7
One position split between Parks and Recreation and Transient Boat Dock
tt
Ih.l
351Page
FY2021 Accomplishments:
➢ Completion of the Music Garden at Noble Park-,
Completion of the Peck Addition in Noble Park-,
Completion of the parking lot and sidewalks at the tennis courts in Noble Park-,
➢ Pickleball lines installed on the junior tennis courts-,
The City's Transient Dock was awarded Boaters Choice Award in 2020 for the 4th
straight year-,
➢ Farmers' Market continues to grow to include second location at Carson Park-,
➢ Independence Day Celebration was a success. We were one of the only cities in
the state to host a firework display through partnership with Paxton Park.
FY2022 Goals:
y Maintenance- Adding an assistant director and continue implementation of
maintenance operations plan. Improvements to cemetery to include repairs to
Sexton House for reopening to the public. Improvements to Independence Park
to add second dog park.
Recreation and Special Events- Adding an assistant director-, growing Farmers'
Market to include third location on the Southside, adding Movies on the River
program, and growing Street Beats program. Increase revenue while improving
program quality and efficiencies.
Administration- Continue implementation of cemetery database system.
Increase revenue through facility reservations.
AlCOW
-- -- 36Page
Budget Summary: Parks and Recreation
Department Summary:
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Personal Services $2,125,185
$2,163,217
$2,105,655
$2,372,640
Contractual Services $234,311
$213,992
$199,740
$188,195
Commodities $895,767
$862,998
$998,715
$947,030
Total Dept. Budget $3,255,263 $3,240,207 $3,304,110 $3,507,865
Division Summary:
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Administration
Personal Services
$665,487
$542,700
$552,175
$510,325
Contractual Services
$55,535
$53,867
$58,495
$56,940
Commodities
$148,965
$149,899
$159,225
$165,725
Parks Maintenance
Personal Services
$985,660
$911,067
$974,820
$1,166,740
Contractual Services
$139,702
$128,925
$90,925
$86,585
Commodities
$335,326
$357,593
$396,550
$361,000
Recreation
Personal Services
$212,580
$344,104
$361,485
$535,585
Contractual Services
$31,801
$23,120
$40,220
$37,070
Commodities
$276,556
$220,313
$325,620
$301,755
Special Events
Personal Services
$261,458
$365,346
$217,175
$159,990
Contractual Services
$7,273
$8,080
$10,100
$7,600
Commodities
$134,920
$135,193
$117,320
$118,550
Total Dept. Budget
$3,255,263
$3,240,207
$3,304,110
$3,507,865
371Page
PADUCAH HUMAN RIGHTS COMMISSION (PHRC)
Department Mission:
The Paducah Human Rights Commission was formed May 26, 1964, the same year the
U.S. Civil Rights was initially established, to safeguard all individuals within the City and
McCracken County from discrimination in housing, employment, and public services.
The Paducah Human Rights Commission:
➢ Advocates for human and civil rights
Investigates and mediates discrimination complaints, and when appropriate,
provides referrals to other governmental agencies
➢ Resolves community disputes and issues involving individual or systematic illegal
discrimination
Collaborates with and advises the City of Paducah on human rights
issues/concerns
Collaborates with public and private sectors to promote education on how to
prevent and eliminate discrimination citywide
FY2021 Accomplishments:
➢ The Human Rights Commission operated at limited capacity due to COVID-19
FY2022 Goals:
➢ Fully appoint and train the Human Rights Commission
Budget Summary: Human Rights
381Page
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Personal Services
$10,707
$10,538
$10,825
$10,840
Contractual Services
$96
$97
$400
$390
Commodities
$5,603
$5,669
$5,800
$5,800
Total Dept. Budget
$16,406
$16,304
$17,025
$17,030
381Page
ENGINEERING/FLOODWALL
Department Mission:
It is the mission of the City of Paducah Engineering Department to provide effective and
efficient support services for all citizens of Paducah. The Engineering Department is
composed of Engineering Services and Floodwall Operations.
Engineering Services:
Engineering Services provides engineering support services for various governmental
departments and divisions, administers infrastructure related capital improvements, and
administers storm water, right-of-way, and other regulatory responsibilities and
regulations required by the State & Federal Government. This division is responsible
for commercial site review, and provides reliable professional assistance to the public,
ensuring the construction and maintenance of public infrastructure is carried out in a
cost-effective manner, in accordance with sound engineering principles, practices, and
regulations, helping protect the health, safety and welfare of the public.
Floodwall Operations:
Floodwall Operations executes all operation and maintenance functions for the City's
floodwall and related appurtenances in an efficient, effective manner, in order to ensure
the highest level of preparedness for the protection of the community's health, safety,
and welfare that may be threatened during flooding conditions from the Ohio &
Tennessee Rivers. The floodwall consists of a concrete and earthen levee system that
extends 12.25 miles (9.25 miles of earthen levee and 3.0 miles of concrete) as well as
12 pump stations, numerous discharge pipes, vehicular openings, and other interrelated
parts. The Paducah Floodwall system protects and minimizes the flood risk for 11,000
acres, over 20,000 people and an estimated $1.2 billion of assets.
Staffing Summary: Engineering/Floodwall
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Engineering Services
City Engineer
0.0
0.0
1.0
1.0
Assistant City Engineer
0.0
0.0
1.0
1.0
Engineering Project Manager
0.0
0.0
1.0
1.0
Engineering Technician
0.0
0.0
1.0
1.0
Engineering Technician III
0.0
0.0
1.0
1.0
Senior Admin Assistant
0.0
0.0
0.0
1.0
Executive Assistant II
0.0
0.0
1.0
0.0
Floodwall Operations
EPW Floodwall Superintendent
0.0
0.0
1.0
1.0
Floodwall Operator
0.0
0.0
4.0
4.0
TOTAL
0
0
11.0
11.0
391Page
Budget Summary: Engineering/Floodwall
Department Summary:
401Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Personal Services
0
0
$1,112,770
$1,344,270
Contractual Services
0
0
$52,540
$49,125
Commodities
0
0
$289,980
$300,090
Total Dept. Budget
0
0
$1,455,290
$1,693,485
Division Summary:
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Engineering Services
Personal Services
0
0
$532,240
$707,540
Contractual Services
0
0
$5,930
$6,325
Commodities
0
0
$20,100
$29,095
Floodwall Operations
Personal Services
0
0
$580,530
$636,730
Contractual Services
0
0
$46,610
$42,800
Commodities
0
0
$269,880
$270,995
Total Dept. Budget
0
0
$1,455,290
$1,693,485
401Page
HUMAN RESOURCES AND RISK MANAGEMENT
Department Mission:
The mission of the Human Resources and Risk Management Department is to provide
effective human resource management programs, focused on person -centered services
that are policy compliant, and to facilitate the recruitment, retention, and development of
a sustainable quality workforce, aligning with the City's strategy.
Employees will be provided the same concern, respect, and caring attitude within the
organization that they are expected to share externally with every City of Paducah
customer. The Human Resources and Risk Management Department consists of two
functions: Human Resources Administration and Risk Management.
Human Resources Administration:
Administration formulates polices and develops programs in the full range of
employment strategies to ensure compliance and services of the highest quality. They
work with the Finance Department in designing and implementing programs funded by
the Health Insurance Fund, which is a self-insured fund for the employee health
insurance cafeteria plan.
Risk Management:
Risk Management assists in prevention of accidents, injuries, and workers'
compensation insurance costs for the City of Paducah through enhanced loss control
efforts, and reinforces risk training and strategies for the City's 300+ full-time
employees. They negotiate and process payments from the Insurance Fund for
expenditures related to liability, workers' compensation, property insurance, and
deductibles.
Staffing Summary: Human Resources and Risk
FY2021 Accomplishments:
➢ One LOVE Award given in the Department
Completed City-wide compensation study with appropriate adjustments made
➢ New Compensation Policies were adopted
Updated the Wellness Program
Collective Bargaining Negotiations with AFSCME
41 IPage
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Director of HR
0.0
0.0
0.0
1.0
HR/Risk Director
1.0
1.0
1.0
0.0
Risk Manager
0.0
0.0
1.0
1.0
HR Generalist
2.0
2.0
2.0
1.0
Administrative Assistant
0.0
0.0
0.0
1.0
TOTAL
3.0
3.0
4.0
4.0
FY2021 Accomplishments:
➢ One LOVE Award given in the Department
Completed City-wide compensation study with appropriate adjustments made
➢ New Compensation Policies were adopted
Updated the Wellness Program
Collective Bargaining Negotiations with AFSCME
41 IPage
➢ Health Insurance costs have remained flat over the past 10 years
Began regular scheduled bi-monthly Safety Committee Meetings
FY2022 Goals:
➢ Munis HR module implementation
Safety Teams: Overall reduction of accidents by 10% thru the development of
safe work procedures and practices
➢ Onboard a Risk Manager
➢ City-wide Diversity & Inclusion training
➢ Policy & Procedure Manual review
➢ Updating our MSDS sheets to SDS sheets
Budget Summary: Human Resources and Risk Management
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Personal Services $242,794
$233,633
$265,140
$396,635
Contractual Services $46,667
$39,175
$50,170
$39,425
Commodities $58,408
$57,128
$41,050
$63,855
Total Dept. Budget $347,869
$329,936
$356,360
$499,915
421Page
OTHER GENERAL FUND DIVISIONS
This page contains the Budget Summaries for the Cable Authority, Audit Adjustments,
and Interfund Transfers.
Budget Summary: Cable Authority
431Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Contractual Services
$105,855
$103,583
$88,070
$85,445
Commodities
$560
$82
$500
$500
Total Budget
$106,415
$103,665
$88,570
$85,945
Budget Summary: Audit Adjustments*
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Leave Expense
$47
($36,111)
0
PJC Property Tax
$324,026
$327,840
0
0
Total Budget
$324,073
$291,729
0
0
*The Audit Adjustments cost center is used for year-end financial statement
presentation entries only
Budget Summary: Interfund Transfers (out)
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
General Fund
0
0
0
0
Investment Fund
0
$140,997
0
$285,000
E911 Fund
$599,013
$747,514
0
$650,000
Debt Service Fund
$490,556
$491,357
$761,915
$1,029,445
Capital Projects Fund
$1,839,485
$2,441,668
$249,500
0
Transient Boat Dock
$15,107
$11,017
$55,480
$33,715
Civic Center Fund
$30,848
$42,932
$55,575
$18,025
Rental Prop. Fund
$50,327
$35,297
0
0
Fleet Main. Fund
$117,086
$110,454
$131,510
$95,755
Insurance Fund
$122,063
$131,061
$75,000
$87,000
AEPF Fund
$13,459
$13,386
$13,625
$13,665
PFPF Fund
$359,560
$340,560
$343,000
$310,000
Total Budget
$3,637,504
$4,506,243
$1,685,605
$2,522,605
431Page
OTHER GOVERNMENTAL FUNDS
In addition to the General Fund, the City utilizes eleven
other Governmental Funds. These funds are: Rental
Property Fund, Radio Depreciation & Operation Fund, E911
Fund, Municipal Aid Program Fund, Investment Fund,
CDBG Fund, Court Awards Fund, Transient Room Tax
Fund, Debt Service Fund, Capital Projects Fund, and Bond
Fund.
441Page
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
➢ W.C. Young Community Center
➢ Oscar Cross Boys & Girls Club, Park Avenue location
On a lease by lease basis, the 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.
Statement of Revenue and Expenditures: Rental Property Fund
Expenditures
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Revenue
$13,875
$13,835
$14,255
$13,615
Property Rent & Sales
$132,216
$132,216
$132,210
$132,210
Interfund Transfers
General Fund
$50,327
$35,297
0
0
Total Revenue
$182,543
$167,513
$132,210
$132,210
Expenditures
Contractual Services
$13,875
$13,835
$14,255
$13,615
Commodities
$23,278
$53,934
$90,700
$89,300
Interfund Transfers
General Fund
$89,689
$104,641
$27,255
$29,295
Total Expenditures
$126,842
$172,410
$132,210
$132,210
451Page
RADIO DEPRECIATION & OPERATION FUND
Fund Description:
The Radio Depreciation/Operation Fund was established in FY2001 for the purpose of
capturing all manner of financial transactions associated with the City's 800 MHz radio
system.
The Radio Depreciation & Operation Fund is used to account for the cost of operating
the City's 800 MHz radio system in a manner similar to private business. The intent of
the City of Paducah is to capture the cost of providing services on a continuing basis,
financed primarily through user charges.
utility Others, 50
Companies,
29
800 MHz Radio Units
City of
Paducah,
361
Statement of Revenue and Expenditures: Radio Depreciation Fund
Expenditures
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Revenue
$18,632
$18,251
$38,610
$22,215
Property Rent & Sales
$115,376
$129,767
$138,652
$147,200
Interest Income
$26,714
$21,723
$6,000
$500
Total Revenue
$142,090
$151,490
$144,652
$147,700
Expenditures
Contractual Services
$18,632
$18,251
$38,610
$22,215
Commodities
0
0
$50,000
$25,000
Interfund Transfers
General Fund
0
$266,700
$10,500
0
911 Fund
0
0
$789,375
$464,985
Total Expenditures
$18,632
$284,951
$888,485
$512,200
461Page
911 COMMUNICATIONS SERVICES FUND
Department Mission:
The mission of 911 Communications
Services (a division of the Police
Department) is to provide timely and
appropriate response to requests for
assistance in case of emergency
throughout the City of Paducah and
McCracken County; facilitating the
development of highly trained, proficient,
dedicated, and self -motivated
personnel; constantly seeking ways to
improve the performance of its
employees and the quality of the
services they provide to the community;
and accomplishing the above within all
legal and constitutional requirements
through cooperation with governmental
and community agencies and the public.
911 Communications Services consists
of three divisions; Administration,
Support Personnel, and
Communications Personnel.
Administration:
Administration oversees and manages
the 911 center as they process more
than 170,000 annual calls for service to
nearly 70,000 members of the
community, creates and enforces policy,
and creates the budget for the center.
The Division Manager of 911 oversees
the daily operation of the center and
reports to the Paducah Police
Department Chief of Police.
Support Personnel:
The 911 center has an Administrative
Assistant III that works in a support role
of the Division Manager. The 911
Systems Administrator was reclassified
from the previous Data Administrator
position. This position is responsible for
administering the CAD and ensuring all
addresses within Paducah and
McCracken County are correct, to
include reviewing permits for new
structures and adding information to our
software to ensure responder's safety.
The 911 Systems Administrator is also
responsible for the 911 database and
the radio alias administration.
Additionally, this role includes all
maintenance and entry into the CAD
(Computer Aided Dispatch) system,
mapping with Geo Fence Alerts and
Hazard proximity alerts for first
responder safety.
The Terminal Agency Coordinator (TAC)
ensures all CJIS/LINK/NCIC data entry
is correct and maintained pursuant to
FBI/Kentucky State Police guidelines.
This position is a special assignment of
a Telecom municator that serves as the
single point of contact for the systems
as well as the subject matter expert for
the Division. This was a new position
that began in fiscal year 2020.
Communications Personnel:
Current authorized staffing in the
communications division is twenty. This
is comprised of four Supervisors and
sixteen Telecommunicators that work
twelve-hour shifts
471Page
Staffing Summary: 911 Communications Services
FY2021 Accomplishments:
➢ Implemented a new Quality Assurance Program
The Communications Supervisors completed the Association of Professional
Communications Officials (APCO) Communications Center Supervisor
Certification Course
➢ Promoted two new Communications Training Officers - they will attend APCO
CTO Class in August
We have improved our Grade of Service (GOS) up to 98% of all 911 calls
answered in less than 10 seconds. The national standard is 90% is less than 15
seconds. A year ago, we were at 93%. Our GOS for Non -Emergency (NE) calls
is now at 97% answered in less than 10 seconds up from 93% a year ago and
this is with an increase in call volumes of 13% over a year ago.
➢ We have improved our response times in communications and are answering
911, entering the call and dispatching officers to priority 1 calls in 1:52, a year
ago it was 2:15.
➢ We adjusted the supervisor's hours to 5-5 to allow for smoother shift change and
pass on of information.
Completed an audit and inventory of all radios on the system
After an emergency outage on Christmas day due to an explosion in another
state, we purchased 4 new laptops for emergency situations and the loss of
equipment of use of the 911 center. We also acquired Government Emergency
Telecommunications Service (GETS) to enable us to access prioritized cellular
and landline service in an emergency
Remodeled the kitchen and added a break room to allow the folks to sit and eat
away from the consoles, improves morale and allows for breaks
481Page
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
E911 Division Manager
1.0
1.0
1.0
1.0
Assistant Division Manager
1.0
1.0
1.0
1.0
Senior Admin Assistant
0.0
0.0
0.0
1.0
Administrative Secretary
1.0
1.0
1.0
0.0
System Administrator
0.0
0.0
1.0
1.0
Data Entry Clerk
1.0
1.0
0.0
0.0
Supervisor
4.0
4.0
4.0
4.0
Tele -communicator
14.0
14.0
14.0
14.0
Terminal Agency Coordinator
0.0
1.0
1.0
1.0
TOTAL
22.0
23.0
23.0
23.0
FY2021 Accomplishments:
➢ Implemented a new Quality Assurance Program
The Communications Supervisors completed the Association of Professional
Communications Officials (APCO) Communications Center Supervisor
Certification Course
➢ Promoted two new Communications Training Officers - they will attend APCO
CTO Class in August
We have improved our Grade of Service (GOS) up to 98% of all 911 calls
answered in less than 10 seconds. The national standard is 90% is less than 15
seconds. A year ago, we were at 93%. Our GOS for Non -Emergency (NE) calls
is now at 97% answered in less than 10 seconds up from 93% a year ago and
this is with an increase in call volumes of 13% over a year ago.
➢ We have improved our response times in communications and are answering
911, entering the call and dispatching officers to priority 1 calls in 1:52, a year
ago it was 2:15.
➢ We adjusted the supervisor's hours to 5-5 to allow for smoother shift change and
pass on of information.
Completed an audit and inventory of all radios on the system
After an emergency outage on Christmas day due to an explosion in another
state, we purchased 4 new laptops for emergency situations and the loss of
equipment of use of the 911 center. We also acquired Government Emergency
Telecommunications Service (GETS) to enable us to access prioritized cellular
and landline service in an emergency
Remodeled the kitchen and added a break room to allow the folks to sit and eat
away from the consoles, improves morale and allows for breaks
481Page
FY2022 Goals:
➢ Continue to develop the communications supervisory staff
Improve call processing times with a goal of 1:30 to process priority 1 calls
➢ Implement an interactive voice response (IVR) like other city departments where
the caller can push 1 for property taxes, 2 for the jail etc. We will have a one
button bypass for units in the field for calls from off icers/deputies/firefights who
may have had to wait in the past to get through. This should reduce the number
of incoming calls (particularly county when they are closed)
➢ Modify the schedule to have one telecommunicator working 5-5 to improve the
level of service and reduce the margin for error at shift change
Statement of Revenue and Expenditures: 911 Communications Services Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Taxes
$748,024
$721,371
$720,000
$670,000
Grants
$516,241
$446,962
$660,290
$644,315
Charges for Service
$33,155
$29,343
$35,000
$30,000
Interest Income
$4,676
$2,049
$1,000
$500
Interfund Transfers
$33,459
$144,918
$160,425
$146,420
Radio Fund
0
0
$789,375
$464,985
General Fund
$599,013
$747,514
0
$650,000
Total Revenue
$1,901,109
$1,947,239
$2,205,665
$2,459,800
Expenditures
Personal Services
$1,531,540
$1,472,633
$1,681,370
$1,904,855
Contractual Services
$124,759
$122,593
$114,920
$158,445
Commodities
$211,350
$207,096
$248,950
$250,080
Capital Outlay
0
0
0
0
Interfund Transfers
$33,459
$144,918
$160,425
$146,420
Total Expenditures
$1,901,108
$1,947,240
$2,205,665
$2,459,800
491Page
MUNICIPAL AID PROGRAM (MAP) FUND
Fund Description:
The Kentucky Transportation Cabinet administers the revenue sharing program called
Municipal Aid Program (MAP) funded by motor fuel taxes as provided by KRS Chapter
177. Paducah's allocation of State motor fuel tax funds has historically averaged
$500,000 annually. MAP funding is based on a formula set out by the state of Kentucky.
Kentucky law requires the City to account for state shared gas tax money in a separate
fund. The City traditionally adds a fund transfer from the Investment Fund for the paving
(streets and sidewalks) program.
The City maintains approximately 446 lane miles of streets. The Engineering
Department ranks the streets in need of resurfacing, and continues the restoration of
streets, curbs, gutters, and sidewalks based on the priority list established and
maintained by the City Engineer and the Street Superintendent, in coordination with
local public utility companies and associated capital improvement projects.
Statement of Revenue and Expenditures: Municipal Aid Program Fund
Expenditures
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Revenue
$1,200
$1,200
$1,200
$1,280
Taxes
$510,805
$489,823
$480,000
$481,000
Interest Income
$16,751
$12,631
$3,000
$3,000
Interfund Transfers
Investment Fund
$849,750
$600,000
$600,000
$918,000
Solid Waste Fund
$200,000
$200,000
0
0
Total Revenue
$1,577,306
$1,302,454
$1,083,000
$1,402,000
Expenditures
Contractual Services
$1,200
$1,200
$1,200
$1,280
Commodities
0
0
0
0
Capital Outlay
$1,422,853
$1,181,330
$1,219,800
$1,400,720
Interfund Transfers
Capital Projects Fund
0
$170,000
$250,000
0
Total Expenditures
$1,424,053
$1,352,530
$1,471,000
$1,402,000
501Page
INVESTMENT FUND
Fund Description:
The City of Paducah levies a tax of 2% called an Occupational License Fee, also known
as the Payroll Tax. The fee is paid by people who work within the City of Paducah. For
every $1.00 earned, $.02 is paid to the City. The fee is the largest revenue source for
the City. In 2005, the City of Paducah increased the fee from 1.5% to its current 2%.
The first 1.5% of the fee is placed into the General Fund with the remaining 0.5% placed
into the Investment Fund. Expenditures from the Investment Fund are dedicated to
economic development, neighborhood redevelopment, infrastructure/capital investment,
and property tax relief. Over 1/3 of all Investment Fund resources are dedicated to debt
service for capital investment and economic development for previous capital projects,
or for existing economic development agreements.
Statement of Revenue and Expenditures: Investment Fund
Expenditures —
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Revenue
Licenses & Permits
$5,299,698
$5,264,573
$4,800,000
$5,000,000
Interfund Transfers
$427,750
$281,904
$332,330
$900,750
General Fund
0
$140,996
0
$285,000
Debt Service Fund
0
0
$154,000
0
Capital Projects Fund
$78,919
$134,081
0
0
Total Revenue
$5,378,617
$5,539,650
$4,954,000
$5,285,000
Expenditures —
Economic Development
Contractual Services
$665,317
$706,558
$755,920
$140,730
Contributions
$427,750
$281,904
$332,330
$900,750
Interfund Transfers
General Fund
$360,000
$277,200
$175,000
$70,000
MAP Fund
$849,750
$600,000
$600,000
$918,000
Debt Service Fund
$1,765,553
$1,678,816
$2,036,235
$1,810,085
Capital Projects Fund
$1,268,500
$1,413,255
$1,368,075
$1,435,000
Total Expenditures
$5,336,870
$4,957,733
$5,267,560
$5,274,565
51 IPage
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
Fund Description:
The Community Development Block Grant (CDBG) program is a federal program that
provides communities with resources to address a wide range of unique community
development needs. Beginning in 1974, the CDBG program is one of the longest
continuously run programs at HUD.
Each activity must meet one of the following national objectives for the program: benefit
low- and moderate -income persons, prevention or elimination of slums or blight, or
address community development needs having a particular urgency because existing
conditions pose a serious and immediate threat to the health or welfare of the
community for which other funding is not available.
The Four Rivers Behavioral Health is the recipient of these funds.
Statement of Revenue and Expenditures: CDBG Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Grants $197,500 $197,500 $202,500 $600,000
Total Revenue $197,500 $197,500 $202,500 $600,000
Expenditures
Contractual Services $197,500 $197,500 $202,500 $600,000
Total Expenditures $197,500 $197,500 $202,500 $600,000
521Page
COURT AWARDS FUND
Fund Description:
At the conclusion of successful prosecutions of criminal investigations, the court system
in Kentucky awards law enforcement agencies money and property that was seized.
These assets are then used by the agency toward other investigations; in effect, using
criminals' cash to investigate other criminals. Historically, The Paducah Police
Department has used its Court Awards Fund to finance drug investigations through
payments to confidential informants and as "buy" money. Funds have also been used
to purchase in -car computers and other investigative tools.
The Court Awards Fund balance is very fluid; money seized by law enforcement
agencies is in "suspense" until it is released to the agency by the courts, which happens
at various times during the year. On average, more than half of the available balance is
in "suspense" at any given time.
The money is used by the department, according to federal guidelines and restrictions,
to purchase drugs, pay informants and conduct other criminal investigations. Federal
regulations prevent this money from being used to supplant General Fund dollars and
all purchases must receive approval from the Chief of Police before being completed.
Statement of Revenue and Expenditures: Court Awards Fund
531Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Revenue
Fines
$98,330
$28,954
$30,000
$30,000
Interest Income
$5,795
$4,358
$1,200
$2,000
Total Revenue
$104,125
$33,312
$31,200
$32,000
Expenditures
Contractual Services
$19,445
$30,665
$60,750
$60,800
Commodities
0
$7,500
$4,850
$30,000
Total Expenditures
$19,445
$38,165
$65,600
$90,800
531Page
TRANSIENT ROOM TAX FUND
Fund Description:
The Room Tax Fund was established in FY2020 for the purpose of capturing all manner
of financial transactions associated with the City's 4% transient room tax. The room tax
is collected by hotels and like organizations based on gross receipts collected.
Room Tax receipts are submitted monthly to McCracken County, then transmitted
directly to the CVB (3%) and the Convention Center (1 %) as directed by interlocal
cooperative agreement with the County.
Statement of Revenue and Expenditures: Transient Room Tax Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Licenses 0 $790,534 0 $1,000,000
Total Revenue 0 $790,534 0 $1,000,000
Expenditures
Grants
0 $790,534
0 $1,000,000
Total Expenditures 0 $790,534 0 $1,000,000
541Page
DEBT SERVICE FUND
Fund Description:
The Debt Service Fund is used to account for the accumulation of resources for, and
the payments of, principal, interest, and related costs of debt.
The City of Paducah considers debt financing for major, non-recurring items, which are
typically capital in nature. The Debt Service Fund currently accounts for the activity in
around a dozen notes/bond issues outstanding as of the end of the fiscal year. Final
maturity dates on these debt issues range from FY2024 to FY2040. The primary funding
source for debt service payments is the Investment Fund, although there are also other
income sources including General Fund, E911 Fund, as well as the County Transient
Room Taxes.
Pursuant to §158 of the Kentucky Constitution, the City shall not incur net general
obligation indebtedness to an amount exceeding 10% of the value of taxable property
within the City as estimated by the last certified assessment previous to the incurring of
the indebtedness. The City's current legal debt margin is $210,849,660. The City's
projected net general obligation indebtedness of $42.3 million at June 30, 2022 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 FY2022, the City's net debt service payments ($3.6 million gross, less $655
thousand provided by other funding sources) will be approximately 8.1 % of General
Fund revenues. The table below illustrates the City's portion of debt service payments
over the last few years.
❑ Debt Service
$5.0 Payments
City's Share Versus ■ City's Share of
$4.0 $4.46
Total Debt Service Payments aymt
$3.34
o$3.05 $3.16 $3.16 $ .171
$
= $2.83 298 $2.98
� $3.0
$ L315
$ .052 $ .057 8 127 $ Z.133 $ .139
$2.0 1.86 _
Wr
$1.0
$0.0
2014 2015 2016 2017 2018 2019 2020 2021
2022
551Page
Statement of Revenue and Expenditures: Debt Fund
561Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Revenue
Licenses & Permits
$685,091
$686,352
$686,715
$654,560
Property Rent & Sales
$289,000
$371,290
$289,000
0
Charges for Service
$50,770
$52,071
$51,275
0
Interest Income
$15,981
$26,792
$13,000
$4,500
Other fees
$66,875
$231,631
0
0
Interfund Transfers
General Fund
$490,556
$491,357
$761,915
$1,029,445
E911
$33,459
$144,918
$145,795
$146,420
Investment Fund
$1,765,553
$1,678,816
$2,036,235
$1,810,085
Total Revenue
$3,397,285
$3,683,227
$3,983,935
$3,645,010
Expenditures
Contractual Services
$2,000
$2,000
$2,000
$2,130
Agent Fees KLC
$902
0
0
0
2001 Series
$578,568
$581,738
$582,640
$550,750
2003 Series
$229,395
$228,690
$229,000
$233,625
2004 Series
$390,541
$393,142
$391,555
0
2005 PFPF
$486,556
$491,357
$491,165
$489,945
2009 KLC
$181,142
$183,058
$186,900
$185,275
2009 KACO
$200,075
$199,165
$197,250
$196,295
2010 Series
$452,850
$427,597
$428,800
$429,200
Murray State University
$175,000
$175,000
$175,005
$175,005
2013 Series
$302,633
$302,998
$302,825
$301,440
2017 CFSB
$106,524
$104,615
$104,080
$103,810
2018A Series
$22,591
$108,557
$110,180
$111,560
2018B Series
$33,459
$144,918
$145,795
$146,420
2018C Series
$67,070
$232,943
$220,000
$177,685
2018D Series
0
0
$135,000
0
2020A Series
0
0
$268,750
$537,500
Interfund Transfers
General Fund
0
0
$500,000
0
Investment Fund
0
0
154,000
0
Total Expenditures
$3,229,306
$3,575,778
$4,624,945
$3,640,640
561Page
CAPITAL PROJECTS FUND
Fund Description:
The Capital Improvements Fund is used to account for the acquisition and construction
of major capital facilities and equipment other than those financed by proprietary and
trust funds.
Capital projects accounted for in this fund include all long-lived infrastructure such as
greenway trails, riverfront development, streets, sidewalks, parks and public buildings,
along with equipment like fire trucks, radios, police cars, road graders and bulldozers,
telecommunications equipment, and computer hardware and software. The source of
funding for these projects typically includes transfers from other funds (primarily the
Investment Fund), bond proceeds, or grants/endowments. Most of the appropriations
included in the Capital Improvement Fund are derived from the City's 5 -year Capital
Improvement Plan, which is continually reviewed and updated.
Project Name/Description
ID
File No.
Amount
Appropriations-
Riverport Authority Grant Match
EDO 117
13.202
$100,000
Munis Software Purchase
EQ0022
9.238
250,000
Time Keeping Software
EQ0022
9.238
50,000
SSR — Beautification/Clean up
CD0103
9.327
10,000
SSR — Homeowners Incentive
CDO104
9.328
50,000
SSR — Business Grants
CD0116
13.201
40,000
SSR — Foreclosures
CDO102
9.325
35,000
SSR — Demolitions
CDO102
9.325
50,000
Roof Stabilization Grants
DT0030
9.244
50,000
Upper Story Living Grants
DT0033
9.253
45,000
Fa ade Grants
DT0035
9.257
5,000
Downtown Business Grants
DT0038
9.260
45,000
TIF 'going live'
DT0052
9.329
50,000
Remote Workers Incentive Program
EDO118
13.203
100,000
Lien Recovery/Foreclosures
MR0010
9.70
25,000
City Facilities Improvements
PF0079
9.330
200,000
Noble Park: Basketball Court
PAO120
9.332
250,000
Oak Grove Cemetery Building Repairs
PF0080
9.331
80,000
Total Appropriations
$1,435,000
Source of Funding -
Investment Fund
2400
$1,435,000
Bond Fund
4200
$0
Total Sources
$1,435,000
Source: FY2022 CIP Fund (4000) Revenues & Expenditures budget.
571Page
Statement of Revenue and Expenditures: Capital Improvements Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Grants
$1,102,519
$1,483,324
$2,175,025
0
Interest Income
0
$1,430
($1,430)
0
Insurance
$11,825
0
$1,200,000
0
Loans
$133,749
$463,262
$4,002,989
0
Charges for Service
$1,380
$33,080
$25,059
0
Other
$318,685
$290,720
$310,661
0
Property Rent & Sales
$3,392
$6,172
$10,488
0
Interfund Transfers
$5,382,580
$2,300,069
$10,453,265
$200,000
General Fund
$1,839,485
$2,441,678
$352,040
0
E911 Fund
0
0
0
0
MAP Fund
0
$170,000
$250,000
0
Investment Fund
$1,268,500
$1,413,255
$1,368,075
$1,435,000
Capital Projects Fund
$969,717
$801,338
$125,155
0
Bond Fund
$2,798,761
$383,913
$2,050,000
0
Solid Waste Fund
0
0
0
0
Civic Center Fund
0
0
$14,820
0
Total Revenue
$8,448,013
$7,488,172
$11,882,882
$1,435,000
Expenditures
Administration
$398,211
$1,348,816
$832,366
$400,000
Finance
($3,682)
$21,419
0
0
Information Technology
$171,235
$67,531
$301,673
0
Clerk/Customer Exper.
0
$31,836
$25,404
0
Planning
$532,736
$587,785
$871,170
$395,000
Police
$176,620
$103,258
$1,235,630
0
Fire
$863,469
$259,768
$169,596
$110,000
Engineering/Public
$5,382,580
$2,300,069
$10,453,265
$200,000
Works
Human Resources
0
$8,750
$18,600
0
Parks
$742,648
$1,111,944
$1,177,782
$330,000
E911
$994,660
$364,189
$75,553
0
Interfund Transfers
General Fund
$133
$172,419
$38,179
0
Rental Fund
0
0
0
0
MAP Fund
0
0
$3
0
Investment Fund
$78,919
$134,081
0
0
Capital Projects Fund
$969,717
$801,338
$134,081
0
Total Expenditures
$10,307,246
$7,313,203
$15,333,302
$1,435,000
581Page
BOND FUND
Fund Description:
The Bond Fund accounts for all manner of financial transactions associated with bond
proceeds. Most bond proceeds are eventually transferred to capital projects within the
Capital Improvements Fund.
In January 2020 (FY2020), the City issued tax exempt GOB 2020A for $20.52 million to
fund various capital projects (bond proceeds $20 million) as authorized by ordinance
2019-11-8598. The City's Insurance Premium Tax was increased by the Board of
Commission action in November 2019 (2019-11-8597) by 1%, which is expected to
provide $700K/year for the General Fund. The increase in the Insurance Premium Tax
($700K), coupled with anticipated decreases in future annual debt service payments
(over time) is expected to fund the annual debt through 2040. The average annual debt
service payment is $1.44 million.
Statement of Revenue and Expenditures: Bond Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Bond Premium $332,097 0 0 0
Bond Proceeds $5,370,000 $20,520,000 0 0
Interest Income $25,838 $87,826 $110,500 $120,100
Total Revenue $5,727,935 $20,607,826 $110,500 $120,100
Expenditures
Contractual Services
$1,174,724
$181,627
$51,000 0
Debt Service
$2,903,336
$246,771
0 0
Interfund Transfers
Capital Projects Fund
$2,798,761
$383,913
$50,000 0
Total Expenditures
$6,876,821
$812,311
$101,000 0
591Page
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.
601Page
Fund Mission:
The Public Works Department oversees
the Solid Waste Fund and is dedicated to
serving the citizens of Paducah by
providing reliable quality solid waste
collections and voluntary recycling
opportunities. The Solid Waste Fund's
mission is to provide the best weekly solid
waste collections for approximately
11,500 City customers, approximately
900 commercial businesses with multiple
weekly collections, and to provide a
composting facility that serves all of
McCracken County.
Administration:
This division supervises, 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.
Residential Collection:
This division provides collection and
disposal of solid waste for the residential
and commercial roll-out customers as
well as curbside recycling for residential
customers. Residential solid waste
customers are on a once per week
schedule and residential recycling is twice
per month. Commercial roll-out
customers have the option of multiple
pickups per week, depending on the
customers' needs. This division also
assists in weekly collection of yard waste.
The division maintains an inventory of all
SOLID WASTE FUND
rollouts and manages their repair and
replacement on an as needed basis.
Commercial Collection:
This 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 is
located on North 8t" 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. Paducah's composting
facility has been the model used by
several other communities to initiate their
own composting facilities.
61 IPage
Staffing Summary: Solid Waste Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Administration
City Engineer & Pub. Wks Director
0.2
0.25
0.0
0.0
Public Works Director*
0.0
0.0
0.50
0.50
Assistant PW Director*
0.5
0.5
0.50
0.50
Solid Waste Supervisor
2.0
2.0
2.0
2.0
Administrative Assistant
0.0
0.0
0.0
1.50
Administrative Assistant III*
1.5
1.5
1.50
0.0
Residential Collection
Laborer
3.0
2.0
2.0
3.0
Truck Driver
9.0
9.0
11.0
11.0
Commercial Collection
$1,163,849
$1,264,457
$1,401,440
$1,321,680
Truck Driver
4.0
4.0
4.0
4.0
Compost and Yard Debris Recycling
$159,569
0
0
0
Compost Supervisor
1.0
1.0
1.0
1.0
Compost Equipment Operator
2.0
2.0
2.0
2.0
Laborer
1.0
1.0
1.0
0.0
Bulk, Brush, & Leaf
$5,097,495
$5,875,053
$5,928,250
$6,463,355
Right-of-way Maintenance
2.0
2.0
0.0
0.0
TOTAL
26.20
25.25
25.50
25.50
Statement of Revenue and Expenditures: Solid Waste Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Grants
$71,329
$14,001
$54,000
$53,500
Property Rent & Sales
$75,923
$72,986
$5,000
$40,000
Charges for Services
$4,597,398
$4,629,908
$4,629,520
$4,618,520
Interest Income
$90,982
$67,991
$20,000
$20,000
Insurance
0
$108,500
0
0
Total Revenue
$4,835,632
$4,893,386
$4,708,520
$4,732,020
Expenditures
Administration
$1,121,755
$1,347,256
$1,282,005
$1,391,295
Residential Collection
$1,429,460
$2,012,940
$2,217,545
$2,246,135
Commercial Collection
$1,163,849
$1,264,457
$1,401,440
$1,321,680
Compost
$535,728
$647,785
$568,545
$1,097,130
Bulk, Brush & Leaf
$159,569
0
0
0
Landfill
$22,212
$19,784
$35,000
0
Recycling
$57,098
$17,716
$50,000
$48,000
Interfund Transfers
$607,824
$565,115
$373,715
$359,115
Total Expenditures*
$5,097,495
$5,875,053
$5,928,250
$6,463,355
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year
621Page
Fund Description:
The function of the Paducah Riverfront
Transient Dock is to provide a mooring
facility for transient boaters and visitors
to our community. The dock will provide
fueling services, sanitary pump -outs,
and overnight docking with electric
service. Parks & Recreation is
responsible for overseeing the
reservations and operation of the
Transient Dock. Engineering and Public
Works oversees transition operations
during periods of Ohio River flooding.
TRANSIENT BOAT DOCK FUND
..,
FY2021 Accomplishments:
Awarded Boater's Choice Award for fourth straight year.
Staffing Summary: Transient Boat Dock Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Maintenance Technician* 0.0
0.3
0.3
0.0
Laborer* 0.0
0.0
0.0
0.3
TOTAL 0.0
0.3
0.3
0.3
*Position split between Parks and Recreation and Transient Boat Dock Fund
Statement of Revenue and Expenditures: Transient Boat Dock Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Rental Income
$20,752
$21,755
$12,500
$21,000
Interest on Checking
$134
$154
0
0
Sales
$54,906
$46,868
$35,000
$45,000
Permits & Fees
$3,705
$4,165
$3,000
$5,000
Interfund Transfers
General Fund
$15,107
$11,017
$55,480
$33,715
Total Revenue
$94,604
$83,959
$105,980
$104,715
Expenditures
Personal Services
$20,191
$15,488
$20,305
$18,945
Contractual Services
$20,750
$21,934
$20,740
$23,385
Commodities
$52,106
$46,412
$64,560
$62,385
Total Expenditures
$93,047
$83,834
$105,605
$104,715
631Page
Fund Description:
The main function of the Robert
Cherry Civic Center is to provide
rental services at a competitive rate.
Paducah Parks & Recreation is
responsible for overseeing the
rentals at the Robert Cherry Civic
Center including handling the
reservations, obtaining set up
information, and making sure that
all documentation is in place prior to
the rental date. An outside vendor is
contracted to provide cleaning and
set up services for the events.
CIVIC CENTER FUND
Statement of Revenue and Expenditures: Civic Center Fund
Expenditures
Actual
FY2019
Actual
FY2020
Revised
FY2021
Proposed
FY2022
Revenue
$15,891
$12,239
$17,775
$2,525
Rental Income
$29,784
$15,423
$20,000
0
Interfund Transfers
$10,021
$10,021
$10,025
$10,025
General Fund
$30,848
$42,932
$55,575
$18,025
Total Revenue
$60,632
$58,355
$75,575
$18,025
Expenditures
Contractual Services
$15,891
$12,239
$17,775
$2,525
Commodities
$45,044
$35,730
$42,980
$15,500
Depreciation
$10,021
$10,021
$10,025
$10,025
Interfund Transfers
Capital Projects Fund
0
0
$14,820
0
Total Expenditures
$70,956
$57,990
$85,600
$28,050
641Page
SECTION 8 FUND
Fund Description:
Section 8 Housing is a federally funded, assisted housing choice program through the
U.S. Department of Housing and Urban Development (HUD) that provides critical
housing assistance to low-income, elderly, and disabled families in Paducah/McCracken
County by subsidizing a portion of the family's monthly rent of privately -owned housing
units through the Housing Choice Voucher (HCV) program. This program allows eligible
residents to choose their housing from the private market paying a portion of rent &
utilities directly to the landlord.
Beginning November 30, 2018, the City contracted with the Paducah Housing Authority
to administer the HCV in order to achieve & maintain a high-level of service and
increase efficiency. This partnership enabled the program to have knowledgeable back-
up and support staff, office facilities that better accommodate children, and one location
for housing needs. On January 22, 2019, the Section 8 offices opened at 2330 Ohio
Street. The high level of service of the past has continued under the new administration.
Paducah Housing Authority has hired support staff and provides inspection support. The
contract between the City and Paducah Housing Authority came to an end in November
2020.
Staffing Summary: Section 8 Fund
651Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Section 8
Housing Coordinator
0.0
1.0
1.0
0.0
Section 8 Program Admin.
1.0
0.0
0.0
0.0
Housing Specialist
1.0
0.0
0.0
0.0
Planner 1
1.0
0.0
0.0
0.0
TOTAL 3.0
1.0
1.0
0.0
Statement of Revenue and Expenditures: Section 8 Fund
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Revenue
Grants
$126,899
$91,507
$95,545
0
Total Revenue
$126,899
$91,507
$95,545
0
Expenditures
Personal Services
$107,833
$86,537
$88,710
0
Contractual
$14,270
$4,577
$4,665
0
Services
Commodities
$4,802
$394
$450
0
Total Expenditures
$126,905
$91,508
$93,825
0
651Page
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.
661Page
FLEET MAINTENANCE FUND
Fund Mission:
The Public Works Department oversees the Fleet Maintenance Fund and strives to
establish efficient and effective delivery of City fleet services by providing customers
with safe, reliable, economical, and environmentally sound transportation and related
support services. These services are responsive to the needs of the various city
departments, and maximize vehicle value and equipment investment. The Fleet
Maintenance Fund maintains and repairs all City vehicles and provides outside service
to Concord Fire Department. They have sole authority and responsibility for the
acquisition and disposal of all rolling stock and equipment owned by the City of
Paducah.
Staffing Summary: Fleet Maintenance Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Fleet Maintenance
Fleet/Maintenance Superint.*
0.5
0.5
0.5
0.5
Fleet Supervisor
1.0
1.0
1.0
1.0
Senior Admin Assistant
0.0
0.0
0.0
1.0
Administrative Assistant III
1.0
1.0
1.0
0.0
Fleet Mechanic II
4.0
4.0
4.0
4.0
TOTAL 6.5 6.5 6.5 6.5
*Position split between funds (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
FY2021 Accomplishments:
➢ Continued all services with no interruption despite pandemic (Covid-19)
➢ Began updating necessary safety training for all PW staff
➢ Acquired additional customer from outside City organization
➢ Maintained ASE & EVT certifications
FY2022 Goals:
➢ Acquire more customers from outside City organization
➢ Maintain ASE certifications and add EVT certifications
➢ Reorganize and improve inventory storage
671Page
Statement of Revenue and Expenditures: Fleet Maintenance Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Property Rent & Sales
$586
$1,195
0
Internal Service Rev.
$406,739
$413,994
$402,000
$479,000
Other Fees
$56
0
0
0
Interfund Transfers
General Fund
$117,086
$110,454
$131,510
$95,755
Solid Waste
$47,824
$45,115
$53,715
$39,115
Total Revenue
$572,291
$570,758
$587,225
$613,870
Expenditures
Personal Services
$392,362
$597,087
$499,160
$521,510
Contractual Services
$27,063
$26,155
$30,400
$31,085
Commodities
$56,033
$56,314
$59,115
$61,275
Depreciation
$6,368
$5,225
$5,550
$5,500
Total Expenditures
$481,826
$684,781
$594,225
$619,370
681Page
FLEET LEASE TRUST FUND
Fund Mission:
The Fleet Lease Trust Fund is used to account for all manner of financial activity
regarding the accumulation of funds for, and the purchase of, vehicles and heavy
equipment used by departments operating out of the General Fund.
The Fleet Lease Trust Fund, created in FY1999, ensures that appropriate funding is
available for the replacement of vehicles and heavy equipment owned by the City.
When a new unit is purchased, a lease amount is calculated by dividing the cost of the
unit over its expected useful life. Each department (lessee) pays the lease amount
monthly into the Fleet Lease Trust Fund. When the unit comes to the end of its useful
life and is ready for auction, the funds accumulated from the lease payments and
interest earned provide the funds to replace the unit. All units included in this fund are
owned by the fund itself, not the lessee Department, and Fleet Maintenance has the
sole authority and responsibility for management (including acquisition and disposal) of
Fleet Lease Trust Fund Units. Solid Waste and Fleet Maintenance Fund vehicles are
not included in the Fleet Lease Trust Fund.
Statement of Revenue and Expenditures: Fleet Lease Trust Fund
691Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Revenue
Property Rent
$966,246
$1,005,575
$985,000
$1,011,500
Insurance
$20,939
$48,025
0
0
Sales
$48,672
$32,457
$25,000
$25,000
Interest Income
$92,580
$56,264
$20,000
$8,000
Total Revenue
$1,128,437
$1,142,321
$1,030,000
$1,044,500
Expenditures
Contractual Services
$53,000
$53,069
$53,000
$53,195
Commodities
$819
$676
$1,000
$1,000
Capital Outlay
0
0
$1,167,000
$911,700
Depreciation
$874,703
$841,699
$919,000
$900,000
Interfund Transfers
General Fund
0
$250,000
0
0
Total Expenditures
$928,522
$1,145,444
$2,140,000
$1,865,895
691Page
INSURANCE FUND
Fund Mission:
The Insurance Fund was designed to account for all manner of revenues and
expenditures associated with the City's insurance activities, including the cost to provide
insurance on a continuing basis through user charges. All lines of coverage are
generally acquired through the Kentucky League of Cities Insurance Program with
coverage for: public official's liability, general liability, vehicle damage and liability,
property damage, law enforcement liability, workers' compensation insurance,
commercial crime coverage, and all other special lines of coverage.
In FY2007, the City adopted a $5,000 `first dollars' paid deductible program for workers'
compensation insurance policy. Similar deductible programs were set up in FY2007 to
address public officials ($10,000) and law enforcement liability ($25,000) insurance
policies. In FY2016, property damage coverage `first dollars' deductibles were set in
place for ($25,000).
Statement of Revenue and Expenditures: Insurance Fund
Revenue
Interest Income
Internal Service Revenues
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
0 $234
$1,252,282 $1,199,859
0 0
$1,362,405 $1,260,945
Interfund Transfers
General Fund $122,063 $131,061 $75,000 $87,000
Total Revenue $1,374,345 $1,331,154 $1,437,405 $1,347,945
Expenditures
Contractual Services $1,247,016 $1,290,292 $1,437,405 $1,401,875
Interfund Transfers
General Fund 0 $50,000 0 0
Total Expenditures $1,247,016 $1,340,292 $1,437,405 $1,401,875
701Page
HEALTH INSURANCE FUND
Fund Mission:
The Health Insurance Fund is a self-insured internal service fund designed to capture all
manner of financial activities associated with the Employee Health Insurance Cafeteria
Plan.
The City of Paducah contracts with a third -party administrator to assist in managing the
health insurance program. Premiums charged to the employees and the City's
contributions are reviewed annually and adjusted as necessary to keep the self-funded
plan sustainable. Re -insurance is purchased through this fund to protect it against
catastrophic loss. The City cares about the health of their employees and is committed
to supporting wellness. A variety of wellness activities and preventative programs are
also included in this fund. As an `associate agency', the Joint Sewer Agency (JSA)
participates in the City's health insurance plan.
Statement of Revenue and Expenditures: Health Insurance Fund
Actual Actual Revised Proposed
FY2019 FY2020 FY2021 FY2022
Revenue
Internal Service Revenues $3,489,057 $3,482,099 $3,704,000 $3,602,600
Interest Income $41,077 $58,779 $25,000 $7,000
Total Revenue $3,530,134 $3,540,878 $3,729,000 $3,609,600
Expenditures
Contractual Services $3,293,894 $2,828,105 $3,664,000 $3,539,600
Interfund Transfers
General Fund 0 $65,000 $65,000 $70,000
Total Expenditures $3,293,894 $2,893,105 $3,729,000 $3,609,600
71 IPage
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).
721Page
APPOINTIVE EMPLOYEES' PENSION FUND (AEPF)
Fund Description:
The Appointive Employees' Pension Fund (AEPF) of the City of Paducah was
established in 1946. It was authorized by the Kentucky Revised Statues. The fund was
put in place to cover all civil service employees of the City of Paducah except police and
fire fighters, which have their own retirement plan. Starting in 1975, eligible employees
voted to migrate into the Kentucky County Employees Retirement System (CERS)
which is administered by the State of Kentucky. The AEPF plan closed to any new
members following the 1975 CERS vote.
In the past, the AEPF's source of funding has been from investments; however, all Fund
assets were exhausted by the end of FY2016. Future funding will come from the
General Fund for the remaining life of the Fund for the remaining pensioner.
Statement of Revenue and Expenditures: AEPF Fund
731Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Revenue
Interfund Transfers
General Fund
$13,459
$13,386
$13,625
$13,665
Total Revenue
$13,459
$13,386
$13,625
$13,665
Expenditures
Personal Services
$10,372
$10,372
$10,375
$10,375
Contractual Services
$3,073
$3,000
$3,220
$3,305
Commodities
$14
$14
$30
$20
Total Expenditures
$13,459
$13,386
$13,625
$13,700
731Page
POLICE & FIRE PENSION FUND (PFPF)
Fund Mission:
The Police and Fire Pension Fund (PFPF) of the City of Paducah was created in 1956
to provide retirement, disability, and death benefits for police and fire fighters and their
beneficiaries. On August 1, 1988, the plan was closed to new entrants and current
active duty police and firemen of the City were given a choice of remaining in this plan
or transferring into the Kentucky County Employees Retirement System (CERS), which
is administered by the State of Kentucky.
This fund is primarily funded by a $6 million bond that was issued in 2005. Although it
was anticipated that this bond would carry the fund to term, the downturn in the
economy in 2008 led to decreased investment earnings and an unfunded liability. An
annual transfer from the General Fund is made to meet the minimum actuarial
requirement.
Statement of Revenue and Expenditures: PFPF Fund
741Page
Actual
Actual
Revised
Proposed
FY2019
FY2020
FY2021
FY2022
Revenue
Property Rent & Sales
$352,504
$185,489
$300,000
$260,000
Interest Income
$109,000
$95,440
$100,000
$100,050
Other Fees
0
$13
0
$1,000
Internal Service Revenues
$13,017
$8,870
0
0
Interfund Transfers
General Fund
$359,560
$340,560
$343,000
$310,000
Total Revenue
$834,081
$630,372
$743,000
$671,050
Expenditures
Personal Services
$1,033,958
$965,299
$981,000
$982,400
Contractual Services
$43,203
$41,886
$30,050
$29,105
Commodities
$301
$300
$300
$300
Total Expenditures
$1,077,462
$1,007,485
$1,011,350
$1,011,805
741Page
City of Paducah Statistical &
Supplemental Information
Mission, Vision, and Organizational Values
Vision Statement - Paducah is a city where people
strive to reach their full potential through lifelong I I G I I
learning, healthy lifestyle, creativity, culture, and
compassion for one another.
Missioncit - To be the best tatement in the world. PADUCAH
S y
Be the Best
Organizational Values
Solution -Driven: We believe in proactively working together to discover innovative
solutions that meet our current and future needs.
Customer Experience: We believe in providing excellent service delivery for both our
internal and external customers through a welcoming and respectful environment.
Every Person Matters: We believe that every member of Team Paducah is critically
important as we strive to accomplish our mission, and every person that chooses to live,
work, and play in our City matters.
Action -Oriented: We believe Paducah leads through responsiveness, positive forward
momentum, and a thirst to always improve.
r Fiscal Responsibility: We believe in the prudent stewardship of public funds.
Personal Accountability: We believe in holding each other accountable to insure our
core values are intentionally fulfilled as we strive to carry out our mission.
Government Structure and Partner Agencies
Paducah operates under a City Manager Plan form of government as outlined in Kentucky
Revised Statutes (KRS) 83A.150. Paducah's citizens voted on November 8, 1932, to utilize the
City Manager Plan. In 1934, L.V. Bean began serving as Paducah's first City Manager with
Mayor E.G. Scott.
The Paducah Board of Commissioners is comprised of the Mayor and four Commissioners
elected at large 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 43rd Paducah Board of Commissioners began their terms on January 1, 2021.
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 operations of the City government which includes
approximately 330 full-time employees. The City Manager also is responsible for preparing the
751Page
budget, submitting it to the board for adoption, and administering it. Department directors report
directly to the City Manager.
In January 2021, City Manager Jim Arndt announced that he would be leaving the City in the
summer of 2021 to pursue a professional consulting career. Arndt has served as Paducah's
City Manager since July 1, 2018. The Paducah Board of Commissioners is conducting a
national recruitment process for the next City Manager using the executive search firm, GovHR
USA.
The City of Paducah is comprised of 11 main departments: Administration, Customer
Experience/City Clerk, Police, Fire, Finance, Parks & Recreation, Information Technology,
Planning, Engineering, Public Works, and Human Resources.
The Paducah Board of Commissioners also appoints various boards, commissions, and
advisory groups that oversee quasi -governmental agencies and/or help in the decision-making
process. Paducah Water, Paducah Power System, and the Paducah -McCracken County Joint
Sewer Agency are separate agencies that operate under boards appointed by the elected
officials. Other utilities in Paducah including Atmos Energy and Jackson Purchase Electric
operate privately.
An independent board of directors,
the Paducah -McCracken County
Convention Center Corporation
(PMCCC), oversees two convention
center facilities and the dome
pavilion in downtown Paducah. The
facilities are managed by
VenuWorks which began working in
Paducah in February 2019. PMCCC
members are appointed by
Paducah's Mayor and the
McCracken County Judge -
Executive.
The Julian Carroll Convention Center 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 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
761 ?age
cultural hub of the region, daytime population can often swell to more than 100,000 people.
This daytime population places a stress on the local services including police, fire, and E911
response.
Paducah can be reached by five
exits along Interstate -24,
approximately halfway between
the metropolitan areas of St.
Louis, Missouri and Nashville,
Tennessee. The developing
Interstate -69 corridor also is a
key player in leading people to
Paducah.
Paducah is uniquely situated at
the confluence of the Ohio and
VGA
A�'
Fi
Tennessee Rivers. The Paducah area is often referred to as the Four Rivers Region and the
Hub of the Inland Waterways because of its proximity to the Ohio, Tennessee, Cumberland, and
Mississippi Rivers. Residents and tourists enjoy the natural features of neighboring Land
Between the Lakes National Recreation Area.
Paducah is nearly 20 square miles with 1257 people per square mile per the 2010 U.S. Census.
The 2020 U.S. Census is completed with Paducah's Population Trend
Paducah awaiting the results.
Year Population
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 stresses 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
2019 (estimated) 24,865
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
variable weather. The mean temperature is 57.8 degrees with a record high of 108 and a
record low of -15. Its position north of the Gulf of Mexico contributes ample moisture for
precipitation. Paducah typically receives 49 inches of precipitation with an average of nine
inches of snow.
771Page
History
Paducah's heritage is reflected in 19th century architecture and a number of museums and
historic markers. Paducah, originally known as Pekin, was settled around 1815. Settlers were
attracted to its location at the confluence of the Ohio and Tennessee Rivers. In 1827, William
Clark, Superintendent of Indian Affairs for the Mississippi -Missouri region, arrived in Pekin with
a title deed issued by the United States Supreme Court to the land he now owned. The town
was then platted and named in honor of the Padouca Indians. Paducah was incorporated in
1830 and chartered in 1856.
Paducah thrived in the 19th century due to its port, dry dock facilities, and factories. However,
the extreme fluctuation of the Ohio River led to several floods with the most notable in 1937. As
a result, the United States Army Corps of Engineers constructed a 12 -mile concrete and earthen
floodwall to protect Paducah. The floodwall also serves as a tourist attraction due to the
beautiful Dafford murals. Plus, several miles of the levee section serve as the surface for the
Greenway Trail.
This floodwall and floodgates were put to good use in 2018 and 2019. The Ohio River reached
nearly 53.3 feet in February 2019, the sixth highest crest on record in Paducah. The floodwall
protected the community; however, many of its mechanical components need to be rehabilitated
or replaced. This critical and current project has 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.
781Page
Economic Overview
Paducah's Principal
Taxpayers — Property Tax (2020)
Personal
Property
Commercial
% of Total
Taxpayer
Assessed Valuation
Assessed
$903,643,347
$518,116,004
Valuation
Kentucky Oaks Mall
$48,570,333
1.98%
Cpark Paducah LLC
20,111.900
0.82%
Paducah Medical Investors
13,440,090
0.55%
Ducmall LLC
13,119,800
0.54%
Woodstone Enterprises LP
12,429,000
0.51%
Walmart Real Estate Business
10,646,400
0.43%
Superior Care Homes Properties
10,040,000
0.41%
S&R Investments
10,000,000
0.41%
Greenway Village LLC
9,844,867
0.40%
Paducah Hospitality Partners
9,600,000
0.39% Y
TOTALS
$157,802,390
6.44%
Source: Property Valuation Administration: Assessed value as of January 1,
2019
The Paducah -McCracken County Labor Shed consists of 11 counties in western Kentucky and
southern Illinois with a population of more than 233,000. Paducah has a mix of commercial,
industrial, cultural, institutional, and hospitality -based businesses. Healthcare and education
services are among the top employers. The accredited Paducah Area Chamber of Commerce
is one of the largest in the state with approximately 1000 business members. The area also is
served by Barkley Regional Airport which is located in McCracken County. The airport receives
financial support from the City of Paducah. It provides two, daily nonstop flights from Paducah
to Chicago -O'Hare with United Express service.
To assist local residents and businesses with their entrepreneurial goals and to assist in the
retention, expansion, and start-ups of local businesses, the City of Paducah created the
Business Development
Specialist, a position in the
Planning Department.
Plus, in collaboration with
local partners, the City
prepared the Small
Business Resource Guide.
This Guide provides
connections to local banks,
commercial insurance
Assessed
Fiscal Year
Value of Taxable Propert
Real Estate
Personal
Property
Commercial
Residential
2020
$988,724,688
$903,643,347
$518,116,004
2019
$959,205,670
$882,316,666
$550,296,896
2018
$945,354,526
$842,349,240
$746,891,857
2017
$900,450,880
$802,111,012
$603,335,847
2016
$902,687,182
$783,886,570
$573,896,954
Source: McCracken County Property Valuation Administrator
agencies, accountants, and local grants.
791Page
With Paducah's easy river access and rail service, the city has become the headquarters for
several river industry giants including Ingram Barge, Marquette Transportation, James Marine,
and Crounse Corporation. Paducah is at the center of the inland waterways linking cities
including Pittsburgh and Minneapolis/St. Paul to the Gulf of Mexico. The Paducah Riverport
Authority has made its move to position itself for growth in the sector of intermodal river
transportation through the purchase of the largest flat -top tower crane in North America. In
2015, the U.S. Department of Commerce Foreign -Trade Zone Board approved the Riverport to
establish a foreign -trade zone, an incredible business recruitment tool. In August 2018, U.S.
Secretary of Transportation Elaine Chao announced the establishment of a new Inland
Waterways Gateway Office in Paducah. This Gateway Office is staffed and operating.
Employer
Employees (1) % of Total Employment
_ (2)
Baptist Healthcare Systems
1544
6.12%
Bon Secours Mercy Health, Inc.
1511
5.99%
Walmart Associates, Inc.
937
3.71%
Paducah Board of Education
610
2.42%
West Kentucky Community & Technical
466
1.85%
College
Lowes of Paducah #465
388
1.54%
Vi Wintech Window & Door
348
1.38%
City of Paducah
337
1.33%
Kroger #250
290
1.15%
Computer Service Inc.
276
1.09%
TOTALS
6523
23.41%
Sources:
(1) City of Paducah Finance Department
(2) State of Kentucky — Office of Employment and Training. (Ratio based on
employment within County of McCracken)
Fiscal Year 2021 was filled with economic struggles at all levels due to the coronavirus (COVID-
19) pandemic. The City of Paducah navigated the reduction in revenue streams including the
payroll tax, business license tax, and insurance premium tax through a hiring freeze, a trimming
of the routine parks programming (i.e. Noble Park Pool), and a halt on commencing new
projects.
During the early stages of the pandemic, the City of Paducah in partnership with West Kentucky
Community & Technical College and the Community Foundation of West Kentucky created the
Small Business Relief Fund to provide $2000 grants to for-profit businesses with 25 or fewer
employees with a brick -and -mortar location in Paducah.
Due to stimulus funding from the federal government, businesses and City revenue streams are
starting to rebound but not to pre -pandemic levels yet.
801Page
IEconomic
Indicators
for Last
Ten Fiscal
Years
I
Per
School
Fiscal
Population
Personal
Capita
Median
Enr ent
Unemployment
Year
(1)
Income (1)
Income
Age (1)
(121)
Rate (3)
(1)
2019-
25,024
$503,179,300
$20,430
41.4
3,232
5.4%
2020
2018-
25,024
$503,179,300
$20,430
41.4
2,980
5.5%
2019
2017-
25,024
$503,179,300
$20,430
41.4
2,835
6.4%
2018
2016-
25,024
$503,179,300
$20,430
41.4
3,132
6.8%
2017
2015-
25,024
$503,179,300
$20,430
41.4
3,139
6.2%
2016
2014-
25,024
$503,179,300
$20,430
41.4
2,843
5.6%
2015
2013-
25,024
$503,179,300
$20,430
41.4
3,138
8.2%
2014
2012-
25,024
$503,179,300
$20,430
41.4
2,744
8.4%
2013
2011-
25,024
$503,179,300
$20,430
41.4
2,682
8.0%
2012
2010-
25,024
$503,179,300
$20,430
41.4
2,789
8.7%
2011
Sources:
(1) Bureau of the Census Count - 2000, 2010
(2) Board of Education; represents elementary and secondary public schools
L3) Kentucky Cabinet for Human Resources, Department for Employment Services
Educational Opportunities
A $22.6 million investment is complete with the 2020 grand opening of the Paducah Innovation
Hub at Paducah Tilghman High School, a state-of-the-art technology center where students and
community members can access and connect to industry skills. In addition to the Hub, over the
past few years, more than $90 million worth of educational projects have been completed in
Paducah and McCracken County. In 2013, the community saw the openings of the 94,000
square -foot Paducah Middle School and the 300,000 square -foot McCracken County High
School which consolidated three county high schools.
81 IPage
Population,Overview
Quick Facts
Paducah
Kentucky
Population estimated July 1, 2019 for State and cit
24,865
4,467,673
Population 2010 Census
25,024
4,339,367
Percent Chane 2010 to 2019
-0.6%
3.0%
Persons under 5 years, percent, 2010
6.3%
6.5%
Persons under 18 years, percent, 2010
21.8%
23.6%
Persons 65 years and over, percent, 2010
18.2%
13.3%
Female persons, percent, 2010
54.0%
50.8%
White alone, percent, 2010
71.0%
87.8%
Black or African American alone, percent, 2010
23.7%
7.8%
American Indian and Alaska Native alone, percent, 2010
0.2%
0.2%
Asian alone, percent, 2010
1.0%
1.1%
Native Hawaiian and Other Pacific Islander alone, percent, 2010
Z
0.1%
Two or More Races, percent, 2010
3.0%
1.7%
Hispanic or Latino, percent, 2010
2.7%
3.1%
Veterans, 2015-2019
1478
267,594
Foreign born persons, percent, 2015-2019
1.9%
3.9%
Housing units, April 1, 2010
12,851
1,950,382
Owner -occupied housing unit rate, 2015-2019
53.2%
67.2%
Median value of owner -occupied housing units, 2015-2019
$118,400
$141,000
Households, 2015-2019
11,330
1,734,618
Persons per household, 2015-2019
2.09
2.49
Living in same house 1 year ago, percent of persons age 1 year+,
2015-2019
Language other than English spoken at home, % of persons age 5
ears+
High school graduate or higher, percent of persons age 25 years+,
2015-2019
Bachelor's degree or higher, percent of persons age 25 years+,
2015-2019
Median household income in 2019 dollars), 2015-2019
85.5%
3.1%
88.6%
25.1%
$39,266
84.9%
5.6%
86.3%
24.2%
$50,589
Per capita income in past 12 months in 2019 dollars), 2015-2019
$32,097
$28,178
Persons in poverty, percent
21.6%
16.3%
Source: U.S. Census Bureau
Regarding higher education, the Murray State University Paducah Regional Campus opened in
2014. The facility, which received financial support from the City through bond payments, is
situated across from West Kentucky Community & Technical College (WKCTC) along
Paducah's higher education corridor on U.S. 62. In February 2019, WKCTC and MSU signed a
transfer agreement to allow for a seamless pathway for WKCTC graduates to transfer credits in
certain fields toward a bachelor's degree from MSU.
Over the past several years, the Aspen Institute has recognized WKCTC as a community
college that achieves strong student success. In 2015, Aspen named WKCTC as one of the top
821Page
three community colleges in the United States. In its pursuit of excellence, WKCTC has been
recognized as an Aspen Prize Top 10 Community College five times and has twice been named
a Finalist With Distinction for providing students with strong job training and continuing higher
education opportunity, for achieving high completion and transfer rates, and for providing strong
employment results for its graduates.
In addition to the variety of higher education opportunities offered through WKCTC, the college's
Emerging Technology Center features an 18,000 square -foot high bay area that allows
customizable training for a variety of companies. The University of Kentucky Paducah
Engineering Campus also resides in that corridor in addition to the Challenger Learning Center.
The downtown and adjacent Lower Town
areas of Paducah also are enjoying the
growth of the Paducah School of Art &
Design, which is associated with WKCTC.
In 2016, the school completed the
renovation of the historic property known as
the Kitchens Building, a property bought by
the City of Paducah for the school. The
building houses painting, drawing,
photography, design, and multi -media
programs.
The Paducah -McCracken County area is committed to providing scholarship funding for up to
60 credit hours toward higher education at WKCTC. In 2010, the City, County, Rotary Club of
Paducah, and private partners worked together to create the Community Scholarship Program.
The City of Paducah has contributed $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 and Creative Community
Paducah is internationally known for its arts and culture, and the City of Paducah provides
financial support to many of the local arts agencies. The local economic impact of tourism is
$190 million in direct expenditures and approximately $300 million in total expenditures.
Paducah is called Quilt City USA® based on the founding of the American Quilter's Society by
831Page
quilt visionaries Bill and Meredith Schroeder.
Due to the COVID-19 situation, the 2020 and
2021 annual AQS QuiltWeek TM, which attracts
approximately 30,000 local and international
visitors each April, had to be cancelled, but we
are looking forward to the return in 2022.
These quilt and art enthusiasts also visit the
National Quilt Museum of the United States
located in downtown Paducah. During 2017
and 2018, Paducah held biannual quilt shows
with the second show held in the fall.
Paducah is known as a Creative City.
Paducah's long tradition of quilting and fiber arts led to its designation in 2013 by the United
Nations Educational, Scientific and Cultural Organization (UNESCO) as a City of Crafts & Folk -
Art. In September 2017, Paducah proudly hosted the UNESCO Creative Cities of Crafts & Folk -
Art Annual Meeting. Paducah was in the spotlight as global leaders shared strategies of
incorporating the arts and culture.
Other cultural attractions in downtown Paducah include the River Discovery Center, a museum
with a pilothouse simulator that celebrates Paducah's maritime legacy. Market House Theatre,
which originated in the 1960s, provides a regular schedule of artistic opportunities for people of
all ages. Within walking distance in the historic downtown district are the Paducah Railroad
Museum, William Clark Market House Museum, the Lloyd Tilghman House & Civil War
N —
1 _
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 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.
841Page
The City of Paducah also works to support local artists, creatives, and entrepreneurs. In
November 2020, the City with funding support in part by the National Endowment for the Arts
held the Creative Business Bootcamp. This interactive, virtual workshop focused on helping
creatives, makers, artists, and entrepreneurs design and grow their creative businesses.
Attendees learned about business modeling, action planning, brand marketing, e-commerce,
and customer segments.
In December 2020, the City assisted Sprocket, Inc. with a forgivable loan to help build out the
more than 8000 square feet of makerspace at 3121 Broadway. Sprocket is partnering with
Cape Girardeau -based Codefi for a co -working and business start-up incubator to create high
tech jobs and startup companies in Paducah.
In 2020, the Paducah Creative & Cultural Council set their bylaws and began meeting. This
Council is comprised of five Paducah citizens, the Planning Director, Neighborhood Project
Planner, and the Grants Administrator. The Council has a variety of roles including acting as a
resource for local artists and organizations; recognizing, promoting and encouraging creative
industry growth; assisting with the installation of public art in neighborhoods, public places, and
commercial corridors; and performing assessments on the state of arts and culture in Paducah.
Neighborhoods and Downtown
Neighborhood revitalization is a City of
Paducah priority. When City leaders
adopted a plan in 2002 to revitalize
Lower Town, the oldest neighborhood in
Paducah, many residents were hesitant
since the plan involved a nationwide
invitation to artists. Paducah invited
artists to come to the neighborhood and
restore neglected homes into galleries
and living quarters. Lower Town now is
a neighborhood with beautiful homes,
galleries, and working artists.
Paducah's neighborhood revitalization
model has received national awards and
attention.
In 2007, the City of Paducah adopted a plan to revitalize another neighborhood, Fountain
Avenue. Since then, 37 new residential structures have been built with 92 structures seeing
significant rehabilitation. There has been more than $14 million in permitted investment in the
Fountain Avenue Neighborhood.
Currently, the City is studying the history of the Northside neighborhood and its architecture.
The project will result in the nomination of the neighborhood to the National Register of Historic
851Page
Places. The Northside Residential District consists of more than 450 buildings within an area
generally between Park Avenue, North 10th Street, Palm Street, and North 14th Street.
The City also is focusing on the Southside region of neighborhoods. This large area of eight
neighborhoods is a City Commission Priority. In March 2021, two public meetings were held to
gather input from the residents and businesses. In June and July 2021, the City, volunteers,
and partners will be holding Southside Rise & Shine Neighborhood events. Each of the eight
Southside neighborhoods will be the center of attention for one week.
The City of Paducah also partners with the Midtown Alliance of Neighbors by providing funding
to the non-profit as it works to achieve Community Housing Development Organization (CHDO)
status with the Kentucky Housing Corporation. To demonstrate that it has the capacity to
develop affordable housing for the community, a construction project is underway adjacent to
the Pat & Jim Brockenborough Rotary Health Park. The City is providing the land for eight lots
with Midtown Alliance constructing three new homes.
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 downtown their destination. The energy of the
Downtown Farmers' Market and outdoor musical events organized by the Parks & Recreation
Department along with Main Street events such as the Downtown Block Parties assist in
creating a vibrant and active downtown. In April 2021, the City approved applying to the State
for an Entertainment Destination Center license which allows customers to take to -go alcoholic
drinks in designated cups from participating businesses to stroll our historic streets, browse the
windows of local boutiques, and enjoy the riverfront and outdoor events.
Paducah enjoys seeing
new businesses open in
the district and provides
revitalization programs
for assistance.
Programs include
fagade and
beautification grants,
roof stabilization
assistance, and upper
story residential grants.
The City of Paducah is
dedicated to providing
an environment for
downtown growth. In
March 2021, the City
�D
North TTh St `
was thrilled to receive final approval by the Kentucky Economic Development Finance Authority
(KEDFA) for Paducah's Downtown Riverfront TIF District (TIF). The City also has created a
Prospectus of Projects for the City's two Opportunity Zones.
861Page
A pivotal downtown project expected to break ground in late 2021 is the City Block Project.
Private developer, Weyland Ventures, is bringing a multi -use development to the property that
currently is a parking lot at 2nd and Broadway. The development includes a boutique hotel along
Jefferson Street and a mixed use -development along Broadway. Between the two
developments would be city -owned parking and public open space.
Parks & Recreation
The City of Paducah offers more than
two dozen parks and recreational
facilities. To encourage health and
fitness and to link several
neighborhoods, Paducah has been
extending the Greenway Trail.
Currently, Paducah has more five
miles of Trail for the community to
enjoy. With the 2020 opening of a
pedestrian bridge, the City's trail now
connects to McCracken County's Trail
System. A partnership between the
City and McCracken County, grants,
and corporate donors led to the installation of the Bob Leeper Pedestrian Bridge over Perkins
Creek in September 2020. This 110 -foot long bridge ties the City's 5 -mile trail to McCracken
County's 1.5 -mile trail and facilities.
In September 2020, the City held a ribbon cutting for Greenway Phase V which extended the
trail from Jefferson Street through Schultz Park along the riverfront. Schultz Park also received
a major facelift which will help prepare it for the projects associated with the $10.4 million BUILD
grant that the City is receiving. Included in the BUILD grant projects is the addition of a
riverboat and pedestrian plaza.
Noble Park also saw enhancements in 2020 with the opening of a Music Garden in September.
The City of Paducah prepared the concrete base and installed the outdoor musical instruments.
Seven garden clubs of Paducah and several private donors raised more than $30,000 to
purchase the instruments for this interactive playground. Also in September 2020, the City
celebrated the revitalization of the Noble Park Tennis Courts. In 2016, the project to add a
restroom facility was launched with the courts reconstructed in 2017. During this fiscal year,
sidewalks and paved parking were added. Plus, the two junior courts received additional
striping to designate pickleball, a sport growing in popularity.
In December 2020, a ribbon cutting was held for the Peck Education Trail, a project funded by
the estate of J. Lane Peck. The Peck Education Trail at Noble Park is more than a half mile in
length. It connects to the existing nature trail located in a wooded section of the park behind the
Amphitheatre.
871Page
In October 2020, Paducah/McCracken County along with Calvert City celebrated being named
in the Tennessee RiverTowns Program. Paducah previously was a Pilot Community for the
Tennessee RiverLine Partnership. With the RiverTowns selection, we are working with other
communities toward a continuous system of multi -modal trail experiences such as paddling,
hiking, and biking along the 652 -mile Tennessee River from Knoxville, Tennessee, to Paducah.
Early in 2021, Marinas.com notified
Paducah that the Transient Boat
Dock is a recipient of the 2020
Boaters' Choice Award. This is the
fourth consecutive year for Paducah
to receive the award which honors
marinas and docks that consistently
provide an excellent home for the
boating community.
Along with parades, recreational
leagues, and 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 TM, the Lower Town Arts & Music Festival, the Dragon Boat Festival, and Barbecue
on the River.
Commission Priorities
After holding a strategic planning session in February 2021, the Paducah Board of
Commissioners adopted 12 priorities with key team members and expectations outlined for
each priority. The Board will receive quarterly reports updating each priority. The Commission
Priorities (in no particular order) along with their objectives are listed below:
Outdoor Sports Facilities — With the decision in January 2021 not to pursue the
Indoor Recreation and Aquatic Center, the City is now partnering with McCracken
County and the McCracken County Sports Tourism Commission on the outdoor
facilities proposed for Stuart Nelson Park and the former Bluegrass Downs site which
was donated to McCracken County in 2020. The master plan is completed with
preliminary cost estimates.
911 Radio/Tower Upgrades and Operational Funding — The goals are to establish a
partnership agreement with McCracken County to create a sustainable revenue source
to cover both operational funding and infrastructure improvements. Over the past few
years, upgrades have been made in the telephone, logging recorder, and computer
aided dispatch systems. The next project with a significant budgetary impact is to
upgrade the radio infrastructure, radios, and cell tower/antenna sites.
881Page
• Minority Inclusion — The objective is intentional minority inclusion in City employment,
committees, and boards. A Diversity Advisory Board is being developed to provide
recommendations to the community and City leaders.
Downtown — The goal is a
concentrated effort to support,
enhance, celebrate, and improve
our thriving downtown community.
An incredible amount of work has
been done to make downtown
successful through the approval of
the Tax Increment Financing
District, the upcoming City Block
project, and the Opportunity
Zones. This priority also focuses
on energizing small businesses
and filling vacant storefronts with
the goal of a net gain of 10
W
businesses downtown annually.
Southside Enhancements — The objectives are to engage and empower the
Southside region of neighborhoods, an area of eight neighborhoods. In March 2021,
the City held two public meetings to gather input from the residents and businesses.
With beautification as one of the major themes from the public meetings, the City is
working with volunteers and community partners to develop the Southside Rise & Shine
Neighborhood events, an eight week endeavor, which will take place during June and
July 2021. Each week, one neighborhood will be the focus for beautification and
volunteer projects with a Sunday celebration as the capstone.
Remote Workers Incentive Program — With more people engaging in remote work,
Paducah wants to encourage these workers to enjoy Paducah's quality of life and low
cost of living. The City is researching effective programs, gathering local input, and
determining an incentive program to attract workers to Paducah.
Communications Enhancement — The City is working on an internal cultural change
to make communications a priority as projects are being implemented. The goals are to
effectively reach our population through clear and concise messaging. In 2021, the
Communications Manager moved to an email marketing platform, hosted lunches with
the media, and enhanced the website.
• Stormwater— With a topography that leads to flash flooding and an aging stormwater
infrastructure, the City is investigating the implementation of the Stormwater Master
Plan. The plan was launched in 2017 to identify priority flood areas with flood mitigation
891Page
alternatives and review a
funding strategy. Currently, the
project is focusing on
maintenance efforts and a plan
to video existing infrastructure
to inform the City's decision on
project prioritization. Using
FEMA funding, two bridge
projects are underway that will
improve stormwater flow: 1)
Buckner Lane bridge near
Buckner Lake Circle and 2)
South 24th Street bridge
between Center Street and
Seitz Street. The City also is looking at retrofitting detention basins so that they hold
stormwater longer.
• City Facilities — The City is prioritizing the facility needs outlined in the 2020 Facilities
Survey and Plan document that assessed 14 City buildings. The 14 buildings in the
study range in age from 27 years old (Paducah Recreation Center) to 85 years old
(Police Station).
• Plan for Parks & Recreation Building and Fire Station #4 — These two facilities are
being reviewed for replacement or relocation.
• Housing — The goal is to improve Paducah's housing stock through residential housing
development incentives, partnerships with financial institutions, and partnerships with
developers. A recent success is the private development to rehabilitate the former
Walter Jetton School. The City is assisting through a roof stabilization grant.
• Annexation/Planned Growth — The goal of this priority is to proactively annex adjacent
properties into the city corporate boundaries with an expectation to annex a minimum of
six parcels per year. The key team members also are researching annexation incentive
programs.
901Page
THE BUDGET PROCESS
January 27, 2021 — Finance sends out budget calendar to departments
February 15, 2021 — Personal services population verified
March 1, 2021 — Payroll cost projections finalized for personal services
March 16, 2021 — Budget training / open lab
March 24, 2021 — Budget entry closed to departments
March 29 — April 2, 2021 — Department budget interviews with Finance Director
April 12 - 16, 2021— Department budget interviews with City Manager
M ya 25, 2021 — Budget workshop
June 8, 2021 — Introduce 1St reading of budget ordinance
June 22, 2021 — Second reading and adoption of budget ordinance
July 8, 2021 — Budget Book posted on City website
91 IPage
CC Deoartment/Divsions
0102 MAYOR & COMMISSION*
0103 CITY MANAGER
0104 CITY CLERK
0105 LEGAL
TOTAL GEN GOVT
0201 ADMINISTRATION
0202 ACCOUNTING & BUDGET
0203 HUMAN RESOURCES
0205 REVENUE
TOTAL FINANCE
0301 PRDA
0501 INFORMATION TECHNOLOGY
601 CUSTOMER EXPERIENCE
0801 ADMINISTRATION
0802 CONSTRUCTION
0803 CODE ENFORCEMENT
0804 NEIGHBORHOOD REDEVELOPMENT
TOTAL INSPECTION
1201
ADMINISTRATION
1202
PLANNING
1203
GRANTS
1206
SECTION 8
1209
DOWNTOWN DEVELOPMENT
2018-
TOTAL PLANNING
1601 ADMINISTRATIVE SERVICES
EMPLOYEE BUDGET CENSUS
FY2019
FY2020
FY2021
FY2022
Proposed
Proposed
Proposed
Proposed
Change
2018-
2019-
2020-
2022-
From
2019
2020
2021
2023
Py
5
5
5
5
0
4
5
6
7
1
2
0
0
0
0
1
0
0
0
0
12
10
11
12
1
2
2
2
2
0
4
5
4
4
0
0
0
0
0
0
5
5
5
5
0
11
12
11
11
0
0
0
0
0
0
6
4
4
5
1
0
5
5
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3
2
2
2
0
6
5
5
5
0
0
0
0
0
0
3
1
1
0
-1
0
0
0
0
0
12
8
8
7
-1
5
5
5
5
0
921Page
1602
PATROL
61
61
62
62
0
1604
INVESTIGATIONS
21
21
20
20
0
1607
COPS GRANT
0
0
0
3
3
TOTAL POLICE
87
87
87
90
3
1801
ADMINISTRATION
4
4
3
3
0
1802
SUPPRESSION
60
59
60
60
0
1803
PREVENTION
11
10
11
11
0
1804
TRAINING
1
1
1
1
0
1805
CONSTRUCTION
0
0
0
0
0
1806
CODE ENFORCEMENT
0
0
0
0
0
TOTAL FIRE
76
74
75
75
0
2201
ADMINISTRATION
0
0
0
0
0
2202
STREET MAINTENANCE
21.25
21.25
23.75
24.75
1
2214
DOWNTOWN LANDSCAPE
0
0
0
0
0
2216
MAINTENANCE
12.75
12.75
14.25
13.25
-1
TOTAL EPW - PUBLIC WORKS
34
34
38
38
0
2201
ADMINISTRATION
4.2
4.25
4.5
4.5
0
2209
RESIDENTIAL
12
11
13
14
1
2210
COMMERCIAL
4
4
4
4
0
2211
COMPOST & RECYCLING
4
4
4
3
-1
2212
BULK BRUSH
2
2
0
0
0
TOTAL SOLID WASTE
26.2
25.25
25.5
25.5
0
2215
FLEET MAINTENANCE
6_5
6_5
6_5
6_5
0
2401
ADMINISTRATION
7
8
8
9
1
2402
GROUNDS & CEM.
19
14
12
14.7
2.7
2409
SPECIAL EVENTS
1
5_7
5_7
2
-3.7
TOTAL PARKS & RECREATION
27
27.7
25.7
25.7
0
2406
BOAT DOCK
0
0_3
0_3
0_3
0
3011
HUMAN RIGHTS
0
0
0
0
0
931Page
3307
ENGINEERING
5.3
5.25
6
6
0
3308
FLOOD CONTROL
5
5
5
5
0
GIS
0
0
0
0
0
TOTAL EPW - ENGINEERING
10.3
10.25
11
11
0
3511
RISK/HUMAN RESOURCES
3
3
4
4
0
4011
E911
22
23
23
23
0
4411
PRA
0
0
0
0
0
TOTAL FULL-TIME POSITIONS
333
330
335
339
4
333
330
335
339
4
* -The above amounts include
elected officials (5).
Summary:
FY2019
FY2020
FY2021
FY2022
Change
GENERAL FUND
278.3
274.95
279.7
283.7
4
E911 FUND
22
23
23
23
0
ENTERPRISE FUNDS
32.7
32.05
32.3
32.3
0
FULL-TIME POSITIONS
333
330
335
339
4
941Page
OUTSTANDING DEBT
95 1 Page
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95 1 Page
CONTRACT FUNDING RECOMMENDATIONS
Organization
Fund
Amount
Carson Center
24000401 580610
$ 45,000.00
Maiden Alley Cinema
24000401 580710
$ 5,000.00
Market House Theatre
24000401 580600
$ 12,500.00
Midtown Alliance
24000401 580680
$ 15,000.00
National Quilt Museum
24000401 5 80650
$ 11,900.00
Paducah Arts Alliance
24000401 580840
$ 3,000.00
Paducah Quilt Murals
24000401 580830
$ 3,500.00
Paducah Symphony Orchestra
24000401 580550
$ 13,500.00
River Discovery Center
24000401 580570
$ 4,000.00
Salvation Army
24000401 580850
$ 25,000.00
Sprocket
24000401580810
$ 35,000.00
Tornado League Football
10002401 523070
$ 2,000.00
UTHF — Hotel Metropolitan
24000401 580590
$ 2,500.00
Yeiser Art Center
24000401 580330
$ 17,100.00
Paducah Housing Authority WI -FI
24000401 580860
$ 5,000.00
Total
$ 200,000.00
961Page
CITY OF PADUCAH, KY FLEET ACQUISITION FY2022
Fleet Lease (071)
Dpt Year Make/Model Proj. Cost
Total for Fleet Lease Trust Fund $925,000
Solid Waste (050)
Dpt Year Make/Model Proj. Cost
Compost 2022 Scarab $420,000
Residential 2022 Knuckle Boom $170,000
Total for Solid Waste Fund $590,000
Total for Fleet Acquitision Plan for FY2022 $1,515,000
971Page
EPW — Maint.
2022
60" ZTR
$12,000
Parks
2022
60" ZTR
$12,000
Parks
2022
25HP Tractor
$23,000
Parks
2022
3/4 Ton Pickup 4x4
$28,000
Police
2022
1 Ton Transit Van
$60,000
Fire
2022
Pumper Truck
$650,000
Fire
2022
SSV Pickup
$60,000
Contingency for wreck
All
2022
$80,000
vehicles
Total for Fleet Lease Trust Fund $925,000
Solid Waste (050)
Dpt Year Make/Model Proj. Cost
Compost 2022 Scarab $420,000
Residential 2022 Knuckle Boom $170,000
Total for Solid Waste Fund $590,000
Total for Fleet Acquitision Plan for FY2022 $1,515,000
971Page
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
— 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.
— 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.
GLOSSARY OF TERMS
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.
— A major administrative unit of
the City that indicates responsibility for an
operation or group of related operations
within a functional area.
Depreciation — Change in the value of
assets (equipment, buildings, etc. with a
useful life of five years or more) due to use
of the assets.
Division — A specific operation within a
group of related operations or functional
area.
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E
Enterprise Fund — A fund established to
account for operations that are financed and
operated in a manner similar to private
business. It is the City's intent to recover
the costs of providing the service primarily
through user charges.
Enterprise Resource Planning (ERP) —
Business management software — typically
a suite of integrated applications — that is
used to collect, store, manage and interpret
data from government activities.
Expenditures — Decreases in net financial
resources. Expenditures include current
operating expenses which require the
current or future use of net current assets,
debt service, and capital outlays.
F
Fiduciary Fund — A fund used to account for
assets held in trust by the government for
the benefit of individuals or other entities.
Fixed Assets — Assets of a long-term
character, which are intended to continue to
be held or used, such as land, buildings,
improvements other than buildings,
machinery and equipment.
Full Time Equivalent (FTE) —A position for
an employee working a 40 -hour week for 52
weeks a year, i.e., 2,080 annual hours
(2,912 for firefighters).
A fund is a grouping of related
accounts that is used to maintain control
over segregated resources for specific
activities or objectives.
Fund Balance — The net worth of a fund,
measured by total assets minus total
liabilities. For purposes of reading this
budget document, fund balance is cash.
Fiscal Year (FY) — A 12 -month period to
which the annual operating budget applies
and at the end of which a government
determines its financial position and the
results of its operations. The City of
Paducah's fiscal year begins July 1St and
ends the following June 30th. The term
FY2016 denotes the fiscal year beginning
July 1, 2015 and ending June 30, 2016.
G
General Fund — The general fund is used to
account for receipts and payments that do
not belong to another specific fund, it is
often referred to as the `operating fund'.
General Obligation Bonds — Bonds for the
payment of which the full faith and credit of
the issuing government is pledged.
Geographic Information System (GIS) —A
program that facilitates the efficient
management of spatial or geographic
information.
Government Finance Officers Association
(GFOA) — The Government Finance
Officers Association is the premier
association of public -sector professionals
and is dedicated to providing high-quality
support to state and local governments.
Governmental Funds — Those funds through
which most governmental functions typically
are financed. The acquisition, use, and
financial resources and the related current
liabilities are accounted for through
governmental funds (General, Special
Revenue, Capital Projects, and Debt
Service Funds).
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I
Infrastructure — The basic equipment and
structures (such as roads and bridges) that
are needed for a municipality to function.
Internal Service Fund — A fund used for
operations serving other funds or
departments within a government on a cost -
reimbursement basis.
K
Kentucky Revised Statutes (KRS) — The
name given to the body of laws which
govern the Commonwealth of Kentucky.
M
Modified -Accrual Basis of Accounting —
Accounting system in which revenues are
recognized when available and measurable
and expenses are recorded when the
services or goods are received and the
liabilities are incurred.
Municipal Aid Program (MAP) — A program
in which a percentage of the motor fuels tax
received by the State is distributed to
incorporated cities based on their
population.
O
Operating Expenditure — An ongoing cost
for providing basic governmental services.
Ordinance — A formal legislative enactment
by the governing body of a municipality. If it
is not in conflict with any higher form of law,
such as a state statute or constitutional
provision, it has the full force and effect of
law within the boundaries of the municipality
to which it applies.
P
Payment In Lieu of Tax (PILT) — Payments
to the City of offset losses in property taxes
due to non-taxable property with their
boundary.
Pension Trust Funds A fund that is made
up of money that has been contributed by
both the employer and the employee for
pension benefits. A trustee administers the
funds and invests the money, collects the
earnings and interest, and distributes the
benefits.
Personal Services — The costs (wages and
benefits) associated with compensating
employees for their labor.
Proprietary Fund — Operation that operates
like a private commercial operation, in which
services are financed through user charges
and expenditures include the full cost of
operations.
— 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.
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