HomeMy WebLinkAboutFY2024 Budget Book
TABLE OF CONTENTS
INTRODUCTION
How to Read This Document
City Manager’s Budget Message
Budget Ordinance
City Mission & Core Beliefs
Directory
Staff Organizational Chart
Budgeted Departmental Staffing
Summary
Financial Accounting Structure
FINANCIAL/OPERATIONAL
GENERAL FUND ...........................1
General Fund Statement of
Revenue & Expenditures ..............2
General Fund Statement of
Revenue by source ......................3
Administration ..............................4
Finance ........................................8
Technology ...................................11
City Clerk/Customer Experience ..13
Planning .......................................16
Police ...........................................23
Fire ...............................................28
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 ........51
Investment Fund ..........................52
CDBG Fund ..................................53
Court Awards Fund ......................54
Transient Room Tax Fund ............55
Tax Increment Financing Fund .....55
Debt Service Fund........................56
Capital Projects Fund ...................58
Bond Fund ....................................60
ENTERPRISE FUNDS .....................61
Solid Waste Fund .........................62
Transient Boat Dock .....................64
Civic Center Fund.........................65
Section 8 ......................................66
INTERNAL SERVICE FUNDS ...........67
Fleet Maintenance Fund ...............68
Fleet Lease Trust Fund ................70
Insurance Fund ............................71
Health Insurance Fund .................72
FIDUCIARY FUNDS .......................73
AEPF ............................................74
PFPF ............................................75
STATISTICAL & SUPPLEMENTAL
INFORMATION ..............................76
APPENDICES
The Budget Process .....................94
Employee Budget Census ............95
Outstanding Debt .........................98
Contract Funding Recommendations .....99
Fleet Acquisition Plan ...................100
Glossary .......................................101
HOW TO READ THIS DOCUMENT
Welcome
Welcome to the published City of Paducah budget for the fiscal year beginning July 1,
2023 and ending June 30, 2024. Not only is this budget a financial plan from which you
can learn about the City’s finances, the FY2024 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 2024 Fiscal Year Budget. This section also contains the City’s
mission statement and core beliefs, the official ordinance adopting the FY2024 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
FY2024 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 2021 and 2022 fiscal years. The revised
column reflects year to date budgeted revenue and expenditure amounts in the 2023
fiscal year. Finally, the adopted column reflects the 2024 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.
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-driven and values based. Our mission is “To Be the
Best City in the World”.
Organizational Values
There are six organizational values guiding the City’s actions.
Solution-Driven: We believe in proactively working together to discover
innovative solutions that meet our current and future needs.
Customer Experience: We believe in providing excellent service delivery for both
our internal and external customers through a welcoming and respectful
environment.
Every Person Matters: We believe that every member of Team Paducah is
critically important as we strive to accomplish our mission, and every person that
chooses to live, work, and play in our City matters.
Action-Oriented: We believe Paducah leads through responsiveness, positive
forward momentum, and a thirst to always improve.
Fiscal Responsibility: We believe in the prudent stewardship of public funds.
Personal Accountability: We believe in holding each other accountable to
ensure our core values are intentionally fulfilled as we strive to carry out our
mission.
DIRECTORY
MAYOR
George Bray
BOARD OF COMMISSIONERS
Sandra Wilson – Mayor Pro-Tem
Raynarldo Henderson
Robert Buz Smith
David Guess
City Manager ........................................................................................... Daron Jordan
Finance Director ....................................................................... Jonathan Perkins, CPA
City Clerk ................................................................................................Lindsay Parish
Chief Technology Director ........................................................................... Eric Stuber
Planning Director ............................................................................ Nicholas Hutchison
Police Chief .................................................................................................. Brian Laird
Fire Chief ...................................................................................................... Steve Kyle
Public Works Director ................................................................................ Chris Yarber
Parks and Recreation Director .................................................................... Amie Clark
City Engineer ............................................................................................ Rick Murphy
Human Resources Director .................................................................. Stefanie Wilcox
Communications Manager ...................................................................... Pam Spencer
ORGANIZATIONAL CHART
CITIZENS OF PADUCAH
Mayor and Commissioners
Advisory
Boards and
Committees
City Manager /
Administration
Finance
City Clerk /
Customer
Experience
Parks and
Recreation
Fire Police Planning
Engineering /
Floodwall
Technology
Human Resources /
Risk Management
E911 Public Works
BUDGETED DEPARTMENTAL
STAFFING SUMMARY
All positions shown are full-time equivalent (FTE) and are for Fiscal Years.
2020 2021 2022 2023 2024
General Fund
Administration1 10.0 11.0 12.0 12.0 10.0
Finance 12.0 11.0 11.0 11.0 12.0
Technology 4.0 4.0 5.0 6.0 8.0
Clerk / Cust. Exp.2 5.0 5.0 5.0 4.0 4.0
Planning 7.0 7.0 7.0 7.0 7.0
Police 87.0 87.0 90.0 90.0 90.0
Fire 74.0 75.0 75.0 75.0 75.0
Engineering /
Public Works3 44.25 0 0 0 0
Public Works3 0 38.0 38.0 36.75 36.75
Parks and Recreation 27.7 25.7 25.7 25.7 25.7
Engineering3 0 11.0 11.0 11.0 11.0
Human Resources 3.0 4.0 4.0 4.0 5.0
Total General Fund 273.95 278.7 283.7 282.45 284.45
Solid Waste Fund
Solid Waste 25.25 25.5 25.5 25.0 25.0
Fleet Maint. Fund
Fleet Maintenance 6.5 6.5 6.5 8.25 8.25
E911 Fund
E911 23.0 23.0 23.0 23.0 23.0
Section 8 Fund
Section 8 1.0 1.0 0.0 0.0 0.0
Transient Boat Dock
Fund
Boat Dock 0.3 0.3 0.3 0.3 0.3
TOTAL ALL FUNDS 330.0 335.0 339.0 339.0 341.0
1Includes (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.
Governmental Funds
General Fund Debt Service Fund
Special Revenue Funds
Rental Property Fund Radio Fund
E911 Fund Municipal Aid Program Fund
Investment Fund CDBG Fund
Court Awards Fund Transient Room Tax Fund
Tax Increment Financing Fund
Capital Project Funds
Capital Projects Fund Bond Fund
Fiduciary Funds
AEPF PFPF
Other Trust Funds
Proprietary Funds
Internal Service Funds
Fleet Maintenance
Fund Fleet Trust Fund
Insurance Fund Health Insurance Fund
Enterprise Funds
Solid Waste Fund Civic Center Fund
Transient Boat Dock Fund
FINANCIAL ACCOUNTING STRUCTURE
1 | P a g e
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,
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.
2 | P a g e
GENERAL FUND STATEMENT OF REVENUE AND EXPENDITURES
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenues
Fines $96,336 $90,933 $98,500 $102,500
Grants $3,298,308 $1,581,482 $1,160,000 $1,116,000
Interest Income $160,146 $206,665 $150,000 $900,000
Charges for Service $698,143 $760,885 $787,420 $743,520
Other Fees $166,869 $70,372 $73,000 $67,000
Licenses $26,913,066 $29,497,397 $28,956,000 $30,878,500
Permits & Fees $544,117 $565,335 $586,000 $564,500
Property Rent $423,887 $376,356 $439,090 $456,045
Taxes $8,219,381 $8,456,428 $7,882,500 $8,566,150
Recreation Fees $32,889 $100,855 $83,000 $92,500
Sales $18,436 $42,562 $23,500 $23,500
Audit Adjustments 0 $103,955 0 0
Interfund Transfers $1,584,453 $549,456 $516,922 $519,700
Total Revenues $42,156,031 $42,402,682 $40,755,932 $44,029,915
Expenditures
Administration $1,666,984 $1,870,721 $2,106,312 $2,144,340
Finance $1,093,648 $1,245,517 $1,341,208 $1,467,717
Technology $746,921 $894,625 $1,127,494 $1,517,982
Clerk/Customer
Experience
$432,595 $448,853 $470,623 $469,703
Planning $649,444 $603,360 $802,771 $858,407
Police $10,495,133 $11,642,350 $13,020,191 $13,491,557
Fire $9,186,638 $9,729,500 $10,700,035 $11,371,766
Public Works $3,776,830 $3,988,232 $4,620,928 $4,879,292
Parks and Recreation $2,945,053 $3,123,799 $3,450,390 $3,934,090
Cable Authority $85,459 $132,612 $85,370 $85,355
Human Rights $11,276 $10,914 $16,971 $23,643
Engineering/Floodwall $1,211,993 $1,547,400 $1,782,706 $1,907,025
Human Resources $366,431 $500,749 $532,598 $650,014
Audit Adjustments $1,345,852 $347,561 0 0
Interfund Transfers $4,909,271 $3,252,460 $3,257,540 $3,332,380
Total Expenditures $39,923,528 $39,338,653 $43,315,137 $46,133,271
3 | P a g e
GENERAL FUND STATEMENT OF REVENUES BY SOURCE
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Fines
Warrant Service Fee $15,240 $32,430 $26,000 $30,000
Nuisance Violations $56,585 $24,852 $45,000 $45,000
Other Fines $24,511 $33,648 $27,500 $27,500
Grants
State Incentive – Police $377,961 $416,351 $468,000 $455,000
State Incentive – Fire $359,106 $361,305 $413,000 $382,000
Other Grants $2,561,241 $803,827 $279,000 $279,000
Interest Income $160,146 $206,665 $150,000 $900,000
Charges for Service
Tax Collection Fee – PJC $7,999 $8,187 $8,000 $8,000
Tax Collection Fee – School $214,099 $218,976 $216,000 $220,000
Overhead (Admin) Charges $317,500 $345,000 $362,220 $362,220
Other Charges for Service $158,545 $188,722 $201,200 $153,300
Licenses & Permits
Payroll Tax $16,649,671 $17,958,572 $18,000,000 $19,000,000
Insurance Tax $5,819,896 $5,834,012 $6,100,000 $6,100,000
Business License $4,530,125 $5,297,560 $4,500,000 $5,400,000
ABC License $80,105 $164,976 $157,000 $180,000
License Penalties $139,705 $413,107 $225,000 $225,000
Revenue sharing with County ($306,436) ($170,830) ($26,000) ($26,500)
Permits & Fees
KY Telecommunication Tax $285,728 $309,648 $325,000 $315,000
Building & Electrical $183,817 $187,660 $190,000 $181,000
Other Permits & Fees $74,572 $68,028 $71,000 $68,500
Property Rent & Sales
Forest Hills Lease $395,166 $340,762 $409,090 $426,045
Other Property Rent & Sales $28,721 $35,595 $30,000 $30,000
Taxes
Real Current Year $5,263,015 $5,509,977 $5,565,000 $6,085,000
Personal Current Year $624,359 $554,439 $575,000 $600,000
Vehicle Tax County $867,472 $913,410 $770,000 $905,000
PJC Tax Collection $396,858 $361,124 0 0
Local Bank Deposit Tax $391,897 $403,997 $412,000 $416,000
PILT – Paducah Power $254,810 $247,152 $247,000 $247,000
Annexation Rebates ($71,474) ($47,125) ($46,500) ($50,850)
Other Taxes $492,443 $513,456 $360,000 $364,000
Recreation Fees $32,889 $100,855 $83,000 $92,500
Sales $18,436 $42,562 $23,500 $23,500
Other Fees $166,869 $70,372 $73,000 $67,000
Audit Adjustments 0 $103,954 0 0
Interfund Transfers $1,584,454 $549,456 $516,922 $519,700
Total Revenues $42,156,031 $42,402,682 $40,755,932 $44,029,915
4 | P a g e
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 ensure our core
values are intentionally fulfilled as
we strive to carry out our mission.
ADMINISTRATION
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 Communications
Manager serves the community by
providing accurate and timely
communications through news releases
and other engagement tools, by managing
the content on the City’s website and social
media accounts, and by producing
programming on the City’s public access
channel, Government 11. The Grants
Administrator applies for and administers
federal, state, and private grants.
5 | P a g e
Staffing Summary: Administration
*For FY2024 ERP Manager became Software Manager and Business Analyst became
Software Specialist and moved to Technology Department.
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
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. City Manager 1.0 1.0 1.0 1.0
Public Information Officer 1.0 0.0 0.0 0.0
Communications Manager 0.0 1.0 1.0 1.0
ERP Manager* 0.0 1.0 1.0 0.0
Business Analyst* 1.0 1.0 1.0 0.0
Grants Administrator 1.0 1.0 1.0 1.0
Administrative Assist. III 1.0 0.0 0.0 0.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
TOTAL 11.0 12.0 12.0 10.0
6 | P a g e
FY2023 Accomplishments
Held an annual retreat with the Commission to create the 2023 City Commission
Priorities.
Completed quarterly reports and the annual report for the 2022 City Commission
Priorities.
Adopted and implemented a balanced budget.
Continued to work with the Board of Commissioners on the proposed expenditures
for the 2020 bond proceeds and ARPA funds.
Reorganized the software support function into the Technology Department.
Initiated a project with the Rhodes Heritage Group to develop recommendations for
preserving and stewarding historic assets in our community.
Issued a non-exclusive RFP for Telecommunications Franchise Agreements and
entered into two Telecommunications Franchise agreements.
Created and began recruitment of a new Diversity Specialist position.
Completed the redesign City of Paducah website (paducahky.gov) to provide a fresh
and modern look with enhanced navigation and streamlined information.
Implemented web governance software to maximize quality assurance, accessibility,
and search engine optimization of City’s redesigned website.
Focused on growing social media presence and number of engaged e-news list
subscribers.
Focus on promotions, education, and awareness of City Commission Priorities with
specific communication campaigns regarding Mental Health Awareness, City-wide
Beautification, and more.
Began assisting Paxton Park Golf Course with social media marketing.
Provided regular grant update reports and presented the list of current, pending and
closed grants to the Board of Commissioners
FY2024 Goals
Continue to oversee the implementation and complete the reporting for the 2023 City
Commission Priorities.
Explore using a consultant to facilitate the annual retreat with the Board of
Commissioners.
Continue to work with the Board of Commissioners on the proposed expenditures for
the 2020 bond proceeds and ARPA funds.
Repopulate the Human Rights Commission and complete onboarding of Diversity
Specialist.
Continue to focus on promotions, education, and awareness of City Commission
Priorities with specific communication campaigns regarding the Comprehensive
Plan, Mental Health Awareness, City-wide Beautification, and more.
Continue to promote, streamline, and enhance digital presence and platforms (i.e.
Paducah 311 promotions, creation of fillable PDFs, social media growth).
Maintain the quarterly grant reporting process and continue to present the list of
current, pending and closed grants to the Board of Commissioners.
7 | P a g e
Department Budget Summary: Administration
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $882,036 $995,889 $1,041,560 $960,820
Contractual Services $439,133 $557,106 $714,752 $827,470
Commodities $54,640 $99,794 $124,500 $136,050
Contributions $291,177 $217,933 $225,500 $220,000
Total Dept. Budget $1,666,985 $1,870,722 $2,106,312 $2,144,340
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Mayor & Commission
Personal Services $184,875 $202,572 $215,882 $206,942
Contractual
Services
$1,340 $51,209 $1,140 $11,155
Commodities $34,909 $52,678 $62,750 $72,750
City Manager
Personal Services $697,162 $793,317 $825,678 $753,878
Contractual
Services
$61,136 $34,189 $24,325 $53,540
Commodities $19,730 $47,116 $61,750 $63,300
Corporate Counsel
Contractual
Services
$157,986 $223,710 $300,500 $225,000
Other1
Contractual
Services
$218,670 $247,998 $388,787 $537,775
Contributions $291,177 $217,933 $225,500 $220,000
Commodities 0 0 0 0
Total Dept. Budget $1,666,985 $1,870,722 $2,106,312 $2,144,340
1 Other includes Non-Departmental, Memberships & Contingency, and Civic Beautification divisions of Administration
8 | 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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Director of Finance 1.0 1.0 1.0 1.0
Executive Assistant I 1.0 0.0 0.0 0.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Accounting & Budget
Controller 1.0 1.0 1.0 1.0
Senior Accountant 0.0 1.0 1.0 1.0
Accountant 3.0 2.0 2.0 2.0
Revenue
Revenue Manager 1.0 1.0 1.0 1.0
Revenue Auditor 1.0 1.0 1.0 1.0
Revenue Technician II 0.0 0.0 1.0 1.0
Revenue Technician 3.0 3.0 2.0 3.0
TOTAL 11.0 11.0 11.0 12.0
9 | P a g e
FY2023 Accomplishments:
Applied for the 32nd consecutive GFOA Certificate of Achievement for Excellence
in Financial Reporting for the FY2022 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 FY2024 budget
Continued to refine ERP software
FY2024 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
Produce Paducah’s first Popular Annual Financial Report (PAFR) for FY2023
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
Refine 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
Engage Arbitrage Consultants to review 2020A GOB compliance
10 | P a g e
Department Budget Summary: Finance
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $939,028 $1,057,229 $1,156,478 $1,283,297
Contractual Services $105,546 $118,387 $90,245 $85,855
Commodities $49,073 $69,904 $94,485 $98,565
Total Dept. Budget $1,093,647 $1,245,520 $1,341,208 $1,467,717
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $234,432 $285,771 $339,513 $355,034
Contractual Services $6,087 $3,198 $3,350 $3,005
Commodities $1,486 $8,622 $10,605 $13,650
Accounting & Budget
Personal Services $359,859 $387,813 $418,371 $431,945
Contractual Services $42,135 $46,317 $34,755 $29,725
Commodities $4,895 $18,266 $21,715 $24,150
Revenue
Personal Services $344,736 $383,645 $398,594 $496,318
Contractual Services $68,361 $68,872 $52,140 $53,125
Commodities $31,656 $43,016 $62,165 $60,765
Total Dept. Budget $1,093,647 $1,245,520 $1,341,208 $1,467,717
PVA
Audit
Other Contractual Services
Other Commodities
$8,030
4%
$50,000
27%
$27,825
15%
$98,565
53%
Finance FY2024 Contractual
Services & Commodities
Total Budget $184,420
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TECHNOLOGY
Department Mission:
The mission of the City of Paducah Technology Department is to provide quality, cost-
effective services while advancing the use of technology in city government to increase
excellence in operational efficiency and responsiveness. This is accomplished by
providing professional and technical services in:
Advisory roles to its customers;
Network and telecommunication infrastructure;
Application software deployment, training, and support;
Geospatial data, information, analysis, and solutions.
The Technology department consists of four divisions: Support, System Administration,
Software, and Geographic Information Systems (GIS).
Support:
The support division provides both hardware and software support to all users of
technology in the City of Paducah as well as Joint Sewer Agency. This division currently
provides support to over 315 users and 475 endpoints.
Infrastructure:
The Technology Department administers and maintains the City network operations
center providing voice and data communications and network resources to all City
departments, 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 Paducah Police and Fire Departments wireless mobile network,
hardware, software, and network infrastructure for 911 operations is administered and
maintained by the Technology Department.
Software:
The Software division is responsible for implementation, deployment, process
improvement analysis, business intelligence and training for all software used by the
City of Paducah and Joint Sewer Agency. This division acts as a liaison between
software as a service providers and end users; most notably Tyler Technologies.
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 oversees 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 and E911. Technical
assistance is also shared with Paducah Power, Paducah Water, and Joint Sewer
Agency.
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Staffing Summary: Technology
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Director Information Tech 1.0 1.0 0.0 0.0
Chief Technology Director 0.0 0.0 1.0 1.0
Software Manager 0.0 0.0 0.0 1.0
Software Specialist 0.0 0.0 0.0 1.0
Systems Administrator 0.0 0.0 0.0 1.0
Systems Technician 0.0 0.0 0.0 1.0
Network Administrator 1.0 2.0 2.0 0.0
Help Desk Technician 1.0 1.0 1.0 1.0
GIS Manager 0.0 0.0 1.0 1.0
GIS Specialist 1.0 1.0 1.0 1.0
TOTAL 4.0 5.0 6.0 8.0
*For FY2024 ERP Manager became Software Manager and Business Analyst became
Software Specialist and moved from Administration to Technology.
Department Budget Summary: Technology
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $424,250 $433,604 $424,704 $810,822
Contractual Services $255,190 $353,038 $509,445 $467,815
Commodities $34,791 $67,312 $114,400 $128,700
Capital Outlay $32,690 $40,671 $78,945 $110,645
Total Dept. Budget $746,921 $894,625 $1,127,494 $1,517,982
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CITY CLERK AND CUSTOMER EXPERIENCE
Department Mission:
The mission of the City Clerk and Customer Experience Department is to revolutionize
Paducah by placing citizens at the center of every decision. We accomplish this mission
by creating accessible information, fostering empathy, improving communication, and
supporting each citizen’s journey.
Accessible Information
We believe that interacting with government should not be complicated. It should
be straight-forward and understandable. Our department is in charge of ensuring
that the ordinances and municipal orders passed by the City Commission are
accurate, understandable and accessible to the public.
Fostering Empathy
We know that the best cities are compassionate cities. The City Clerk and
Customer Experience Department makes empathy a driving force in process
design and in each interaction with citizens and businesses.
Open Communication
We recognize that open communication and transparency in government are key
to building community trust. From open records requests and open commission
meetings to open conversations and clear processes, we are striving to be open
with how we communicate with the public.
Supporting Journeys
We understand that each person in our community is unique, with their own
passions, needs and abilities. It’s our job to make sure each person knows that
they matter to us by mapping their journeys, understanding their needs and
implementing the right technologies to meet and exceed expectations.
Citizens at the Center
We believe the purpose of government is to create better lives for the citizens we
serve. By understanding our citizens, their journeys and experiences, we can
actively improve quality of life and trust in local government.
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.
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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 311 App, 311 Online Portal and OpenCounter Scope My Project software. Special
Event Permits are processed through the Customer Experience Department.
Additionally, the Customer Experience Department handles general inquiries and
complaints and solicits and maintains feedback data. We are in charge of making
recommendations for continual improvements to internal processes and customer
experiences.
Staffing Summary: Customer Experience
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
City Clerk / Director of Customer Exp. 1.0 1.0 1.0 1.0
Exec. Assist. II / Assist. City Clerk 1.0 0.0 0.0 0.0
Assistant City Clerk 0.0 1.0 1.0 1.0
Senior Customer Exp. Representative 0.0 1.0 1.0 1.0
Customer Exp. Representative 3.0 2.0 1.0 1.0
TOTAL 5.0 5.0 4.0 4.0
FY2023 Accomplishments:
311 Online Portal and Mobile App Received over 1500 requests in FY23
Completed the process of making all Minutes, Ordinances, and Municipal Orders
from Paducah’s history available online in a word-searchable format
Completed the update to the Special Event Permitting Ordinance and Policy
Oversaw Special Event Permitting for 107 events in the calendar year 2022
Enacted a Legal Review for the Coty of Paducah Code of Ordinances
Assisted local Entertainment Destination Center participating businesses with the
implementation of pop-up bars for special events
Maintained OpenCounter Scope My Project
Hosted 21 Kick-Start Meetings to assist organizations and entrepreneurs who
want to start or expand a business or complete a renovation in Paducah
Customer Experience is now promoted as the primary contact on every page of
the City’s website
Assisted approximately 9,308 walk-in visitors to City Hall in 2022
Assisted with the preparation of agendas for 27 City Commission Meetings in
2022
Assisted with the implementation of a new Telecommunications Ordinance and
franchise agreements
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FY2024 Goals:
Work with Departments to update various sections of the Paducah Code of
Ordinances.
Continue to support citizens, visitors, and businesses through Kick-Start
Meetings, OpenCounter, 311, Walk-In Visitor Assistance, Public Art Exhibits,
access to public records, alcoholic beverage control, special event permitting,
and community partnerships
Create enhancements for the special event permitting process including
streamlined payments, cross-departmental communication, and guides for
special event coordinators
Department Budget Summary: Customer Experience
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $382,445 $372,605 $385,408 $400,198
Contractual Services $26,310 $29,994 $53,265 $39,155
Commodities $23,839 $28,718 $31,450 $30,350
Capital Outlay 0 $17,536 $500 0
Total Dept. Budget $432,594 $448,853 $470,623 $469,703
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PLANNING
Department Mission
The Department of Planning exists to
Guide the land use, planning, and development process in the City of Paducah;
Ensure the orderly & 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 citizens
of Paducah.
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. The Planning Department consists of two
divisions: Administration and Planning.
Responsibilities
The foundational guide for fulfilling the department’s mission is the Comprehensive Plan
for the City of Paducah; the 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, Board of Adjustment, and the Historical
and Architectural Review Commission (HARC). The department must also tend to the
ordinance’s update needs.
Administration
The Administration division provides overall program preparation, direction, and
oversight; maintains department personnel, budget, and land use records; provides
administrative support to pertinent boards, committees, and commissions; and provides
support and guidance for the entire department. The Administration division also handles
the sale of city-owned properties and provides staff support to the Urban Renewal and
Community Development Agency (URCDA).
Planning
The Comprehensive Plan can also be implemented through the City’s annexation
activities, strategic projects, and focused programs.
One such strategic project is the riverfront development. A critical tool is a tax increment
financing (TIF) district for the Paducah Riverfront and Downtown Area to facilitate the
necessary investment for the TIF, Weyland Ventures is partnering with the City to explore
riverfront development, such as a hotel. These steps are implementing the strategies
outlined in the Renaissance Area Master Plan (RAMP), as amended.
17 | P a g e
A completely new and very unique economic development driver arrived in the form of
Opportunity Zones. To maximize the potential private investment encouraged by this tax-
relief tool, the department is strategically packaging and marketing projects in the OZ to
aggregate the benefit and guide investment where it can be most useful and of course
fulfill the Comprehensive Plan.
The Main Street program is another focused program implementing a keystone objective
of the Comprehensive Plan: continued revitalization of downtown. The department has
the Downtown Development Specialist and the Main Street director who work to recruit
business and linking partner associations, downtown stakeholders and the Main Street
Advisory Board. The Main Street Board of Directors, a board of seven citizens, has the
responsibility of assisting with the Main Street accreditation process, coordinating with
staff in executing strategies of the Four-point Main Street approach.
Downtown Incentives:
Staff is also responsible for promoting and administering the downtown incentive
programs: façade grants, new business grants, roof stabilization grants, tax moratorium
program and the upper story residential grant program.
Entertainment Destination Center: Enables pedestrians to purchase to-go cups and carry
on the 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.
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/media marketing.
MAIN STREET 4-POINT ECONOMIC STRATEGY
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Remote Workers Incentive Program: Create and implement an effective incentive
program to attract and retain remote workers.
The Business Development Specialist leads this program. The Remote Workers Incentive
Program seeks to attract new professionals to move to Paducah, while keeping their
current job. The proposed project combines a number of initiatives:
- Market Paducah’s high quality of life, schools, and affordability
- Direct assistance for moving and set-up expenses
- Perks packages to cultural organizations, local businesses, and professional
networks.
- 1-year payroll tax rebate program to eliminate barrier to entry.
The commissions priority is to have 25 remote workers in Paducah. There has been 8
remote workers who have successfully relocated to Paducah in FY23, and Planning staff
will continue to process and review applications in FY24 to achieve the target of 25
workers. Planning staff will be reviewing applications not accepted to determine if there
needs to be modifications made to the program to increase participation.
Southside Enhancements: Targeted empowerment, engagement, and beautification of
Southside Neighborhoods.
The Southside region comprises of eight distinct neighborhoods. The Planner leads this
multi-departmental, multi-pronged community development initiative to bring attention,
engagement, and resources to a historically underserved area. In FY23, the City kicked
off the Rise and Shine project. Rise and Shine was 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. As we enter FY24 we are going
to be developing additional initiatives around beautification, neighborhood stabilization,
housing development, access to open space, and infrastructure improvements. Planning
Staff will be working with Incremental Development Alliance to train small scale
developers to help carry out the initiatives of the Southside program. Planning Staff will
also be working on drafting and implementing a bicycle/pedestrian plan. This work will
establish a foundation to apply for Bicycle Friendly Community designation.
Annexations: 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. The city has developed an annexation strategy and
incentive to be able to promote annexations in the City. The primary goal is to make the
19 | P a g e
boundaries of the City as compact and contiguous as possible. With additional
consideration for future development and density. SB141 has placed additional
notification requirements on annexations, but Planning Staff plan to continue to carry out
the outlined annexation strategy.
Comprehensive Plan: Joint Agency Comprehensive Plan with McCracken County
Planning Staff will be working in partnership with McCracken County to complete a joint
agency Comprehensive Plan for the City and County. Kendig Keast has been hired to
facilitate the planning process and create the planning document. The goal is for the
plan to be adopted late in FY23.
Economic Development: Establish an economic development recruitment strategy
The Planning Department will be working to establish an economic development
recruitment strategy. Part of the concept will be to create prospectus, marketing
material, and train professionals to be able to attract development and investment at
national commercial real estate conferences.
Staffing Summary: Planning
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Director of Planning 1.0 1.0 1.0 1.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Executive Assistant I 1.0 0.0 0.0 0.0
Planning
Downtown Dev. Specialist 0.0 0.0 1.0 1.0
Business Dev. Specialist 1.0 1.0 1.0 1.0
Principal Planner 1.0 1.0 1.0 0.0
Senior Planner 1.0 1.0 1.0 0.0
Planner 0.0 2.0 1.0 0.0
Planner I 0.0 0.0 0.0 1.0
Planner II 0.0 0.0 0.0 1.0
Planner III 0.0 0.0 0.0 1.0
Associate Planner 1.0 0.0 0.0 0.0
Neighborhood Planner 1.0 0.0 0.0 0.0
TOTAL 7.0 7.0 7.0 7.0
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FY2023 Highlights:
Land Use and Zoning Application Reviews for Public Hearing
The Planning Department has taken the opportunity to evaluate planning cases and board
decision outcomes and identify ways to streamline the process and improve efficiency.
Planning Department staff have been working on code revisions that allow for
administrative approvals on certain applications or requests which has reduced the
number of applications presented in front of the boards.
- Planning Commission: 51 applications
- BOA: 14 applications
- HARC: 7 applications
- Annexations: 6 consensual
*additional applications were processed within the department administratively that did
not require a public hearing.
Economic Development
- Final approval of the Tax Increment Financing (TIF) project by the Kentucky
Economic Development Finance Authority. Awarded $21.4 million over a 20-year
period. Upon submission D dated 12/31/2022, $9,352,182 in capital investment
and $4,369,916 public infrastructure had been invested.
- Implemented the executed City Block Development Agreement. Weyland
Ventures will invest $21 million in a new hotel and mixed-use housing/commercial
development. The City will be building a $3 million town square.
- Supported the Walter Jetton Dunlap redevelopment project through roof
stabilization assistance.
- Approved 7 new residential subdivisions.
- Remote workers incentive program has had 8 individuals move to Paducah and
receive the awards package.
Business Growth and Expansion
- Business Retention Meetings (one-on-one) held with 55 unique businesses.
- Assisted with Minority Business Development with WKCTC.
- Sponsored Small Business Training Resources in partnership with the Chamber
of Commerce.
- Assisted Small Business Development through Sprocket.
- Developed strong partnerships with economic development partners, GPED,
Murray State, SBDC.
- Small Business Development Guide updated and redistributed.
Downtown Development Incentives
- Roof stabilization: 4 projects in the amount of $72,604.48 and totaled $224,389 in
private investment
- Upper Story Residential: 1 project in the amount of $45,000 and totaled over $4
million in private investment.
21 | P a g e
- Façade: 1 project in the amount of $2,000 and totaled $8,000 in private investment.
- New Business Grant: 9 new businesses in the amount of $101,250 and totaled
$358,957 in private investment.
Neighborhoods & Housing
- Continued work on the Southside Neighborhoods Initiative, and completed the two
neighborhood events. Worked with community volunteers and area residents to
solicit feedback. We developed a steering committee to assist with facilitating the
process.
- Completed the Northside Historic Neighborhood District Survey to be placed on
the National Register of Historic Places.
- Sold 11 surplus properties and acquired 2 properties. Developed a new evaluation
process for selling surplus properties and added additional incentives to the
program. Including providing house plans to participants who are awarded a
surplus property.
- Updated the zoning ordinance to address short term rentals, accessory dwelling
units, landscaping, and other amendments aimed at improving the aesthetics and
density of neighborhoods.
FY2024 Planning Goals
Establish framework for bicycle friendly community
Implement Southside Enhancement Incentives
Implement Creative and Cultural Council Strategic Plan
Develop Economic Development Recruitment Strategy
Adopt Joint Agency Comprehensive Plan
Connect main commercial corridors by bike paths and/or bike lanes
Implement the city-wide bicycle plan
Encourage, incentivize and/or support more housing options throughout the City
Promote occupancy in all downtown buildings
Encourage and assist local business retention and expansion
Implement new zoning regulations
Improve the Planning Commission, BOA and HARC to be more user-friendly,
streamlined, and resilient
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Department Budget Summary: Planning
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $542,143 $505,055 $681,346 $691,912
Contractual Services $67,265 $13,279 $26,235 $19,115
Commodities $37,172 $74,032 $93,190 $145,380
Capital Outlay $2,864 $10,995 $2,000 $2,000
Total Dept. Budget $649,444 $603,361 $802,771 $858,407
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $202,115 $217,095 $237,522 $246,011
Contractual Services $17,665 $5,627 $16,510 $9,060
Commodities $3,543 $8,495 $12,135 $11,500
Capital Outlay $2,864 $10,995 $2,000 $2,000
Planning
Personal Services $340,028 $287,960 $443,824 $445,901
Contractual Services $49,601 $7,652 $9,725 $10,055
Commodities $33,628 $65,537 $81,055 $133,880
Total Dept. Budget $649,444 $603,361 $802,771 $858,407
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POLICE
Department Mission:
The Paducah Police Department is
committed to the prevention of crime, the
protection of the lives, property, and
rights of all citizens and the improvement
of the quality of life for all members of our
community. We will provide quality police
services, ethically, fairly, and equally in
partnership with the members of our
community. The Police Department
consists of 3 divisions: Administration,
Operations, and Support Services.
Administration:
The Administration division oversees the
day-to-day operations of the Police
Department. It is comprised of the Chief of
Police and his assistant; the Office of
Professional Standards; Training; and
Community Resources. This division is
responsible for budget, personnel,
accreditation, internal affairs, policy review,
and all departmental training. It also
includes the Community Resource Officer
(CRO) position, designed to be a liaison
between the department and the
community’s schools, groups, and
organizations. The CRO also is responsible
for the department’s Citizens’ Police
Academy, Jr. CPA, Coffee with a Cop, and
Neighborhood Watch programs.
Operations:
The Operations division often is referred
to as the “backbone” of the police
department. It is the most visible of the
three divisions with uniformed officers
patrolling the streets in marked police
cruisers. These officers annually answer
tens of thousands of calls for service and
perform preliminary investigations of all
criminal activity. They 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.
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Staffing Summary: Police
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
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 1.0 1.0
Senior Admin Assistant 0.0 1.0 2.0 2.0
Executive Assistant II 1.0 0.0 0.0 0.0
Operations (Patrol)
Assistant Chief 1.0 1.0 1.0 1.0
Captain 4.0 4.0 4.0 4.0
Sergeant 7.0 7.0 7.0 7.0
Police Officer 50.0 50.0 51.0 49.0
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 8.0 8.0 8.0 10.0
Record Division Manager 1.0 1.0 1.0 1.0
Senior Records Clerk 0.0 1.0 1.0 1.0
Records Clerk III 1.0 0.0 0.0 0.0
Records Clerk 0.0 3.0 2.0 2.0
Records Clerk II 1.0 0.0 0.0 0.0
Records Clerk I 2.0 0.0 0.0 0.0
Crime Analyst 1.0 0.0 0.0 0.0
Crime Analyst II 0.0 1.0 1.0 1.0
Senior Evidence Technician 0.0 1.0 1.0 1.0
Evidence Technician II 1.0 0.0 0.0 0.0
Evidence Technician 0.0 1.0 1.0 1.0
Evidence Technician I 1.0 0.0 0.0 0.0
COPS Grant
Police Officer 0.0 3.0 3.0 3.0
TOTAL 87.0 90.0 90.0 90.0
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FY2023 Accomplishments:
The number of “major crimes” reported – murder, rape, robbery, aggravated
assault and “other assaults” – dropped nine percent from 2021 to 2022. For
the fifth year in a row, reported crime overall dropped or remained steady,
and we continued to drop below the historic 16 percent decrease from 2019.
We saw an increase in collisions, but the number of collisions involving
injuries dropped, and the number of collisions involving commercial vehicles
decreased significantly (28 percent).
A major investigation into fentanyl trafficking resulted in possibly the single
largest seizure of “drug” money in the department’s history. Twenty-three
people were indicted and five search warrants were served, resulting in the
seizure of about 8,000 fentanyl pills, six handguns, two rifles and more than
$242,000 cash.
We again achieved re-accreditation through the Kentucky Association of
Chiefs of Police. Accreditation through KACP is for four years.
Officer Pedro Loredo was named Employee of the Year for 2022. He was
recognized for his actions in apprehending a man who had just shot two
people at a local convenience store. He was the Paducah Police
Department’s recipient of the Governor’s Safety Award for Impaired Driving
with 60 DUI arrests; he conducted more than 600 traffic stops, resulting in 44
criminal citations, 196 traffic citations and 173 courtesy notices. He also
served 57 warrants.
More than 30 officers and civilian employees and nine Paducah citizens were
honored at the department’s annual Awards Ceremony. Officer Pedro Loredo
and Officer Zane White received Meritorious Service Awards, the
department’s second-highest award.
Travis Watson and Steve Thompson were promoted to captain, and Nathan
Jaimet was promoted to sergeant. Two captains retired and four officers and
one civilian employee resigned.
The department hired seven officers.
Officers Gretchen Morgan, Zane White and Cassandra Ravens continued
their assignments in the School Resource Officer program. In cooperation
with Paducah Independent Schools, the department finalized a grant and
organized the program in FY21. The officers are assigned to Paducah
Tilghman High School and Paducah Middle School, and Clark 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.
Two officers returned from deployment at the Mexican border and in Africa. A
third officer was called up and will be deployed to Poland this year.
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FY2024 Goals:
Operational Efficiency: We will evaluate current geographical zone boundaries
and location-based dispatching. We will seek more efficient practices related to
repeat calls for service.
Crime and Collision Reduction: We will reduce overall crime by five percent. This
will be accomplished by continuing an intelligence-led, problem-oriented approach.
We will reduce the number of traffic collisions by five percent. This will be
accomplished by updating our collision reduction plan with continued focus on
education, enforcement and engineering.
Community Engagement: We will increase our interactions with community
members through our Community Engagement Officer. We will facilitate
community meetings in all neighborhoods. We will enhance our efforts in VIPS,
Explorers and similar community programs.
Personnel: We will establish a peer support program and develop a holistic
wellness program to increase the health and wellness of our personnel. We will
continue employee development by providing quality training to increase
knowledge, skills and abilities. We will continue focusing on recruitment and
retention to achieve and maintain full staffing.
Technology: We will identify a replacement for our P25 radio system. We will
implement a new interview room recording system. We will utilize technology to
improve efficiency in all areas of the department.
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Department Budget Summary: Police
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $8,895,633 $9,712,500 $10,865,261 $11,223,800
Contractual Services $421,888 $551,568 $583,610 $653,019
Commodities $1,092,612 $1,378,282 $1,571,320 $1,614,738
Capital Outlay $85,000 0 0 0
Total Dept. Budget $10,495,133 $11,642,350 $13,020,191 $13,491,557
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $633,466 $593,411 $686,282 $714,771
Contractual
Services
$305,369 $406,877 $438,950 $478,994
Commodities $210,773 $295,469 $352,770 $366,751
Operations (Patrol)
Personal Services $6,351,549 $6,845,312 $7,556,227 $7,659,669
Contractual
Services
$80,189 $108,367 $91,565 $103,415
Commodities $722,569 $872,166 $978,895 $991,735
Capital Outlay $85,000 0 0 0
Support Services
(Investigations)
Personal Services $1,910,616 $2,028,796 $2,296,382 $2,510,627
Contractual
Services
$36,331 $36,324 $53,095 $70,610
Commodities $159,271 $196,882 $226,245 $241,842
COPS Grant
Personal Services 0 $244,981 $326,370 $338,733
Commodities 0 $13,765 $13,410 $14,410
Total Dept. Budget $10,495,133 $11,642,350 $13,020,191 $13,491,557
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FIRE
Department Mission:
The Fire Department’s Mission is comprised of 3 goals:
Educate to Prevent Harm
Education and prevention
are the focal points of the
Paducah Fire Department.
We develop and provide
programs and services that
promote safety, and
actively educate the public
in Fire Safety and
Prevention.
Protect
We strive to have a safe
environment for our
personnel and the people
within our community. We
accomplish this through
prompt delivery of
emergency services and by
providing a safe
environment in which to
visit, work, and live.
Be Kind and Helpful
We show that we care
about our lives and the
lives of others by
conducting ourselves in a
courteous and professional
manner.
The Fire Department consists of 4 divisions:
Administration:
Administration is responsible for general management of all divisions of the Fire
Department.
Suppression:
The Suppression Division operates 5 fire stations that cover more than 21 square miles
in the City of Paducah. The stations possess 5 engine companies, 2 aerial companies,
and 2 rescue units for the purpose of responding to fire and rescue emergencies and for
medical 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
29 | P a g e
all applicable laws, rules, and regulations in order to provide a healthy, clean, and
pleasant environment for the citizens of Paducah.
Training:
Firefighters have more than 300 hours of continued education each year. The Training
Officer coordinates education in the areas of EMS, firefighter skills, hazmat, pump
operations, and others. These education requirements ensure that the level of
competency of the members of the Fire Department is the highest achievable, and
maximize the resources of personnel and equipment available to best protect and serve
the citizens of the City.
Staffing Summary: Fire
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
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
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* 29.0 29.0 29.0 29.0
Prevention
Deputy Fire Marshal 0.0 2.0 2.0 2.0
Dep. Fire Marshall I 1.0 0.0 0.0 0.0
Dep. Fire Marshall III 1.0 0.0 0.0 0.0
Chief Building Inspector 1.0 1.0 1.0 1.0
Dep. Building Inspector 0.0 1.0 1.0 1.0
Dep. Building Inspector I 1.0 0.0 0.0 0.0
Chief Electrical Inspector 1.0 1.0 1.0 1.0
Dep. Electrical Inspector 0.0 1.0 1.0 1.0
Dep. Electrical Inspector II 1.0 0.0 0.0 0.0
Permit Technician 1.0 1.0 1.0 1.0
Code Enforcement Officer 3.0 3.0 3.0 3.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Executive Assistant I 1.0 0.0 0.0 0.0
Training
Battalion Chief/Training Officer 1.0 1.0 1.0 1.0
TOTAL 77.0 77.0 77.0 77.0
*Including 2 authorized positions not budgeted
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FY2023 Accomplishments:
Implemented pandemic response plans and policies
CY2022 – Responded to 5782 incidents
Initiated 55 foreclosures
CY2022 – 68 Demolitions – City ordered 18; Owners 50
CY2022 – 720 permits issued for $37.7 million valuation
CY2022 – 1,662 inspections for building and electrical
CY2022 – 1,128 inspections for fire marshals
CY2022 – 5,741 inspections for code enforcement
CY2022 – 74 consultations
Trained 10 new recruits
CY2022 – Trained 15,482 man-hours
Successful Contractor Conference w/record attendance
Conducted first Mayfield Inspection
Continued pursuit of National Accreditation Process—Registered Agency
3 Year Union contract negotiated.
Secured new training site.
FY2024 Goals:
Continue National Accreditation Process pursuit towards “applicant agency”
Implement Vector Solutions for Learning Management, Apparatus checks, and
Scheduling
Continue foreclosure and demolition actions
Maintain inspection certifications and inspection schedules
Complete annual recertifications 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
31 | P a g e
Department Budget Summary: Fire
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $7,987,745 $8,423,301 $9,124,109 $9,661,297
Contractual Services $325,503 $334,331 $447,700 $478,090
Commodities $740,362 $954,860 $1,112,007 $1,202,781
Capital Outlay $133,029 $17,007 $16,219 $29,598
Total Dept. Budget $9,186,639 $9,729,499 $10,700,035 $11,371,766
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $495,406 $584,520 $585,645 $616,547
Contractual
Services
$50,874 $52,568 $77,110 $70,060
Commodities $35,856 $85,253 $89,375 $94,988
Capital Outlay $7,499 0 0
Suppression
Personal Services $6,522,243 $6,913,463 $7,392,921 $7,849,064
Contractual
Services
$84,717 $101,986 $103,280 $116,560
Commodities $703,708 $749,820 $867,761 $939,280
Capital Outlay $5,225 $17,007 $16,219 $29,598
Prevention
Personal Services $835,053 $887,693 $1,015,980 $1,066,207
Contractual
Services
$187,318 $177,156 $264,735 $288,785
Commodities $68,897 $72,391 $88,073 $101,765
Training
Personal Services $135,042 $37,625 $129,563 $129,479
Contractual
Services
$2,595 $2,621 $2,575 $2,685
Commodities $52,206 $47,396 $66,798 $66,748
Total Dept. Budget $9,186,639 $9,729,499 $10,700,035 $11,371,766
32 | P a g e
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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Streets (Maintenance & Lighting)
Public Works Director* 0.25 0.25 0.25 0.25
Assistant PW Director* 0.25 0.25 0.25 0.25
Administrative Assistant* 0.0 0.25 0.50 0.50
Administrative Assistant III* 0.25 0.0 0.0 0.0
Street Superintendent 1.0 1.0 1.0 1.0
Street Supervisor 2.0 2.0 1.0 1.0
Landscape Supervisor 1.0 1.0 1.0 1.0
Equipment Operator 3.0 3.0 3.0 3.0
Concrete Finisher 2.0 2.0 1.0 1.0
Right-of-way Maintenance 13.0 13.0 15.0 15.0
Laborer 2.0 2.0 0.0 0.0
Facility Maintenance
Public Works Director* 0.25 0.25 0.25 0.25
Assistant PW Director* 0.25 0.25 0.25 0.25
Administrative Assistant 0.0 0.25 0.25 0.25
Administrative Assistant III* 0.25 0.0 0.0 0.0
Fleet/Maintenance Superintendent 0.50 .50 0.0 0.0
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Maintenance Superintendent 0.0 0.0 1.0 1.0
Maintenance Supervisor 1.0 1.0 1.0 1.0
Janitor/Collector 0.0 4.0 4.0 4.0
Laborer 5.0 0.0 0.0 0.0
Traffic Technician 1.0 1.0 1.0 1.0
Master Electrician 1.0 1.0 1.0 1.0
Maintenance Technician 5.0 5.0 5.0 5.0
TOTAL 38.00 38.0 36.75 36.75
*Position split between funds in Public Works (Street, Maintenance, and Solid Waste)
Budget Summary: Public Works
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $1,962,694 $2,043,902 $2,562,068 $2,777,460
Contractual Services $127,684 $121,151 $135,325 $143,160
Commodities $1,685,409 $1,823,180 $1,921,535 $1,958,672
Capital Outlay $1,044 0 $2,000 0
Total Dept. Budget $3,776,831 $3,988,233 $4,620,928 $4,879,292
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Streets (Main. & Light.)
Personal Services $1,318,451 $1,375,761 $1,611,281 $1,723,637
Contractual Services $91,165 $86,646 $96,830 $101,980
Commodities $1,413,466 $1,519,754 $1,579,495 $1,591,850
Capital Outlay $1,044 0 $500 0
Facility Maintenance
Personal Services $644,243 $668,141 $950,787 $1,053,823
Contractual Services $36,519 $34,505 $38,495 $41,180
Commodities $271,943 $303,426 $342,040 $366,822
Capital Outlay 0 0 $1,500 0
Total Dept. Budget $3,776,831 $3,988,233 $4,620,928 $4,879,292
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PARKS AND RECREATION
Department Mission:
Our mission is to provide an affordable and
positive comprehensive system of
recreational programs and facilities that are
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 Events,
and Parks Maintenance.
Administration:
Administration is responsible for
department operations, strategic planning
and new development, management of
Oak Grove Cemetery, and budget
management. Administrative staff handles
all customer interactions to include
program registration, facility reservations,
and park related requests and inquires.
Recreation and Events:
The Recreation and Events Division is
charged with providing quality programs
and events for the community. The division manages the operations of parks and
recreation facilities including the Paducah Recreation Center, the Noble Park Pool, and
the splash pads at Coleman Park and Brockenborough Rotary Health Park. The
division is also tasked with the operation of the Paducah Farmer’s Market,
Independence Day Celebration, Christmas Parade, in addition to other large-scale
community events. The Recreation and Events division manages contracts with
independent contractors, food and artisan vendors, and concessionaire vendors.
Parks Maintenance:
The Parks Maintenance Division maintains 28 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, Oak Grove Cemetery, and the Transient Boat
Dock. The division supports community festivals and events, as well as provides well
maintained sports playing facilities. The Park Ranger program also falls under this
division and provides park education and information, as well as assists with security
and planning for special events.
35 | P a g e
Staffing Summary: Parks and Recreation
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Director of Parks Services 1.0 1.0 1.0 1.0
Assistant Dir of Parks 0.0 1.0 0.0 0.0
Assistant Dir of Recreation 0.0 1.0 0.0 0.0
Assistant Dir of Parks & Rec 1.0 0.0 0.0 0.0
Parks & Rec Superintendent 0.0 1.0 0.0 0.0
Recreation Superintendent 1.0 0.0 0.0 0.0
Recreation Specialist 2.0 2.0 0.0 0.0
Senior Admin Assistant 0.0 2.0 1.0 1.0
Executive Assistant I 1.0 0.0 0.0 0.0
Administrative Assistant III 1.0 0.0 0.0 0.0
Administrative Assistant 0.0 1.0 1.0 1.0
Administrative Assistant II 1.0 0.0 0.0 0.0
Assistant Rec. Specialist 0.0 0.0 0.0 0.0
Parks Maintenance
Assistant Dir of Parks 0.0 0.0 1.0 1.0
Park Maint. Superintendent 0.0 0.0 0.0 0.0
Cemetery Sexton 1.0 1.0 0.0 0.0
Supervisor 2.0 2.0 2.0 2.0
Laborer* 8.0 10.7 12.7 12.7
Right of Way Maintenance 1.0 1.0 1.0 1.0
Recreation
Assistant Dir of Recreation 0.0 0.0 1.0 1.0
Recreation Superintendent 0.0 0.0 1.0 1.0
Senior Recreation Specialist 0.0 0.0 1.0 1.0
Recreation Specialist 0.0 0.0 3.0 3.0
Special Events
Special Events Coordinator 0.0 0.0 0.0 0.0
Special Events Superintendent 1.0 1.0 0.0 0.0
Recreation Specialist 1.0 1.0 0.0 0.0
Laborer 2.0 0.0 0.0 0.0
Right of way Maintenance 1.0 0.0 0.0 0.0
Maintenance Technician* 0.7 0.0 0.0 0.0
TOTAL 25.7 25.7 25.7 25.7
*One position split between Parks and Recreation and Transient Boat Dock
36 | P a g e
FY2023 Accomplishments:
Purchased Ground Penetrating Radar (GPR) Equipment and attending training to
equip our staff to be able to perform tasks in house locate unknown gravesites and
pair with GIS mapping to provide more detailed, accurate mapping and deed
information for grave plots.
Updated Cemetery record keeping to digital platform.
Replaced Mausoleum roof at Oak Grove Cemetery.
Updated Oak Grove Cemetery Ordinance, Schedule of Fees, and administrative
policies for implementation July 1, 2023.
Refurbished Noble Park Entry sign.
Installed new entry sign at Brooks Stadium.
The City’s Transient Dock was awarded Boaters Choice Award in 2022 for the 6th
straight year.
Pickleball Court construction project started and expected to be completed
summer of 2023.
New Playground installed with accessible pour in place rubber surface, and new
sidewalks installed at Langstaff Park.
Recipient of Crumb Rubber Grant for new playground surfacing at Langstaff Park.
New playground purchased for Coleman Park with grant from GameTime. Install
expected for Summer of 2023 (FY24).
Recipient of LWCF grant for new playground to be installed at Keiler Park.
Civic Center renovation project starting. Completion expected fall of 2023.
ILA between City, County, and Sports Tourism Commission for development of an
Athletic Complex located on Stuart Nelson Park and Blue Grass Downs properties
executed September 2022.
Demolished 3 dilapidated shelters and 2 storage buildings in various parks.
Removed fencing surrounding Lake Montgomery in Noble Park, improving
viewability and maintenance efforts.
Partnership with City Schools on Midtown Park property for development of soccer
fields.
Partnership with City Schools on Brooks Stadium Park property for development
of new softball field and use agreements between Brooks Stadium Commission
and City Schools for use of the baseball field.
Dog Park relocation project. Expected completion fall 2023.
Basketball Court resurfacing at Coleman Park, Voor Park, and Noble Park.
New Christmas Tree purchased for downtown.
FY2024 Goals:
Civic Center Renovation Project Complete and open for use.
Pickleball Court project complete and open for use.
Interior ceiling plaster work project in Mausoleum at Oak Grove Cemetery.
Coleman Park Playground replacement, new accessible surfacing, new shelter,
and perimeter sidewalks.
37 | P a g e
Keiler Park Playground replacement project, new accessible surfacing, and
perimeter sidewalks.
Implement plan for GIS Mapping project at Oak Grove Cemetery.
Dog Park relocation project complete and open for use.
Independence Dog Park improvements.
New flooring for Recreation Center and dedicated office spaces for staff.
New roofs at Shelter 19 and 23 in Noble Park.
Dolly McNutt Improvement Project out for design and LWCF Grant Application.
Market Square Art Park Construction Project.
Budget Summary: Parks and Recreation
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $1,947,992 $2,088,927 $2,171,040 $2,555,865
Contractual Services $184,246 $175,368 $260,970 $325,985
Commodities $812,813 $859,505 $990,570 $1,034,540
Capital Outlay 0 0 $27,810 $17,700
Total Dept. Budget $2,945,051 $3,123,800 $3,450,390 $3,934,090
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $609,521 $547,712 $464,833 $498,996
Contractual Services $56,400 $57,012 $61,990 $71,435
Commodities $140,830 $156,825 $226,110 $221,275
Parks Maintenance
Personal Services $909,465 $1,100,986 $1,052,195 $1,247,887
Contractual Services $84,897 $86,124 $152,260 $207,010
Commodities $331,905 $341,353 $340,700 $387,235
Capital Outlay 0 0 $27,810 $17,700
Recreation
Personal Services $272,898 $440,229 $654,012 $808,982
Contractual Services $37,895 $32,232 $46,720 $47,540
Commodities $232,540 $361,327 $423,760 $426,030
Special Events
Personal Services $156,108 0 0 0
Contractual Services $5,055 0 0 0
Commodities $107,537 0 0 0
Total Dept. Budget $2,945,051 $3,123,800 $3,450,390 $3,934,090
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PADUCAH HUMAN RIGHTS COMMISSION (PHRC)
Department Mission:
The Paducah Human Rights Commission was formed May 26, 1964, the same year the
U.S. Civil Rights was initially established, to safeguard all individuals within the City and
McCracken County from discrimination in housing, employment, and public services.
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
Budget Summary: Human Rights
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $10,687 $10,835 $10,796 $10,773
Contractual Services $89 $78 $375 $70
Commodities $500 0 $5,800 $12,800
Total Dept. Budget $11,276 $10,913 $16,971 $23,643
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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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Engineering Services
City Engineer 1.0 1.0 1.0 1.0
Assistant City Engineer 1.0 1.0 1.0 1.0
Engineering Project Manager 1.0 1.0 1.0 1.0
Engineering Technician 1.0 1.0 1.0 1.0
Engineering Technician III 1.0 1.0 1.0 1.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Executive Assistant II 1.0 0.0 0.0
Floodwall Operations
EPW Floodwall Superintendent 1.0 1.0 1.0 1.0
Floodwall Operator 4.0 4.0 4.0 4.0
TOTAL 11.0 11.0 11.0 11.0
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Budget Summary: Engineering/Floodwall
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $1,029,053 $1,249,057 $1,360,381 $1,526,360
Contractual Services $40,043 $49,302 $71,650 $63,510
Commodities $142,082 $249,041 $350,675 $317,155
Capital Outlay $815 0 0 0
Total Dept. Budget $1,211,993 $1,547,400 $1,782,706 $1,907,025
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Engineering Services
Personal Services $556,795 $713,567 $766,089 $859,439
Contractual Services $4,981 $5,796 $5,610 $5,735
Commodities $11,937 $24,697 $74,420 $75,805
Capital Outlay $815 0 0 0
Floodwall Operations
Personal Services $472,258 $535,490 $594,292 $666,921
Contractual Services $35,062 $43,506 $66,040 $57,775
Commodities $130,145 $224,344 $276,255 $241,350
Total Dept. Budget $1,211,993 $1,547,400 $1,782,706 $1,907,025
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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 policies 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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Director of HR 0.0 1.0 1.0 1.0
HR/Risk Director 1.0 0.0 0.0 0.0
Risk Manager 1.0 1.0 1.0 1.0
Diversity Specialist 0.0 0.0 0.0 1.0
HR Generalist 2.0 1.0 1.0 1.0
Administrative Assistant 0.0 1.0 1.0 1.0
TOTAL 4.0 4.0 4.0 5.0
FY2023 Accomplishments:
Munis HR module implementation
Safety Team: Had zero loss time accidents in a 12-month period
Held 1st Annual Employee Health Fair
City-wide Diversity, Equity, & Inclusion Survey
Implemented a Learning Management System (LMS) for Employees
42 | P a g e
FY2024 Goals:
Performance Evaluation software implementation
Recruit a Diversity Specialist
Continue City-wide Diversity and Inclusion Efforts
Update Employee Handbook and other pertinent policies
Continue to reduce accidents with improved safety training practices and
procedures
Budget Summary: Human Resources and Risk Management
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $279,116 $374,342 $394,953 $499,227
Contractual Services $50,646 $39,077 $46,900 $53,507
Commodities $36,669 $87,330 $90,745 $97,280
Total Dept. Budget $366,431 $500,749 $532,598 $650,014
43 | P a g e
OTHER GENERAL FUND DIVISIONS
This page contains the Budget Summaries for the Cable Authority, Audit Adjustments,
and Interfund Transfers.
Budget Summary: Cable Authority
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Contractual Services $85,459 $85,392 $85,370 $85,355
Commodities 0 $47,220 0 0
Total Budget $85,459 $132,612 $85,370 $85,355
Budget Summary: Audit Adjustments*
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Leave Expense $37,620 ($13,563) 0 0
Debt Forgiveness $911,375 0 0 0
PJC Property Tax $396,858 $361,124 0 0
Total Budget $1,345,853 $347,561 0 0
*The Audit Adjustments cost center is used for year-end financial statement
presentation entries only
Budget Summary: Interfund Transfers (out)
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
General Fund 0 0 0 0
Investment Fund 0 $285,000 $25,000 0
TIF Fund 0 0 0 $100,000
E911 Fund $114,836 $396,190 $1,041,450 $1,129,155
Debt Service Fund $757,036 $1,027,438 $1,033,035 $1,291,180
Capital Projects Fund $3,335,961 $1,026,092 $580,380 $60,000
Transient Boat Dock $65,383 $33,715 $12,615 0
Civic Center Fund $28,900 $27,911 $25,420 0
Rental Prop. Fund $19,869 $30,316 0 $73,295
Fleet Main. Fund $91,127 $98,655 $189,640 $183,750
Insurance Fund $140,231 $13,230 $90,000 $70,000
AEPF Fund $12,927 $3,912 0 0
PFPF Fund $343,000 $310,000 $260,000 $425,000
Total Budget $4,909,270 $3,252,459 $3,257,540 $3,332,380
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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, Tax Increment Financing Fund (TIF), Debt Service
Fund, Capital Projects Fund, and Bond Fund.
45 | P a g e
RENTAL PROPERTY FUND
Fund Description:
The purpose of the Rental Property Fund is to capture all manner of financial
transactions associated with property that is owned but not occupied by the City of
Paducah. These buildings include:
Seaman’s Church Institute/River Heritage Museum/Maiden Alley Cinema
Market House Theater/Market House Museum/Yeiser
Probation & Parole Building
Paducah Railroad Museum
W.C. Young Community Center
Oscar Cross Boys & Girls Club, Park Avenue location
On a lease by lease basis, the 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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent & Sales $132,216 $137,216 $132,210 $132,210
Interfund Transfers
General Fund $19,869 $30,316 0 $73,295
Total Revenue $152,085 $167,532 $132,210 $205,505
Expenditures
Contractual Services $13,751 $12,783 $13,520 $14,805
Commodities $52,448 $58,395 $118,690 $190,700
Interfund Transfers
General Fund $86,277 $86,318 0 0
Total Expenditures $152,476 $157,496 $132,210 $205,505
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RADIO DEPRECIATION & OPERATION FUND
Fund Description:
The Radio Depreciation/Operation Fund was established in FY2001 for the purpose of
capturing all manner of financial transactions associated with the City’s 800 MHz radio
system.
The Radio Depreciation & Operation Fund is used to account for the cost of operating
the City’s 800 MHz radio system in a manner similar to private business. The intent of
the City of Paducah is to capture the cost of providing services on a continuing basis,
financed primarily through user charges.
Statement of Revenue and Expenditures: Radio Depreciation Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent & Sales $138,477 $139,877 $163,360 $159,280
Interest Income $4,599 $3,596 $500 $500
Total Revenue $143,076 $143,473 $163,860 $159,780
Expenditures
Contractual Services $21,459 $24,062 $25,390 $23,935
Commodities 0 0 $25,000 $25,000
Interfund Transfers
General Fund $789,375 $464,985 $113,470 $110,845
911 Fund 0 0 0 0
Total Expenditures $810,834 $489,047 $163,860 $159,780
City of
Paducah,
355
Airport, 21
Utility
Companies,
29
Others, 34 800 MHz Radio Units
47 | P a g e
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. The 911 calls for service
come into the agency through phone,
text or radio communications. Requests
from the public vary from highly volatile
and dangerous situations, to
informational inquiries and calls for
basic public assistance.
It is the responsibility of the agency to
facilitate the development and training of
highly proficient, dedicated, and self-
motivated personnel. Through
developing employees and maintaining
high performance standards, and
improving the 911 infrastructure, the
communication center is able to provide
a high level of professional service and
connect citizens to emergency services
in their time of need.
Department Structure:
911 Communications Services consists
of 23 positions within three divisions:
Administration, Support Personnel, and
Communications Personnel.
Administration:
Administration oversees and manages
the 911 center as dispatchers process
more than 180,000 annual calls for
service to nearly 70,000 members of the
community; creates and enforces policy;
and determines budgetary needs for the
center. The Division Manager and
Assistant Manager of 911 oversee the
daily operation of the center and report
to the Paducah Police Department Chief
of Police.
Support Personnel:
The 911 center has a Senior
Administrative Assistant who works in a
support role to the Division Manager.
The 911 Systems Administrator is
responsible for administering the
Computer-Aided Dispatch (CAD) and
ensuring all addresses within Paducah
and McCracken County are listed
correctly. This includes reviewing
permits for new structures and adding
information to our software to ensure
responders’ safety and a quick response
to public needs. 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 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 for
a Telecommunicator, who serves as the
single point of contact for the systems
as well as the subject matter expert for
the Division. This position was created
in fiscal year 2020.
Communications Personnel:
The center is staffed with 18
dispatchers, four of whom are shift
supervisors. They provide 24-hour
emergency dispatching service, while
working 12-hour shifts.
48 | P a g e
Staffing Summary: 911 Communications Services
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
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 1.0 1.0 1.0
Administrative Secretary 1.0 0.0 0.0 0.0
System Administrator 1.0 1.0 1.0 1.0
Supervisor 4.0 4.0 4.0 4.0
Telecommunicator 14.0 14.0 14.0 14.0
Terminal Agency Coordinator 1.0 1.0 1.0 1.0
TOTAL 23.0 23.0 23.0 23.0
FY2023 Accomplishments:
Calibrated and standardized the hiring process to incorporate the TestGenious
CritiCall Application and live observation process for all applicants.
Implemented a multi-phase written curriculum for new hires to ensure consistent
and thorough training for all dispatchers, allowing dispatch trainees to be
deployable by skillset once module performance benchmarks are achieved and
maintained.
Created a career training progression template to incorporate advanced training
standards in years two and three, adding to the Telecommunicator Certified
Training Officer (CTO) team and initiating Tactical Dispatch and Intelligence
Dispatch foundational training.
Provided leadership development and promotional preparatory training to
Telecommunicators concluding with one Shift Supervisor promotion and one
ATAC assignment.
Numerous division members attended APCO, NENA and Kentucky Emergency
Services (KESC) conferences as well as presented several sessions at the
NENA and KESC conferences.
Implemented RapidSOS and RapidDeploy for enhanced 911 cellular caller
location, outbound SMS text, alternate language text, location link and video link
capabilities.
Implemented CrewForce for police and fire customers allowing them instant
access to CAD data via smart device, self-dispatching, unit location tracking,
automated unit status updates and facilitated notifications.
Recipient of the national Tyler Excellence Award for facilitating the rescue of a
lost hunter utilizing RapidSOS and CrewForce technology.
49 | P a g e
Received a Kentucky 911 Grant to remediate and update the graphical
information systems (GIS) data for Paducah and McCracken County into the
NENA required format for Next Generation 911 Compliance.
Updated the Public Warning System for the Paducah Gaseous Diffusion Plant.
Streamlined several internal processes including managing Open Records
Requests, Public Safety Records Requests, and Criminal History tracking.
Revised monthly billing report to include incident details for subscribing fire
agencies.
Developed mechanism to track transfer incidents to Mercy to capture this
previously uncalculatable workload.
Implemented employee briefing with formal briefing document published twice
monthly.
Implemented employee recognition program, Special Thanks and Recognition
and Employee of the Month designation.
Federal Engineering completed work on and released the Radio RFP.
Upgraded New World systems software to 2022.1 service pack 2.
FY2024 Goals:
Begin implementation of a new county-wide radio system
Achieve full staffing of the department
Recognition as Kentucky certified Next Gen 911 compliant
Expand employee recruitment and outreach
Telecommunicators work towards NENA Excellence in Dispatch certification
Shift Supervisors work towards NENA Shift Supervisor and Center Manager
certification
Execute quarterly GIS mapping updates for New World applications
Finalize and document emergency evacuation procedures
Equip a back-up dispatch space and perform evacuation drills
Ensure 911 telephone and logging recorder technology is consistently upgraded
to the current available standard
Take measurable steps for implementation of new radio console equipment and
infrastructure
Maintain New World Systems to the most up-to-date version available
50 | P a g e
Statement of Revenue and Expenditures: 911 Communications Services Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Taxes $667,457 $687,383 $655,000 $695,000
Grants $552,237 $535,476 $726,110 $765,375
Charges for Service $39,747 $42,583 $35,000 $40,000
Interest Income $263 $540 $500 $750
Interfund Transfers
Radio Fund $789,375 $464,985 $113,470 $110,845
General Fund $114,836 $396,190 $1,041,450 $1,129,155
Total Revenue $2,163,916 $2,127,157 $2,571,530 $2,741,125
Expenditures
Personal Services $1,655,522 $1,568,113 $1,902,215 $2,095,988
Contractual Services $114,673 $170,199 $182,140 $199,615
Commodities $248,045 $242,427 $294,655 $298,327
Capital Outlay 0 0 $4,600 $4,900
Interfund Transfers $145,676 $146,418 $187,920 $142,295
Total Expenditures $2,163,916 $2,127,157 $2,571,530 $2,741,125
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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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Taxes $494,042 $510,824 $489,000 $515,000
Interest Income $4,502 $5,361 $32,000 $20,000
Interfund Transfers
Investment Fund $600,000 $918,000 $1,200,000 $1,500,000
Solid Waste Fund 0 0
Total Revenue $1,098,544 $1,434,185 $1,692,200 $2,035,000
Expenditures
Contractual Services $1,200 $1,280 $1,280 $1,280
Commodities 0 0 0 0
Capital Outlay $1,016,958 $1,202,817 $1,600,000 $2,033,720
Interfund Transfers
Capital Projects Fund $250,000 0 0 0
Total Expenditures $1,268,158 $1,204,097 $1,601,280 $2,035,000
52 | P a g e
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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Licenses & Permits $5,414,682 $5,886,614 $5,800,000 $6,200,000
Interfund Transfers
General Fund 0 $285,000 $25,000 0
Debt Service Fund $154,000 0 0 0
Capital Projects Fund 0 0 0 0
Total Revenue $5,568,682 $6,171,614 $5,825,000 $6,200,000
Expenditures –
Economic Development
Contractual Services $755,920 $49,944 $21,230 $21,400
Contributions $317,700 $900,546 $1,034,500 $1,047,000
Interfund Transfers
General Fund $175,000 $70,000 $120,000 $120,000
MAP Fund $600,000 $918,000 $1,200,000 $1,500,000
Debt Service Fund $1,631,152 $1,631,872 $1,725,060 $1,533,985
Capital Projects Fund $1,368,075 $2,126,250 $2,085,000 $1,972,725
Total Expenditures $4,847,847 $5,696,612 $6,185,790 $6,195,110
53 | P a g e
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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Grants $197,500 $395,000 $1,405,000 $200,000
Total Revenue $197,500 $395,000 $1,405,000 $200,000
Expenditures
Contractual Services $197,500 $395,000 $1,400,000 $200,000
Total Expenditures $197,500 $395,000 $1,400,000 $200,000
54 | P a g e
COURT AWARDS FUND
Fund Description:
At the conclusion of successful prosecutions of criminal investigations, the court system
in Kentucky awards law enforcement agencies money and property that was seized.
These assets are then used by the agency toward other investigations; in effect, using
criminals’ cash to investigate other criminals. Historically, The Paducah Police
Department has used its Court Awards Fund to finance drug investigations through
payments to confidential informants and as “buy” money. Funds have also been used
to purchase in-car computers and other investigative tools.
The Court Awards Fund balance is very fluid; money seized by law enforcement
agencies is in “suspense” until it is released to the agency by the courts, which happens
at various times during the year. On average, more than half of the available balance is
in “suspense” at any given time.
The money is used by the department, according to federal guidelines and restrictions,
to purchase drugs, pay informants and conduct other criminal investigations. Federal
regulations prevent this money from being used to supplant General Fund dollars and
all purchases must receive approval from the Chief of Police before being completed.
Statement of Revenue and Expenditures: Court Awards Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Fines $28,234 $37,853 $30,000 $30,000
Interest Income $2,022 $2,420 $2,100 $7,000
Total Revenue $30,256 $40,273 $32,100 $37,000
Expenditures
Contractual Services $36,676 $34,180 $60,800 $60,800
Commodities 0 0 $30,000 $30,000
Total Expenditures $36,676 $90,800 $90,800 $90,800
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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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Licenses $1,211,819 $1,788,776 $1,840,000 $1,850,000
Total Revenue $1,211,819 $1,788,776 $1,840,000 $1,850,000
Expenditures
Grants $1,211,819 $1,788,776 $1,840,000 $1,850,000
Total Expenditures $1,211,819 $1,788,776 $1,840,000 $1,850,000
TAX INCREMENT FINANCING FUND
Fund Description:
The Tax Increment Financing (TIF) Fund was established in FY2024 for the purpose of
capturing all manner of financial transactions associated with the City’s TIF District. TIF
is a financing and development tool that permits local governments to capture future
increases in certain taxes generated by new development within a specified area. The
captured value of the increase in revenues is used to finance public improvements and
to attract private development projects.
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
County Increment (Property Tax) 0 0 0 $21,000
Interfund Transfers
General Fund $100,000
Total Revenue 0 0 0 $121,000
Expenditures
Interfund Transfers
Capital Projects Fund 0 0 0 $121,000
Total Expenditures 0 0 0 $121,000
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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 $239,893,155. The City’s
projected net general obligation indebtedness of $36.6 million at June 30, 2024 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 FY2024, the City’s net debt service payments ($3.7 million gross, less $656
thousand provided by other funding sources) will be approximately 7.0% of General
Fund revenues. The table below illustrates the City’s portion of debt service payments
over the last few years.
$2.83 $2.98 $2.98 $3.05 $3.16 $3.16 $3.34
$4.46
$3.46 $3.56 $3.73
$1.86 $2.052 $2.057 $2.127 $2.133 $2.139 $2.315
$3.171 $2.810 $2.909 $3.075
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024MillionsCity's Share Versus
Total Debt Service Payments - $
Debt Service Payments
City's Share of Payment
57 | P a g e
Statement of Revenue and Expenditures: Debt Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Leases 0 $9,778 0 0
Licenses & Permits $648,733 $654,429 $655,305 $655,875
Property Rent & Sales $113,605 $103,822 0 $109,720
Charges for Service $637,414 0 0 0
Interest Income $16,160 $10,689 $9,000 0
Other fees $1,824,118 0 0 0
Interfund Transfers
General Fund $757,036 $1,027,438 $1,033,035 $1,291,180
Bond Fund $273,229 0 0 0
E911 $145,676 $146,419 $141,920 $142,295
Investment Fund $1,631,152 $1,631,872 $1,725,060 $1,533,985
Total Revenue $6,047,123 $3,584,447 $3,564,320 $3,733,055
Expenditures
Contractual Services $2,000 $2,130 $2,130 $2,130
Agent Fees KLC 0
2001 Series $544,659 $550,627 $551,500 $551,800
2003 Series $228,942 $233,625 $232,625 $41,000
2004 Series $1,274,828 0 0 0
2005 PFPF $491,161 $489,940 $493,405 $491,550
2009 KLC $186,752 $185,274 $183,400 $186,150
2009 KACO $197,247 $196,291 $195,290 $193,985
2010 Series $428,343 $429,197 $429,300 $429,100
Murray State University $175,000 $170,638 $161,430 $161,425
2013 Series $302,618 $301,433 $304,335 $301,415
2017 CFSB $104,074 $103,802 $103,805 $104,075
2018A Series $110,104 $111,556 $107,810 $108,930
2018B Series $145,676 $146,418 $141,920 $142,295
2018C Series $26,265 $7,859 $110,870 $221,440
2018D Series 0 0 0 0
2020A Series $539,104 $537,498 $537,500 $797,500
Interfund Transfers
General Fund $900,000 0 0 0
Investment Fund $154,000 0 0 0
Total Expenditures $5,810,773 $3,466,288 $3,555,320 $3,732,795
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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 for telecommunication, 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-
IT Virtualization EQ0031 9.353 $35,000
ERP Software Purchase EQ0022 9.238 50,000
SSR – Demo/Foreclosures CD0102 9.325 85,000
SSR – Beautification/Clean up CD0103 9.327 10,000
SSR – Homeowners Incentive CD0104 9.328 62,000
SSR – Business Grants ED0116 13.201 40,000
Riverport Grant Match ED0117 13.202 90,000
Remote Workers Incentive Program ED0118 13.203 72,725
Weyland Ventures (TIF program) ED0119 13.155 121,000
Retail Strategies ED0121 13.209 41,000
Roof Stabilization Grants DT0030 9.244 35,000
Upper Story Living Grants DT0033 9.253 100,000
Façade Grants DT0035 9.257 5,000
Downtown Business Grants DT0038 9.260 100,000
Riverfront Dredging DT0047 9.292 150,000
TIF ‘live’ DT0052 9.329 5,000
Police Technology Set Aside PO0101 9.291 25,000
Lien Recovery/Foreclosures MR0010 9.70 50,000
Cultural Assets MR0088 9.341 287,000
Greenway/Bike Master Plan MR0095 9.355 100,000
Facilities Maintenance PF0070 9.225 250,000
City Facilities Improvements PF0079 9.330 400,000
Sports Field Rehabilitation PA0131 9.356 40,000
Total Appropriations $2,153,725
Source of Funding-
Investment Fund 2400 $2,153,725
Total Sources $2,153,725
Source: FY2024 CIP Fund (4000) Revenues & Expenditures budget.
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Statement of Revenue and Expenditures: Capital Improvements Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Grants $1,067,556 $1,886,547 $8,540,305 0
Interest Income 0 0 ($1,430) 0
Insurance 0 0 $1,200,000 0
Loans $48,236 $3,460,662 $1,244,091 0
Charges for Service $35,097 $58,679 $68,634 0
Other $460,031 $204,638 $162,647
Property Rent & Sales $17,494 $12,633 $2,559
Interfund Transfers
General Fund $3,336,120 $1,026,092 $6,729,483 0
E911 Fund 0 0 $46,000 0
MAP Fund $250,000 0 0 0
Investment Fund $1,368,075 $2,126,250 $2,085,000 $2,153,725
Capital Projects Fund $182,926 $654,362 $5,628,523 0
Bond Fund $50,000 0 $3,000,001 0
Solid Waste Fund 0 0 0 0
Civic Center Fund $14,820 0 0 0
Total Revenue $6,830,357 $9,429,863 $28,705,814 $2,153,725
Expenditures
Administration $495,353 $270,928 $1,416,817 $427,000
Finance $77,058 $34,800 0 0
Technology $60,327 $48,948 $634,030 $35,000
Clerk/Customer Exper. $11,690 $17,228 $56,469 0
Planning $315,105 $497,017 $5,305,374 $691,725
Police $700,004 $478,427 $389,180 $25,000
Fire $90,408 $280,498 $808,481 $135,000
Public Works $110,372 $36,474 $1,738,565 $650,000
Engineering/Floodwall $1,728,161 $5,799,179 $16,174,398 $150,000
Human Resources $18,600 0 0 0
Parks $846,031 $140,186 $3,035,940 $40,000
E911 $46,500 $35,775 $19,528 0
Interfund Transfers
General Fund $38,336 $3,128 $1,222 0
Rental Fund 0 0 0 0
MAP Fund 0 $3 0 0
Investment Fund 0 0 0 0
Capital Projects Fund $182,926 $654,362 $6,604,639 0
Other Trust Funds 0 0 $1,969 0
Total Expenditures $4,720,871 $8,296,957 $36,186,612 $2,153,725
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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 for the 2020A GOB is $1.57 million for Fiscal Year 2025 and forward.
Statement of Revenue and Expenditures: Bond Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Bond Premium $232,710 0 0 0
Bond Proceeds $3,020,000 0 0 0
Interest Income $125,240 $145,996 $110,100 $300,000
Total Revenue $3,377,950 $145,996 $110,100 $300,000
Expenditures
Contractual Services 0 0 0 0
Debt Service $3,252,710 $37,153 $3,900,000 $12,500,000
Interfund Transfers
Debt Service $273,229 0 0 0
Capital Projects Fund $50,000 0 $15,900,000 $5,000,000
Total Expenditures $3,575,939 $37,153 $19,800,000 $17,500,000
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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.
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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.
SOLID WASTE FUND
The division maintains an inventory of all
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
located on North 8th Street provides
composting programs to meet federal and
state targeted goals of 25% reduction in
the solid waste stream. This facility
operates a bio-solids composting facility
by combining yard waste collected with
bio solids from the Paducah McCracken
Co. Joint Sewer Agency wastewater
treatment plant to produce an enriched
soil amendment. Paducah’s composting
facility has been the model used by
several other communities to initiate their
own composting facilities.
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Staffing Summary: Solid Waste Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
City Enginer & Pub. Wks Director 0.0 0.0 0.0 0.0
Public Works Director 0.50 0.50 0.50 0.50
Assistant PW Director 0.50 0.50 0.25 0.25
Solid Waste Superintendent 0.0 0.0 0.0 1.0
Solid Waste Supervisor 2.0 2.0 2.0 1.0
Administrative Assistant 0.0 1.50 1.25 1.25
Administrative Assistant III 1.50 0.0 0.0 0.0
Residential Collection
Laborer 2.0 3.0 1.0 1.0
Truck Driver 11.0 11.0 13.0 13.0
Commercial Collection
Truck Driver 4.0 4.0 4.0 4.0
Compost and Yard Debris Recycling
Compost Supervisor 1.0 1.0 1.0 1.0
Compost Equipment Operator 2.0 2.0 2.0 2.0
Laborer 1.0 0.0 0.0 0.0
TOTAL 25.50 25.50 25.0 25.0
Statement of Revenue and Expenditures: Solid Waste Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Grants $62,715 $56,682 $55,000 $64,000
Property Rent & Sales $59,348 $1,580 $40,000 $1,000
Charges for Services $4,560,891 $4,800,026 $4,659,100 $4,778,000
Interest Income $27,164 $28,349 $20,000 $88,000
Other Fees $160 $2,819 0 $1,000
Total Revenue $4,710,278 $4,889,456 $4,774,100 $4,932,000
Expenditures
Administration $1,252,718 $1,121,036 $1,272,168 $1,305,187
Residential Collection $1,858,730 $1,754,216 $2,768,746 $2,695,309
Commercial Collection $1,251,652 $1,256,300 $1,697,746 $1,723,203
Compost $371,447 $358,893 $904,126 $856,603
Landfill $14,132 $14,670 $16,200 0
Recycling $21,978 $21,946 0 0
Interfund Transfers $363,859 $360,296 $397,460 $395,055
Total Expenditures* $5,134,516 $4,887,357 $7,056,446 $6,975,357
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year.
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TRANSIENT BOAT DOCK FUND
Fund Description:
The function of the Paducah Riverfront
Transient Dock is to provide a mooring
facility for transient boaters and visitors
to our community. The dock will provide
fueling services, sanitary pump-outs,
and overnight docking with electric
service. Parks & Recreation is
responsible for overseeing the
reservations and operation of the
Transient Dock. Engineering and Public
Works oversees transition operations
during periods of Ohio River flooding.
FY2023 Accomplishments:
Awarded Boater’s Choice Award for the sixth straight year.
Staffing Summary: Transient Boat Dock Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Maintenance Technician* 0.3 0.0 0.0 0.0
Laborer* 0.0 0.3 0.3 0.3
TOTAL 0.3 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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Rental Income $6,742 $36,701 $36,000 $36,000
Interest on Checking $34 $246 0 0
Sales $33,481 $78,491 $75,000 $80,000
Permits & Fees $929 $5,627 $5,500 $5,500
Interfund Transfers
General Fund $65,383 $33,715 $12,615 0
Total Revenue $106,569 $154,780 $129,115 $121,500
Expenditures
Personal Services $19,177 $19,998 $20,937 $21,199
Contractual Services $20,959 $19,426 $22,915 $23,105
Commodities $68,319 $80,677 $85,260 $93,340
Total Expenditures $108,455 $120,101 $129,112 $137,644
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CIVIC CENTER FUND
Fund Description:
The main function of the Robert Cherry Civic Center is
to provide rental services at a competitive rate.
Currently, the Robert Cherry Civic Center is undergoing
renovations. Rental services will resume once
renovations are complete. 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.
Statement of Revenue and Expenditures: Civic Center Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Rental Income ($2,750) ($175) 0 0
Interfund Transfers
General Fund $28,900 $27,911 $25,420 0
Total Revenue $26,150 $27,736 $25,420 0
Expenditures
Contractual Services $2,524 $2,128 $430 0
Commodities $17,459 $23,221 0 0
Depreciation $10,021 $10,020 $10,025 0
Interfund Transfers
Capital Projects Fund $14,820 0 0 0
Total Expenditures $44,824 $35,369 $10,455 0
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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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Section 8
Housing Coordinator 1.0 0.0 0.0 0.0
TOTAL 1.0 0.0 0.0 0.0
Statement of Revenue and Expenditures: Section 8 Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Grants $95,545 0 0 0
Total Revenue $95,545 0 0 0
Expenditures
Personal Services $88,710 0 0 0
Contractual
Services
$4,665 0 0 0
Commodities $450 0 0 0
Total Expenditures $93,825 0 0 0
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INTERNAL SERVICE FUNDS
Internal Service Funds are used to accumulate
and allocate costs internally among the City’s
various functions. The City utilizes four internal
service funds: Fleet Maintenance Fund, Fleet
Lease Fund, Insurance Fund, and Health
Insurance Fund.
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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 many local fire departments and agencies. 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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Fleet Maintenance
Fleet/Maintenance Superint. 0.5 0.5 0.0 0.0
Assistant PW Director* 0.0 0.0 0.25 0.25
Fleet Superintendent 0.0 0.0 1.0 1.0
Fleet Supervisor 1.0 1.0 1.0 1.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Administrative Assistant III 1.0 0.0 0.0
Fleet Mechanic II 4.0 4.0 5.0 5.0
TOTAL 6.5 6.5 8.25 8.25
*Position split between funds (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
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Statement of Revenue and Expenditures: Fleet Maintenance Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent & Sales $3,304 $310 $500 0
Internal Service Rev. $409,322 $500,713 $507,500 $630,000
Other Fees 0 0 0 0
Interfund Transfers
General Fund $91,127 $98,655 $189,640 $183,750
Solid Waste $37,221 $40,296 $77,460 $75,055
Total Revenue $540,974 $639,974 $775,100 $888,805
Expenditures
Personal Services $602,119 $463,069 $697,579 $713,044
Contractual Services $29,631 $30,034 $31,960 $26,360
Commodities $48,942 $53,639 $73,760 $97,401
Capital Outlay 0 0 0 $52,000
Depreciation $5,130 $4,886 $3,665 $3,715
Total Expenditures $685,822 $551,628 $806,964 $892,520
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FLEET LEASE TRUST FUND
Fund Mission:
The Fleet Lease Trust Fund is used to account for all manner of financial activity
regarding the accumulation of funds for, and the purchase of, vehicles and heavy
equipment used by departments operating out of the General Fund.
The Fleet Lease Trust Fund, created in FY1999, ensures that appropriate funding is
available for the replacement of vehicles and heavy equipment owned by the City.
When a new unit is purchased, a lease amount is calculated by dividing the cost of the
unit over its expected useful life. Each department (lessee) pays the lease amount
monthly into the Fleet Lease Trust Fund. When the unit comes to the end of its useful
life and is ready for auction, the funds accumulated from the lease payments and
interest earned provide the funds to replace the unit. All units included in this fund are
owned by the fund itself, not the lessee Department, and Fleet Maintenance has the
sole authority and responsibility for management (including acquisition and disposal) of
Fleet Lease Trust Fund Units. Solid Waste and Fleet Maintenance Fund vehicles are
not included in the Fleet Lease Trust Fund.
Statement of Revenue and Expenditures: Fleet Lease Trust Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent $1,003,323 $1,027,174 $1,073,715 $1,094,290
Insurance $6,725 0 $70,810 $50,000
Sales $35,806 $14,400 $25,000 $25,000
Interest Income $29,542 $23,448 $18,000 $100,000
Interfund Transfer $6,638 0 0 0
Total Revenue $1,082,034 $1,065,022 $1,187,525 $1,269,290
Expenditures
Contractual Services $53,000 $53,195 $57,195 $57,195
Commodities $314 0 $1,000 $2,000
Capital Outlay $140,651 0 $1,396,265 $1,619,870
Depreciation $959,165 $954,526 $900,000 $838,000
Interfund Transfers
General Fund 0 0 0 0
Total Expenditures $1,153,130 $1,007,721 $2,354,460 $2,517,065
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INSURANCE FUND
Fund Mission:
The Insurance Fund was designed to account for all manner of revenues and
expenditures associated with the City’s insurance activities, including the cost to provide
insurance on a continuing basis through user charges. All lines of coverage are
generally acquired through the Kentucky League of Cities Insurance Program with
coverage for: public official’s liability, general liability, vehicle damage and liability,
property damage, law enforcement liability, workers’ compensation insurance,
commercial crime coverage, and all other special lines of coverage.
In FY2007, the City adopted a $5,000 ‘first dollars’ paid deductible program for workers’
compensation insurance policy. Similar deductible programs were set up in FY2007 to
address public officials ($10,000) and law enforcement liability ($25,000) insurance
policies. In FY2016, property damage coverage ‘first dollars’ deductibles were set in
place for ($25,000).
Statement of Revenue and Expenditures: Insurance Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Interest Income 0 0 0 0
Internal Service Revenues $1,341,492 $1,267,992 $1,269,630 $1,276,415
Interfund Transfers
General Fund $140,231 $13,230 $90,000 $70,000
Total Revenue $1,481,723 $1,281,222 $1,359,630 $1,346,415
Expenditures
Contractual Services $1,369,971 $1,219,400 $1,364,560 $1,350,845
Interfund Transfers
General Fund 0 0 0 0
Total Expenditures $1,369,971 $1,219,340 $1,364,560 $1,350,845
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HEALTH INSURANCE FUND
Fund Mission:
The Health Insurance Fund is a self-insured internal service fund designed to capture all
manner of financial activities associated with the Employee Health Insurance Cafeteria
Plan.
The City of Paducah contracts with a third-party administrator to assist in managing the
health insurance program. Premiums charged to the employees and the City’s
contributions are reviewed annually and adjusted as necessary to keep the self-funded
plan sustainable. Re-insurance is purchased through this fund to protect it against
catastrophic loss. The City cares about the health of their employees and is committed
to supporting wellness. A variety of wellness activities and preventative programs are
also included in this fund. As an ‘associate agency’, the Joint Sewer Agency (JSA)
participates in the City’s health insurance plan.
Statement of Revenue and Expenditures: Health Insurance Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Internal Service Revenues $3,495,783 $3,583,651 $3,650,600 $3,444,420
Interest Income $25,949 $26,253 $15,000 $90,000
Total Revenue $3,521,732 $3,609,904 $3,665,600 $3,534,420
Expenditures
Contractual Services $3,294,206 $3,539,209 $3,589,900 $3,454,720
Interfund Transfers
General Fund $65,000 $70,000 $75,700 $79,700
Total Expenditures $3,359,206 $3,609,209 $3,665,600 $3,534,420
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FIDUCIARY FUNDS
Fiduciary funds are used to account for assets held in
trust by the government for the benefit of individuals
or other entities. The City utilizes two fiduciary
funds; Appointive Employees’ Pension Fund (AEPF)
and Police & Fire Pension Fund (PFPF).
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APPOINTIVE EMPLOYEES’ PENSION FUND (AEPF)
Fund Description:
The Appointive Employees’ Pension Fund (AEPF) of the City of Paducah was
established in 1946. It was authorized by the Kentucky Revised Statues. The fund was
put in place to cover all civil service employees of the City of Paducah except police and
fire fighters, which have their own retirement plan. Starting in 1975, eligible employees
voted to migrate into the Kentucky County Employees Retirement System (CERS)
which is administered by the State of Kentucky. The AEPF plan closed to any new
members following the 1975 CERS vote.
In the past, the AEPF’s source of funding has been from investments; however, all Fund
assets were exhausted by the end of FY2016. Starting in FY2017 this fund was funded
by the General Fund through FY2022 with the passing of the final pensioner.
Statement of Revenue and Expenditures: AEPF Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Interfund Transfers
General Fund $12,927 $3,912 0 0
Total Revenue $12,927 $3,912 0 0
Expenditures
Personal Services $9,940 $3,025 0 0
Contractual Services $2,973 $887 0 0
Commodities $14 0 0 0
Total Expenditures $12,927 $3,912 0 0
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POLICE & FIRE PENSION FUND (PFPF)
Fund Mission:
The Police and Fire Pension Fund (PFPF) of the City of Paducah was created in 1956
to provide retirement, disability, and death benefits for police and fire fighters and their
beneficiaries. On August 1, 1988, the plan was closed to new entrants and current
active duty police and firemen of the City were given a choice of remaining in this plan
or transferring into the Kentucky County Employees Retirement System (CERS), which
is administered by the State of Kentucky.
This fund is primarily funded by a $6 million bond that was issued in 2005. Although it
was anticipated that this bond would carry the fund to term, the downturn in the
economy in 2008 led to decreased investment earnings and an unfunded liability. An
annual transfer from the General Fund is made to meet the minimum actuarial
requirement.
Statement of Revenue and Expenditures: PFPF Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent & Sales $1,095,790 ($678,848) $260,000 $425,000
Interest Income $69,462 $69,207 $100,050 $100,100
Other Fees $6,548 0 $500 $500
Internal Service Revenues 0 0 0 0
Interfund Transfers
General Fund $343,000 $310,000 $260,000 $260,000
Total Revenue $1,514,800 ($299,641) $620,550 $785,600
Expenditures
Personal Services $980,922 $934,025 $915,000 $822,000
Contractual Services $42,764 $44,264 $30,355 $30,355
Commodities $300 $292 $300 $300
Total Expenditures $1,023,986 $978,581 $945,655 $852,655
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City of Paducah Statistical &
Supplemental Information
Mission, Vision, and Organizational Values
Vision Statement - Paducah is a city where people
strive to reach their full potential through lifelong
learning, healthy lifestyle, creativity, culture, and
compassion for one another.
Mission Statement - To be the best city in the world.
Organizational Values
Solution-Driven: We believe in proactively working together to discover innovative
solutions that meet our current and future needs.
Customer Experience: We believe in providing excellent service delivery for both our
internal and external customers through a welcoming and respectful environment.
Every Person Matters: We believe that every member of Team Paducah is critically
important as we strive to accomplish our mission, and every person that chooses to live,
work, and play in our City matters.
Action-Oriented: We believe Paducah leads through responsiveness, positive forward
momentum, and a thirst to always improve.
Fiscal Responsibility: We believe in the prudent stewardship of public funds.
Personal Accountability: We believe in holding each other accountable to ensure 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 44th Paducah Board of Commissioners began their terms on January 1, 2023.
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
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330 full-time employees. The City Manager also is responsible for preparing the budget,
submitting it to the board for adoption, and administering it. Department directors report directly
to the City Manager. The City of Paducah is comprised of 11 main departments: Administration,
Customer Experience/City Clerk, Police, Fire, Finance, Parks & Recreation, Technology,
Planning, Engineering, Public Works, and Human Resources.
After conducting a national recruitment process using the executive search firm GovHR USA,
the Paducah Board of Commissioner approved in July 2021 the hiring of Daron Jordan as
Paducah’s City Manager. Jordan had previously served as the city manager of Paris, Kentucky.
Jordan holds a Master’s in Organizational Management and has been certified by the
International Economic Development Council as a Certified Economic Developer.
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.
The Paducah-McCracken County
Convention Center Corporation
(PMCCC), an independent board of
directors appointed by Paducah’s
Mayor and the McCracken County
Judge-Executive, oversees two
convention center facilities and the
dome pavilion in downtown
Paducah. VenuWorks, which began
working in Paducah in February
2019, manages the facilities.
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. The facilities have seen
an uptick in the number of sports leagues interested in renting space for tournaments.
Community Overview
Paducah, which is approximately 20 square miles, is the only incorporated community in
McCracken County, Kentucky. The 2020 Census shows population growth for both the city and
county with a total McCracken County population of 67,875, an increase of 3.52 percent.
Paducah experienced an 8.44 percent growth between 2010 and 2020 with the 2020 Census
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figures at 27,137. However, since Paducah is the economic, educational, medical, and cultural
hub of the region, daytime population can often swell to more than 100,000 people. This
daytime population places a stress on the local services including police, fire, and E911
response.
Paducah can be reached by five
exits along Interstate-24,
approximately halfway between
the metropolitan areas of St.
Louis, Missouri and Nashville,
Tennessee. The developing
Interstate-69 corridor also is a
key player in leading people to
Paducah.
Paducah is uniquely located at
the confluence of the Ohio and
Tennessee Rivers. The Paducah area is often referred to as the Four Rivers Region and the
Hub of the Inland Waterways because of its proximity to the Ohio, Tennessee, Cumberland, and
Mississippi Rivers. Residents and tourists enjoy the natural features of neighboring Land
Between the Lakes National Recreation Area.
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
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.
Paducah’s Population Trend
Year Population
2020 27,137
2010 25,024
2000 26,307
1990 27,256
1980 29,315
1970 31,627
1960 34,479
Sources: U.S. Census Bureau and City of
Paducah Comprehensive Plan
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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 was completed in 1949. 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.
Since 1997, the City has been
working with the U.S. Army
Corps of Engineers to
rehabilitate the floodwall
including the rehabilitation of all
pump stations, flap gates, seal
closures, gate wells, I-walls,
and the construction of a new
pump station. The rehabilitation
projects are in their final stages.
These critical and current
projects have a significant
budgetary impact. The floodwall
rehabilitation is an approximately $37 million project with a 65/35 cost-sharing split.
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.
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Economic Overview
The Paducah-McCracken County Labor Shed consists of 11 counties in western Kentucky and
southern Illinois with a population of more than 233,000 that includes a highly skilled workforce
of approximately 120,000. 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. Currently, a new terminal is in the
final stages of construction with an opening date mid-2023. In March 2022, SkyWest issued a
departure notice to discontinue Essential Air Service to 29 regional airports including Barkley
Regional. The airport worked through the Essential Air Service process and announced that
Contour Airlines would be providing service from Paducah to Charlotte with the first flight in
December 2022.
Paducah’s Principal Taxpayers – Property Tax (2022)
Taxpayer Assessed Valuation
% of Total
Assessed
Valuation
Kentucky Oaks Mall $58,870,100 2.18%
Cpark Paducah LLC 20,111,900 0.74%
Boyd Co. FKA Whayne Supply Company 16,099,962 0.60%
Menard LLC 14,950,001 0.55%
Paducah Medical Investors 13,440,090 0.50%
Ducmall LLC 13,119,800 0.49%
Woodstone Enterprises LP 12,429,000 0.46%
Walmart Real Estate Business 10,646,400 0.39%
Computer Services, Inc. 10,504,986 0.39%
Greenway Village LLC 10,070,624 0.37%
TOTALS $180,242,863 6.67%
Source: Property Valuation Administration; Assessed value as of January 1, 2021
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To assist residents and business owner with their entrepreneurial goals along with business
retention and expansion, the City of Paducah’s Business Development Specialist, a position in
the Planning Department,
works collaboratively with
representatives from the
Greater Paducah
Economic Development
(GPED) and the Paducah
Area Chamber of
Commerce. Plus, in
collaboration with local
partners, the City offers a
Business Resource
Guide providing connections to local banks, commercial insurance agencies, accountants, and
grants.
With Paducah’s easy river access and rail service, the city is 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 is positioned
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.
Assessed Value of Taxable Property
Fiscal Year Real Estate Personal
Property
Commercial Residential
2022 $1,089,161,125 $951,835,958 $554,605,247
2021 $1,041,983,926 $936,331,898 $584,105,652
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
Source: McCracken County Property Valuation Administrator
Paducah’s Principal Employers (2022)
Employer Employees (1) % of Total Employment
(2)
Baptist Healthcare Systems 1452 5.12%
Bon Secours Mercy Health, Inc. 1443 5.08%
Walmart Associates, Inc. 931 3.28%
Paducah Board of Education 633 2.23%
Baptist Health Medical Group 381 1.34%
West Kentucky Community & Technical
College
367 1.29%
ViWinTech Windows & Doors 352 1.24%
Lowes of Paducah #465 349 1.23%
City of Paducah 341 1.20%
GMRI 314 1.11%
TOTALS 6563 23.13%
Sources:
(1) City of Paducah Finance Department
(2) State of Kentucky – Office of Employment and Training. (Ratio based on
employment within County of McCracken)
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Educational Opportunities
Paducah and McCracken County have had significant investments in educational facilities over
the past decade. Currently, the Paducah Independent School District is constructing a new
Head Start Building adjacent to Paducah Tilghman High School. Federal Disaster Relief Act
funds in the amount of $14.5 million are being used for the project. The funding is a result of the
heavy rain from the remnants of Hurricane Harvey in 2017 which flooded the Head Start facility.
Outside the City limits, the new Lone Oak Middle School, a nearly $39 million project, opened to
students in late 2021.
Other significant achievements include the 2020 grand opening to celebrate the $22.6 million
investment for 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. These recent projects are in addition to the more than $90 million worth of educational
projects completed before 2020. 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.
Economic Indicators for Last Ten Fiscal Years
Fiscal Year Population
(1)
Personal
Income (1)
Per
Capita
Income
(1)
Median
Age (1)
School
Enrollment
(2)
Unemployment
Rate (3)
2021-2022 27,137 $830,934,940 $30,620 43.8 2832 4.6%
2020-2021 27,137 $830,934,940 $30,620 43.8 2832 5.9%
2019-2020 25,024 $511,240,320 $20,430 41.4 3,232 5.4%
2018-2019 25,024 $511,240,320 $20,430 41.4 2,980 5.5%
2017-2018 25,024 $511,240,320 $20,430 41.4 2,835 6.4%
2016-2017 25,024 $511,240,320 $20,430 41.4 3,132 6.8%
2015-2016 25,024 $511,240,320 $20,430 41.4 3,139 6.2%
2014-2015 25,024 $511,240,320 $20,430 41.4 2,843 5.6%
2013-2014 25,024 $511,240,320 $20,430 41.4 3,138 8.2%
2012-2013 25,024 $511,240,320 $20,430 41.4 2,744 8.4%
Sources:
(1) Bureau of the Census Count – 2010, 2020
(2) Board of Education; represents elementary and secondary public schools
(3) Kentucky Cabinet for Human Resources, Department for Employment Services
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Population, Housing, and Education Overview
Quick Facts Paducah Kentucky
Population (2020 Census) 27,137 4,505,836
Population (2010 Census) 25,024 4,339,367
Percent Change (2010 to 2020) 8.44% 3.84%
Persons under 5 years, percent, 2020 6.5% 6.1%
Persons under 18 years, percent, 2020 20.5% 22.4%
Persons 65 years and over, percent, 2020 19.5% 16.8%
Female persons, percent, 2020 53.5% 50.7%
White alone, percent, 2020 73.4% 87.5%
Black or African American alone, percent, 2020 21.8% 8.5%
American Indian and Alaska Native alone, percent, 2020 0.9% 0.3%
Asian alone, percent, 2020 0.8% 1.6%
Native Hawaiian and Other Pacific Islander alone, percent, 2020 0.1% 0.1%
Two or More Races, percent, 2020 2.2% 2.0%
Hispanic or Latino, percent, 2020 3.1% 3.9%
Veterans, 2017-2021 1270 250,427
Foreign born persons, percent, 2017-2021 2.0% 4.0%
Housing units, July 1, 2021 NA 2,008,239
Owner-occupied housing unit rate, 2017-2021 52.5% 67.8%
Median value of owner-occupied housing units, 2017-2021 $125,800 $155,100
Households, 2017-2021 11,493 1,748,475
Persons per household, 2017-2021 2.19 2.50
Living in same house 1 year ago, percent of persons age 1 year+,
2017-2021
89.9% 86.0%
Language other than English spoken at home, % of persons age 5
years+, 2017-2021
3.0% 5.9%
High school graduate or higher, percent of persons age 25 years+,
2017-2021
90.9% 87.7%
Bachelor’s degree or higher, percent of persons age 25 years+,
2017-2021
27.4% 25.7%
Median household income (in 2021 dollars), 2017-2021 $42,024 $55,454
Per capita income in past 12 months (in 2021 dollars), 2017-2021 $32,813 $30,634
Persons in poverty, percent 22.7% 16.5%
Source: U.S. Census Bureau
Regarding higher education, the Murray State University Paducah Regional Campus opened in
2014. The facility, which receives financial support from the City through bond payments, is
situated across from West Kentucky Community & Technical College (WKCTC) along
Paducah’s higher education corridor on U.S. 62. In February 2019, WKCTC and MSU signed a
transfer agreement to allow for a seamless pathway for WKCTC graduates to transfer credits in
certain fields toward a bachelor’s degree from MSU.
Over the past several years, the Aspen Institute has recognized WKCTC as a community
college that achieves strong student success. In 2015, Aspen named WKCTC as one of the top
three community colleges in the United States. In its pursuit of excellence, WKCTC has been
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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.
The downtown and adjacent Lower Town
areas of Paducah benefit from the
presence 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.
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.
To prepare the workforce of the future, the Paducah-McCracken County area is committed to
providing scholarship funding for up to 60 credit hours toward higher education at WKCTC. In
2010, the City, County, Rotary Club of Paducah, and private partners worked together to create
the Community Scholarship Program. The City of Paducah contributes funding 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 quilt visionaries Bill and
Meredith Schroeder. Due to the COVID-19
situation, the 2020 and 2021 annual AQS
QuiltWeek™, which attracts approximately
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30,000 local and international visitors each April, had to be cancelled, but the event and its
crowd of fiber arts enthusiasts returned in April 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
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.
Paducah is thrilled to see a more than $14 million investment in Paducah’s Southside with The
Dunlap project. This renovation to the historic Walter C. Jetton Middle School includes housing
units, a restoration of the concert hall for the Paducah Symphony Orchestra, and the creation of
a conservatory for music training and education. The groundbreaking for this project was in
August 2021 with the first residents welcomed in April 2023.
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.
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The City of Paducah also works to support local artists, creatives, and entrepreneurs. 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 partners with Cape
Girardeau-based Codefi for a co-working and business start-up incubator to create high tech
jobs and startup companies in Paducah.
The Paducah Creative & Cultural Council,
which was created in 2020, acts as a resource
for local artists and organizations; recognizes,
promotes and encourages creative industry
growth; assists with the installation of public art
in neighborhoods, public places, and
commercial corridors; and performs
assessments on the state of arts and culture in
Paducah. In 2022, the Council launched the website paducaharts.org which includes a creative
directory. Artists of all types are encouraged to submit their information for inclusion on the
directory which will help link artists with projects.
Neighborhoods
Neighborhood revitalization has been a
City of Paducah priority for decades and
has received national awards and
attention. In 2002, City leaders adopted
a plan to revitalize Lower Town, the
oldest neighborhood in Paducah by
inviting. artists from across the nation 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.
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.
In November 2022, the National Park Service listed the Northside Residential District on the
National Register of Historic Places. This 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 Commission also has prioritized the Southside region of neighborhoods, a large area
of eight neighborhoods. In March 2021, residents and business owners provided input at two
public meetings. In June and July 2021, the City, volunteers, and partners held Southside Rise
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& Shine Neighborhood events which allowed a neighborhood to be the center of attention for a
week of beautification and celebration. Paducah was honored to receive the 2022 Kentucky
League of Cities City Government of the Year award for the Southside Rise & Shine
Neighborhood Spruce Up initiative.
The City is continuing to prioritize Southside. The Southside Steering Committee has been
meeting since February 2022. Plus, there is a focus on revitalization in the Walter Jetton
Neighborhood, the site of The Dunlap project.
The City of Paducah also partners with the Paducah 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.
Downtown
Paducah Main Street, a division of the Paducah Planning Department and 2023 Accredited
Main Street America and Kentucky Main Street Accredited program, 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. Paducah enjoys
seeing new businesses open in the district and provides revitalization programs for assistance.
Programs include façade and beautification grants, roof stabilization assistance, and upper story
residential grants. 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 and Cocktail Trail assist in creating a vibrant and active downtown.
In June 2021, the State issued Paducah an Entertainment Destination Center license. This
license 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.
The City of Paducah is dedicated to providing an environment for downtown growth. In March
2021, the City 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.
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A pivotal downtown project 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 am 81-
room boutique hotel along
Jefferson Street and a mixed
use-development along
Broadway. Between the two
developments is city-owned
parking and public open space.
City Block was honored to have Kentucky Governor Andy Beshear speak at the January 2023
groundbreaking. The construction is underway with the public amenities expected to open later
in 2023 and the hotel in 2024.
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 prepares it for the projects associated with the $10.4 million Better
Utilizing Investments to Leverage Development (BUILD) grant that the City is receiving through
the Maritime Administration (MARAD). The BUILD grant’s primary objectives are to provide
improved transportation elements and increase the passenger experience for riverboat visitors
who visit downtown Paducah.
The BUILD grant project is more than half way through the design process. After the
engineering design and construction bidding process, there is an approximately 18-month
construction period. The BUILD grant’s transformative projects for Paducah’s downtown and
riverfront include
• A new dock structure and excursion landing plaza to be located downstream of the foot of
Broadway;
• Improved bike and pedestrian linkages through the improvements of three intersections,
the addition of wayfinding, and creation of a multi-use path; and
• Improvements near the transient boat dock (former Executive Inn site) to include green
space and seating.
Embracing Our River Access
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
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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.
In January 2022, Tennessee RiverLine awarded Paducah-McCracken County the Excellence in
River Animation award for demonstrating an exemplary commitment to breaking down access
barriers to river spaces and experiences through river programming that is safe, inclusive and
innovative. Training experiences at
local pools and multiple small events
on area rivers are helping build a
culture of paddling among diverse
community members and
organizations.
Also, for the sixth consecutive year,
Paducah’s Transient Boat Dock
located in downtown Paducah
received the Boater’s Choice Award
through Marinas.com. The award
honors marinas and docks that
consistently provide an excellent
home for the boating community.
Parks & Recreation
The City of Paducah manages more than two dozen parks and recreational facilities. To
encourage health and fitness and link several neighborhoods, Paducah offers more than five
miles of Greenway Trail for the community to enjoy.
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.
Noble Park has celebrated several
enhancements including the following:
The 2020 opening of the
Music Garden, an interactive
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playground with outdoor musical instruments. The City, seven garden clubs of Paducah,
and private donors were partners in this fun project.
In 2020, the City celebrated the revitalization of the Noble Park Tennis Courts which
over the past few years have included the addition of a restroom facility, the
reconstruction of the courts, the addition of sidewalks, and paved parking. The two junior
courts received additional striping to designate pickleball, a sport growing in popularity.
A ribbon cutting was held in 2020 for the Peck Education Trail, a project funded by the
estate of J. Lane Peck. The Peck Education Trail is more than a half mile in length and
connects to the existing wooded trail behind the Amphitheatre. In 2021, the Kentucky
Recreation & Parks Society’s (KRPS) honored the Paducah Parks & Recreation
Department with the 2021 Outstanding Facility Award for the Peck Education Trail.
In 2023, the City accepted a bid for the construction of eight pickleball courts across
from the Noble Park Tennis Courts on the east side of Lake Montgomery.
Also, in 2023, in preparation for the construction of the Outdoor Sports Complex at the
former Bluegrass Downs site and Stuart Nelson Park, the City approved the relocation of
the Stuart Nelson Dog Parks to Noble Park. The design of the new dog parks is
underway.
Along with parades, recreational leagues, and events organized though the Parks & Recreation
Department, the City of Paducah also supports numerous annual festivals through either cash
or in-kind support including the Dogwood Trail, AQS QuiltWeek™, the Lower Town Arts & Music
Festival, and Barbecue on the River.
Commission Priorities
After holding strategic planning sessions in February and March 2023, the Paducah Board of
Commissioners adopted 10 priorities. There are also five continuous improvement items. The
Commission Priorities and continuous improvement items (in no particular order) along with
their objectives are listed below:
Priority – Bike Lanes and Trails – The goal is to have a walkable and bikeable
community through the expansion of trails and bike lanes. The tactics include adopting
a Greenway Trail Master Plan, updating the Bike Master Plan, and gathering input from
the public.
Priority - City Facilities – The City is prioritizing the facility needs outlined in the 2020
Facilities Survey and Plan that assessed 14 City buildings.
Priority – Community Growth – The goal is to invest time and resources that further
the community growth mindset. The City and County have launched the development of
a joint comprehensive plan. Plus, the 2021 Commission Priority of launching the
Remote Workers Incentive Program is continuing with several successful applicants
who have relocated to Paducah.
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Priority - Downtown – The goal is
a concentrated effort to support,
enhance, celebrate, beautify, 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 City Block
project, the BUILD grant project,
and Opportunity Zones. This
priority also focuses on small
businesses and filling vacant
storefronts through energizing the
merchants, Paducah Main Street Board, and associated committees.
Priority - Housing – The goal is to improve Paducah’s housing stock the process to
update the Comprehensive Plan with McCracken County. This priority also focuses on
residential housing development incentives, partnerships with financial institutions, and
partnerships with developers. The City also provides surplus property parcels for
redevelopment along with an incentive of providing house plans at no charge.
Furthermore, a success story is The Dunlap, a private development to rehabilitate the
former Walter Jetton School into apartments and space for the Paducah Symphony.
The City assisted through a roof stabilization grant.
Priority - Minority Inclusion – The objective is to lead by example through the
adoption of city-wide and departmental inclusion strategies focusing on a diverse pool
of applicants for employment, committees, and boards. In 2022, employees participated
in Diversity, Equity, and Inclusion (DEI) training. Plus, the Paducah Diversity Advisory
Board is meeting to provide recommendations to the community and City leaders. In
2023, City employees participated in a DEI survey with Murray State University. The
results will be used to set goal and training for the City organization.
Priority – Neighborhoods – The objective is to support community-led initiatives to
strengthen neighborhoods including the support of neighborhood meetings and watches
and the education of the community on support services that are available from the City.
Priority – Quality of Life – The goal is a focused effort on City services and projects
that improve the community. In January 2022, the City launched an online portal and
app which focuses on brush collection, code enforcement, and general inquiries. The
expectations for this priority are to evaluate various ordinances, raise public awareness
on mental health, and focus on beautification and litter collection.
Priority – Revenue Equity – This priority focuses on the auditing and enforcement of
occupational licenses within the community.
Priority - Southside Enhancements – The objectives are to engage, empower, and
beautify the Southside region of neighborhoods and its associated business community.
In 2021, the City held two public meetings which led to the Southside Rise & Shine
Neighborhood events. Each week during the summer of 2021, one neighborhood was
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the focus for beautification and volunteer projects with a Sunday celebration as the
capstone. The focus now is to work on residential and commercial development in the
Walter Jetton area, develop incentive programs, increase housing quality, create
gateways through the use of public art, and support the Southside Steering Committee.
Continuous Improvement - 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. A 911 Communication Oversight Committee met throughout 2022 to
make recommendations. Over the past few years, upgrades have been made in the
telephone, logging recorder, and computer aided dispatch systems. The next project is
upgrading the radio infrastructure, radios, and cell tower/antenna sites. A request for
proposals was issued in 2022 with bids opened in March 2023.
Continuous Improvement – Continue Efforts to Improve Operational Efficiencies
– The goal is to use existing and new data to achieve process improvements
Continuous Improvement – Joint City/County Sportsplex – The City is 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. An interlocal cooperation
agreement was signed by the
three entities in September 2022.
The master plan is completed with
preliminary cost estimates, and
the facility design is underway.
The City also approved moving
the Stuart Nelson Dog Parks to
Noble Park.
Continuous Improvement – Protecting Key Historical and Cultural Resources –
The goal is to collaborate with community partners to support and invest in the historical
and cultural resources unique to Paducah. The City has started the renovation project
on the Robert Cherry Civic Center and in partnership with the McCracken County
Sports Tourism Commission will work to honor the legacy of Dr. William Stuart Nelson
as part of the joint City/County sportsplex. The City has contracted with Rhodes
Heritage Group for a preservation assessment and stewardship plan for various historic
assets including the Hotel Metropolitan and the Columbia Theatre.
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Continuous Improvement - Stormwater – With a topography that leads to flash
flooding and an aging
stormwater infrastructure, the
City is implementing projects
outlined in the Stormwater
Master Plan. Using FEMA and
ARPA funding, the City has
replaced the bridge (former
bridge pictured) on Buckner
Lane near Buckner Lake Circle.
Also, the City has expanded the
project scope for the South 24th
Street and South 25th Street road
projects to include a four-acre
stormwater detention basin. The
basin is under construction.
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THE BUDGET PROCESS
.
February 8, 2023 – Finance sends out budget calendar to departments
March 1, 2023 – Payroll cost projections finalized for personal services
March 13, 2023 – Budget training / open lab
April 10 – April 14, 2023 – Department budget interviews with Finance Director
April 17 – April 21, 2023 – Department budget interviews with City Manager
May 1 – May 5, 2023 – Budget workshop with City Commissioners
May 23, 2023 – Introduce 1st reading of budget ordinance
June 13, 2023 – Second reading and adoption of budget ordinance
July 7, 2023 – Budget Book posted on City website
February 17, 2023 – Personal services population verified
March 24, 2023 – Budget entry closed to departments
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EMPLOYEE BUDGET CENSUS
FY2021 FY2022 FY2023 FY2024
Proposed Proposed Proposed Proposed Change
CC Department/Divisions
2020-
2021
2021-
2022
2022-
2023
2023-
2024
From
PY
0102 MAYOR & COMMISSION* 5 5 5 5 0
0103 CITY MANAGER 6 7 7 5 -2
0104 CITY CLERK 0 0 0 0 0
0105 LEGAL 0 0 0 0 0
TOTAL GEN GOVT 11 12 12 10 -2
0201 ADMINISTRATION 2 2 2 2 0
0202 ACCOUNTING & BUDGET 4 4 4 4 0
0203 HUMAN RESOURCES 0 0 0 0 0
0205 REVENUE 5 5 5 6 1
TOTAL FINANCE 11 11 11 12 1
0301 PRDA 0 0 0 0 0
0501 TECHNOLOGY 4 5 6 8 2
601 CUSTOMER EXPERIENCE 5 5 4 4 0
0801 ADMINISTRATION 0 0 0 0 0
0802 CONSTRUCTION 0 0 0 0 0
0803 CODE ENFORCEMENT 0 0 0 0 0
0804 NEIGHBORHOOD REDEVELOPMENT 0 0 0 0 0
TOTAL INSPECTION 0 0 0 0 0
1201 ADMINISTRATION 2 2 2 2 0
1202 PLANNING 5 5 5 5 0
1203 GRANTS 0 0 0 0 0
1206 SECTION 8 1 0 0 0 0
1209 DOWNTOWN DEVELOPMENT 0 0 0 0 0
TOTAL PLANNING 8 7 7 7 0
1601 ADMINISTRATIVE SERVICES 5 5 5 5 0
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1602 PATROL 62 62 63 61 -2
1604 INVESTIGATIONS 20 20 19 21 2
1607 COPS GRANT 0 3 3 3 0
TOTAL POLICE 87 90 90 90 0
1801 ADMINISTRATION 3 3 3 3 0
1802 SUPPRESSION 60 60 60 60 0
1803 PREVENTION 11 11 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 75 75 75 75 0
2201 ADMINISTRATION 0 0 0 0 0
2202 STREET MAINTENANCE 23.75 24.75 23 23 0
2214 DOWNTOWN LANDSCAPE 0 0 0 0 0
2216 MAINTENANCE 14.25 13.25 13.75 13.75 0
TOTAL EPW - PUBLIC WORKS 38 38 36.75 36.75 0
2201 ADMINISTRATION 4.5 4.5 4 4 0
2209 RESIDENTIAL 13 14 14 14 0
2210 COMMERCIAL 4 4 4 4 0
2211 COMPOST & RECYCLING 4 3 3 3 0
2212 BULK BRUSH 0 0 0 0 0
TOTAL SOLID WASTE 25.5 25.5 25 25 0
2215 FLEET MAINTENANCE 6.5 6.5 8.25 8.25 0
2401 ADMINISTRATION 8 9 3 3 0
2402 GROUNDS & CEM. 12 14.7 16.7 16.7 0
2405 RECREATION 0 0 6 6 0
2409 SPECIAL EVENTS 5.7 2 0 0 0
TOTAL PARKS & RECREATION 25.7 25.7 25.7 25.7 0
2406 BOAT DOCK 0.3 0.3 0.3 0.3 0
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3011 HUMAN RIGHTS 0 0 0 0 0
3307 ENGINEERING 6 6 6 6 0
3308 FLOOD CONTROL 5 5 5 5 0
GIS 0 0 0 0 0
TOTAL EPW - ENGINEERING 11 11 11 11 0
3511 RISK/HUMAN RESOURCES 4 4 4 5 1
4011 E911 23 23 23 23 0
4411 PRA 0 0 0 0 0
TOTAL FULL-TIME POSITIONS 335 339 339 341 2
* -The above amounts include
elected officials (5).
Summary: FY2021 FY2022 FY2023 FY2024 Change
GENERAL FUND 279.7 283.7 282.45 284.45 2
E911 FUND 23 23 23 23 0
ENTERPRISE FUNDS 32.3 32.3 33.55 33.55 0
FULL-TIME POSITIONS 335 339 339 341 2
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OUTSTANDING DEBT
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CONTRACT FUNDING RECOMMENDATIONS
Organization Fund Amount
Carson Center 24000401 580610 $ 30,000.00
Maiden Alley Cinema 24000401 580710 $ 3,500.00
Market House Theatre 24000401 580600 $ 20,000.00
Midtown Alliance 24000401 580680 $ 30,000.00
National Quilt Museum 24000401 580650 $ 12,000.00
Paducah Arts Alliance 24000401 580840 $ 3,000.00
Paducah Symphony Orchestra 24000401 580550 $ 10,000.00
River Discovery Center 24000401 580570 $ 4,000.00
Habitat for Humanity 24000401 580870 $ 10,000.00
Sprocket 24000401 580810 $ 75,000.00
UTHF – Hotel Metropolitan 24000401 580590 $ 3,000.00
Yeiser Art Center 24000401 580330 $ 12,500.00
Paducah Housing Authority 24000401 580860 $ 2,500.00
Beautiful Paducah 24000401 580900 $ 10,000.00
Family Service Society 24000401 580910 $ 15,000.00
George Wilson Safety Foundation 24000401 580920 $ 2,500.00
Papillion Center 24000401 580930 $ 5,000.00
Total $ 248,000.00
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CITY OF PADUCAH, KY FLEET ACQUISITION FY2024
Fleet Lease (7100)
Dpt Year Make/Model Proj. Cost
($)
HR 2024 Hybrid Escape $38,000
Parks 2024 ½ Ton 4WD Pickup $44,000
Public Works 2024 ½ Ton 4WD Pickup $44,000
Police 2024 Captains SUV $52,000
Police 2024 Patrol K9 SUV $55,000
Police 2024 (6) Patrol SUV’s $318,000
Police 2024 (2) Patrol SUV’s $97,870
Fire 2024 Pumper Truck $780,000
Fire 2024 SSV Pickup $60,000
Engineering 2024 Tracked ZTR Mower $25,000
All 2024 Contingency for
wrecked vehicles $106,000
Total for Fleet Lease Trust Fund $1,619,870
Solid Waste (5000)
Dpt Year Make/Model Proj. Cost ($)
Residential 2024 Pac Mac MiniPacker $200,000
Fleet Maint. (7000)
Gen Gov 2024 Ford Explorer $52,000
Total for Solid Waste and Fleet Maint. Funds $252,000
Total for Fleet Acquitision Plan for FY2024 $1,871,870
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GLOSSARY OF TERMS
A
Accrual Basis of Accounting – Recognition
of the financial effects of transactions,
events and circumstances in the period(s)
when they occur regardless of when the
cash is received or paid.
Adopted Budget – The budget as modified
and approved by the City Commission. The
adopted budget is authorized by ordinance,
which sets the legal spending limit for the
year.
Appropriation – A legal authorization
granted by a legislative body (City
Commission) to make expenditures and
incur obligation for designated purposes.
B
Bond – A promise to repay borrowed money
on a particular date, including the payment
of a specified dollar amount of interest at
predetermined intervals, often twenty years
in the future.
Budget – A plan of financial operation
embodying an estimate of proposed
expenditures for any given period and the
proposed means of financing them.
C
Capital Improvement Plan – A plan that
assesses capital needs against the City’s
overall goals and objectives, using a multi-
year planning horizon.
Capital Outlays – Expenditures which result
in the acquisition of or addition to fixed
assets which are individually priced at more
than $3,000.
Commodities – A cost category for items
required by departments to conduct their
operations. Examples include utility costs,
fleet charges, fuel, and repair/upkeep.
Annual Comprehensive Financial Report
(ACFR) – The complete annual financial
report of the City that is prepared in
conformity with generally accepted
accounting principles. An independent
auditing firm audits the financial statements
in this annual report.
Contractual Services – The costs related to
services performed by individuals or
businesses. Examples include insurance,
legal, audit, and landfill charges.
D
Debt Service – Payment of interest and
principal on an obligation resulting from
bond sales or lease-purchase agreements.
Department – A major administrative unit of
the City that indicates responsibility for an
operation or group of related operations
within a functional area.
Depreciation – Change in the value of
assets (equipment, buildings, etc. with a
useful life of five years or more) due to use
of the assets.
Division – A specific operation within a
group of related operations or functional
area.
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E
Enterprise Fund – A fund established to
account for operations that are financed and
operated in a manner similar to private
business. It is the City’s intent to recover
the costs of providing the service primarily
through user charges.
Enterprise Resource Planning (ERP) –
Business management software – typically
a suite of integrated applications – that is
used to collect, store, manage and interpret
data from government activities.
Expenditures – Decreases in net financial
resources. Expenditures include current
operating expenses which require the
current or future use of net current assets,
debt service, and capital outlays.
F
Fiduciary Fund – A fund used to account for
assets held in trust by the government for
the benefit of individuals or other entities.
Fixed Assets – Assets of a long-term
character, which are intended to continue to
be held or used, such as land, buildings,
improvements other than buildings,
machinery and equipment.
Full Time Equivalent (FTE) – A position for
an employee working a 40-hour week for 52
weeks a year, i.e., 2,080 annual hours
(2,912 for firefighters).
Fund – A fund is a grouping of related
accounts that is used to maintain control
over segregated resources for specific
activities or objectives.
Fund Balance – The net worth of a fund,
measured by total assets minus total
liabilities. For purposes of reading this
budget document, fund balance is cash.
Fiscal Year (FY) – A 12-month period to
which the annual operating budget applies
and at the end of which a government
determines its financial position and the
results of its operations. The City of
Paducah’s fiscal year begins July 1st and
ends the following June 30th. The term
FY2016 denotes the fiscal year beginning
July 1, 2015 and ending June 30, 2016.
G
General Fund – The general fund is used to
account for receipts and payments that do
not belong to another specific fund, it is
often referred to as the ‘operating fund’.
General Obligation Bonds – Bonds for the
payment of which the full faith and credit of
the issuing government is pledged.
Geographic Information System (GIS) – A
program that facilitates the efficient
management of spatial or geographic
information.
Government Finance Officers Association
(GFOA) – The Government Finance
Officers Association is the premier
association of public-sector professionals
and is dedicated to providing high-quality
support to state and local governments.
Governmental Funds – Those funds through
which most governmental functions typically
are financed. The acquisition, use, and
financial resources and the related current
liabilities are accounted for through
governmental funds (General, Special
Revenue, Capital Projects, and Debt
Service Funds).
103 | P a g e
I
Infrastructure – The basic equipment and
structures (such as roads and bridges) that
are needed for a municipality to function.
Internal Service Fund – A fund used for
operations serving other funds or
departments within a government on a cost-
reimbursement basis.
K
Kentucky Revised Statutes (KRS) – The
name given to the body of laws which
govern the Commonwealth of Kentucky.
M
Modified-Accrual Basis of Accounting –
Accounting system in which revenues are
recognized when available and measurable
and expenses are recorded when the
services or goods are received and the
liabilities are incurred.
Municipal Aid Program (MAP) – A program
in which a percentage of the motor fuels tax
received by the State is distributed to
incorporated cities based on their
population.
O
Operating Expenditure – An ongoing cost
for providing basic governmental services.
Ordinance – A formal legislative enactment
by the governing body of a municipality. If it
is not in conflict with any higher form of law,
such as a state statute or constitutional
provision, it has the full force and effect of
law within the boundaries of the municipality
to which it applies.
P
Payment In Lieu of Tax (PILT) – Payments
to the City of offset losses in property taxes
due to non-taxable property with their
boundary.
Pension Trust Funds – A fund that is made
up of money that has been contributed by
both the employer and the employee for
pension benefits. A trustee administers the
funds and invests the money, collects the
earnings and interest, and distributes the
benefits.
Personal Services – The costs (wages and
benefits) associated with compensating
employees for their labor.
Proprietary Fund – Operation that operates
like a private commercial operation, in which
services are financed through user charges
and expenditures include the full cost of
operations.
R
Reserve – Fund balance that cannot be
appropriated or spent.
Revenues – Increases in net financial
resources. Revenues include the receipt of
assets for goods sold or services provided
in the current reporting period,
intergovernmental grants, and interest
income.
S
Special Revenue Funds – A fund
established by a government to account for
money that must be used for a specific
project.
U
Unfunded Liability – Any liability or other
expense that does not have savings or
investments set aside to pay it.
TABLE OF CONTENTS
INTRODUCTION
How to Read This Document
City Manager’s Budget Message
Budget Ordinance
City Mission & Core Beliefs
Directory
Staff Organizational Chart
Budgeted Departmental Staffing
Summary
Financial Accounting Structure
FINANCIAL/OPERATIONAL
GENERAL FUND ...........................1
General Fund Statement of
Revenue & Expenditures ..............2
General Fund Statement of
Revenue by source ......................3
Administration ..............................4
Finance ........................................8
Technology ...................................11
City Clerk/Customer Experience ..13
Planning .......................................16
Police ...........................................23
Fire ...............................................28
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 ........51
Investment Fund ..........................52
CDBG Fund ..................................53
Court Awards Fund ......................54
Transient Room Tax Fund ............55
Tax Increment Financing Fund .....55
Debt Service Fund........................56
Capital Projects Fund ...................58
Bond Fund ....................................60
ENTERPRISE FUNDS .....................61
Solid Waste Fund .........................62
Transient Boat Dock .....................64
Civic Center Fund.........................65
Section 8 ......................................66
INTERNAL SERVICE FUNDS ...........67
Fleet Maintenance Fund ...............68
Fleet Lease Trust Fund ................70
Insurance Fund ............................71
Health Insurance Fund .................72
FIDUCIARY FUNDS .......................73
AEPF ............................................74
PFPF ............................................75
STATISTICAL & SUPPLEMENTAL
INFORMATION ..............................76
APPENDICES
The Budget Process .....................94
Employee Budget Census ............95
Outstanding Debt .........................98
Contract Funding Recommendations .....99
Fleet Acquisition Plan ...................100
Glossary .......................................101
HOW TO READ THIS DOCUMENT
Welcome
Welcome to the published City of Paducah budget for the fiscal year beginning July 1,
2023 and ending June 30, 2024. Not only is this budget a financial plan from which you
can learn about the City’s finances, the FY2024 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 2024 Fiscal Year Budget. This section also contains the City’s
mission statement and core beliefs, the official ordinance adopting the FY2024 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
FY2024 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 2021 and 2022 fiscal years. The revised
column reflects year to date budgeted revenue and expenditure amounts in the 2023
fiscal year. Finally, the adopted column reflects the 2024 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.
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-driven and values based. Our mission is “To Be the
Best City in the World”.
Organizational Values
There are six organizational values guiding the City’s actions.
Solution-Driven: We believe in proactively working together to discover
innovative solutions that meet our current and future needs.
Customer Experience: We believe in providing excellent service delivery for both
our internal and external customers through a welcoming and respectful
environment.
Every Person Matters: We believe that every member of Team Paducah is
critically important as we strive to accomplish our mission, and every person that
chooses to live, work, and play in our City matters.
Action-Oriented: We believe Paducah leads through responsiveness, positive
forward momentum, and a thirst to always improve.
Fiscal Responsibility: We believe in the prudent stewardship of public funds.
Personal Accountability: We believe in holding each other accountable to
ensure our core values are intentionally fulfilled as we strive to carry out our
mission.
DIRECTORY
MAYOR
George Bray
BOARD OF COMMISSIONERS
Sandra Wilson – Mayor Pro-Tem
Raynarldo Henderson
Robert Buz Smith
David Guess
City Manager ........................................................................................... Daron Jordan
Finance Director ....................................................................... Jonathan Perkins, CPA
City Clerk ................................................................................................Lindsay Parish
Chief Technology Director ........................................................................... Eric Stuber
Planning Director ............................................................................ Nicholas Hutchison
Police Chief .................................................................................................. Brian Laird
Fire Chief ...................................................................................................... Steve Kyle
Public Works Director ................................................................................ Chris Yarber
Parks and Recreation Director .................................................................... Amie Clark
City Engineer ............................................................................................ Rick Murphy
Human Resources Director .................................................................. Stefanie Wilcox
Communications Manager ...................................................................... Pam Spencer
ORGANIZATIONAL CHART
CITIZENS OF PADUCAH
Mayor and Commissioners
Advisory
Boards and
Committees
City Manager /
Administration
Finance
City Clerk /
Customer
Experience
Parks and
Recreation
Fire Police Planning
Engineering /
Floodwall
Technology
Human Resources /
Risk Management
E911 Public Works
BUDGETED DEPARTMENTAL
STAFFING SUMMARY
All positions shown are full-time equivalent (FTE) and are for Fiscal Years.
2020 2021 2022 2023 2024
General Fund
Administration1 10.0 11.0 12.0 12.0 10.0
Finance 12.0 11.0 11.0 11.0 12.0
Technology 4.0 4.0 5.0 6.0 8.0
Clerk / Cust. Exp.2 5.0 5.0 5.0 4.0 4.0
Planning 7.0 7.0 7.0 7.0 7.0
Police 87.0 87.0 90.0 90.0 90.0
Fire 74.0 75.0 75.0 75.0 75.0
Engineering /
Public Works3 44.25 0 0 0 0
Public Works3 0 38.0 38.0 36.75 36.75
Parks and Recreation 27.7 25.7 25.7 25.7 25.7
Engineering3 0 11.0 11.0 11.0 11.0
Human Resources 3.0 4.0 4.0 4.0 5.0
Total General Fund 273.95 278.7 283.7 282.45 284.45
Solid Waste Fund
Solid Waste 25.25 25.5 25.5 25.0 25.0
Fleet Maint. Fund
Fleet Maintenance 6.5 6.5 6.5 8.25 8.25
E911 Fund
E911 23.0 23.0 23.0 23.0 23.0
Section 8 Fund
Section 8 1.0 1.0 0.0 0.0 0.0
Transient Boat Dock
Fund
Boat Dock 0.3 0.3 0.3 0.3 0.3
TOTAL ALL FUNDS 330.0 335.0 339.0 339.0 341.0
1Includes (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.
Governmental Funds
General Fund Debt Service Fund
Special Revenue Funds
Rental Property Fund Radio Fund
E911 Fund Municipal Aid Program Fund
Investment Fund CDBG Fund
Court Awards Fund Transient Room Tax Fund
Tax Increment Financing Fund
Capital Project Funds
Capital Projects Fund Bond Fund
Fiduciary Funds
AEPF PFPF
Other Trust Funds
Proprietary Funds
Internal Service Funds
Fleet Maintenance
Fund Fleet Trust Fund
Insurance Fund Health Insurance Fund
Enterprise Funds
Solid Waste Fund Civic Center Fund
Transient Boat Dock Fund
FINANCIAL ACCOUNTING STRUCTURE
1 | P a g e
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,
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.
2 | P a g e
GENERAL FUND STATEMENT OF REVENUE AND EXPENDITURES
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenues
Fines $96,336 $90,933 $98,500 $102,500
Grants $3,298,308 $1,581,482 $1,160,000 $1,116,000
Interest Income $160,146 $206,665 $150,000 $900,000
Charges for Service $698,143 $760,885 $787,420 $743,520
Other Fees $166,869 $70,372 $73,000 $67,000
Licenses $26,913,066 $29,497,397 $28,956,000 $30,878,500
Permits & Fees $544,117 $565,335 $586,000 $564,500
Property Rent $423,887 $376,356 $439,090 $456,045
Taxes $8,219,381 $8,456,428 $7,882,500 $8,566,150
Recreation Fees $32,889 $100,855 $83,000 $92,500
Sales $18,436 $42,562 $23,500 $23,500
Audit Adjustments 0 $103,955 0 0
Interfund Transfers $1,584,453 $549,456 $516,922 $519,700
Total Revenues $42,156,031 $42,402,682 $40,755,932 $44,029,915
Expenditures
Administration $1,666,984 $1,870,721 $2,106,312 $2,144,340
Finance $1,093,648 $1,245,517 $1,341,208 $1,467,717
Technology $746,921 $894,625 $1,127,494 $1,517,982
Clerk/Customer
Experience
$432,595 $448,853 $470,623 $469,703
Planning $649,444 $603,360 $802,771 $858,407
Police $10,495,133 $11,642,350 $13,020,191 $13,491,557
Fire $9,186,638 $9,729,500 $10,700,035 $11,371,766
Public Works $3,776,830 $3,988,232 $4,620,928 $4,879,292
Parks and Recreation $2,945,053 $3,123,799 $3,450,390 $3,934,090
Cable Authority $85,459 $132,612 $85,370 $85,355
Human Rights $11,276 $10,914 $16,971 $23,643
Engineering/Floodwall $1,211,993 $1,547,400 $1,782,706 $1,907,025
Human Resources $366,431 $500,749 $532,598 $650,014
Audit Adjustments $1,345,852 $347,561 0 0
Interfund Transfers $4,909,271 $3,252,460 $3,257,540 $3,332,380
Total Expenditures $39,923,528 $39,338,653 $43,315,137 $46,133,271
3 | P a g e
GENERAL FUND STATEMENT OF REVENUES BY SOURCE
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Fines
Warrant Service Fee $15,240 $32,430 $26,000 $30,000
Nuisance Violations $56,585 $24,852 $45,000 $45,000
Other Fines $24,511 $33,648 $27,500 $27,500
Grants
State Incentive – Police $377,961 $416,351 $468,000 $455,000
State Incentive – Fire $359,106 $361,305 $413,000 $382,000
Other Grants $2,561,241 $803,827 $279,000 $279,000
Interest Income $160,146 $206,665 $150,000 $900,000
Charges for Service
Tax Collection Fee – PJC $7,999 $8,187 $8,000 $8,000
Tax Collection Fee – School $214,099 $218,976 $216,000 $220,000
Overhead (Admin) Charges $317,500 $345,000 $362,220 $362,220
Other Charges for Service $158,545 $188,722 $201,200 $153,300
Licenses & Permits
Payroll Tax $16,649,671 $17,958,572 $18,000,000 $19,000,000
Insurance Tax $5,819,896 $5,834,012 $6,100,000 $6,100,000
Business License $4,530,125 $5,297,560 $4,500,000 $5,400,000
ABC License $80,105 $164,976 $157,000 $180,000
License Penalties $139,705 $413,107 $225,000 $225,000
Revenue sharing with County ($306,436) ($170,830) ($26,000) ($26,500)
Permits & Fees
KY Telecommunication Tax $285,728 $309,648 $325,000 $315,000
Building & Electrical $183,817 $187,660 $190,000 $181,000
Other Permits & Fees $74,572 $68,028 $71,000 $68,500
Property Rent & Sales
Forest Hills Lease $395,166 $340,762 $409,090 $426,045
Other Property Rent & Sales $28,721 $35,595 $30,000 $30,000
Taxes
Real Current Year $5,263,015 $5,509,977 $5,565,000 $6,085,000
Personal Current Year $624,359 $554,439 $575,000 $600,000
Vehicle Tax County $867,472 $913,410 $770,000 $905,000
PJC Tax Collection $396,858 $361,124 0 0
Local Bank Deposit Tax $391,897 $403,997 $412,000 $416,000
PILT – Paducah Power $254,810 $247,152 $247,000 $247,000
Annexation Rebates ($71,474) ($47,125) ($46,500) ($50,850)
Other Taxes $492,443 $513,456 $360,000 $364,000
Recreation Fees $32,889 $100,855 $83,000 $92,500
Sales $18,436 $42,562 $23,500 $23,500
Other Fees $166,869 $70,372 $73,000 $67,000
Audit Adjustments 0 $103,954 0 0
Interfund Transfers $1,584,454 $549,456 $516,922 $519,700
Total Revenues $42,156,031 $42,402,682 $40,755,932 $44,029,915
4 | P a g e
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 ensure our core
values are intentionally fulfilled as
we strive to carry out our mission.
ADMINISTRATION
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 Communications
Manager serves the community by
providing accurate and timely
communications through news releases
and other engagement tools, by managing
the content on the City’s website and social
media accounts, and by producing
programming on the City’s public access
channel, Government 11. The Grants
Administrator applies for and administers
federal, state, and private grants.
5 | P a g e
Staffing Summary: Administration
*For FY2024 ERP Manager became Software Manager and Business Analyst became
Software Specialist and moved to Technology Department.
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
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. City Manager 1.0 1.0 1.0 1.0
Public Information Officer 1.0 0.0 0.0 0.0
Communications Manager 0.0 1.0 1.0 1.0
ERP Manager* 0.0 1.0 1.0 0.0
Business Analyst* 1.0 1.0 1.0 0.0
Grants Administrator 1.0 1.0 1.0 1.0
Administrative Assist. III 1.0 0.0 0.0 0.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
TOTAL 11.0 12.0 12.0 10.0
6 | P a g e
FY2023 Accomplishments
Held an annual retreat with the Commission to create the 2023 City Commission
Priorities.
Completed quarterly reports and the annual report for the 2022 City Commission
Priorities.
Adopted and implemented a balanced budget.
Continued to work with the Board of Commissioners on the proposed expenditures
for the 2020 bond proceeds and ARPA funds.
Reorganized the software support function into the Technology Department.
Initiated a project with the Rhodes Heritage Group to develop recommendations for
preserving and stewarding historic assets in our community.
Issued a non-exclusive RFP for Telecommunications Franchise Agreements and
entered into two Telecommunications Franchise agreements.
Created and began recruitment of a new Diversity Specialist position.
Completed the redesign City of Paducah website (paducahky.gov) to provide a fresh
and modern look with enhanced navigation and streamlined information.
Implemented web governance software to maximize quality assurance, accessibility,
and search engine optimization of City’s redesigned website.
Focused on growing social media presence and number of engaged e-news list
subscribers.
Focus on promotions, education, and awareness of City Commission Priorities with
specific communication campaigns regarding Mental Health Awareness, City-wide
Beautification, and more.
Began assisting Paxton Park Golf Course with social media marketing.
Provided regular grant update reports and presented the list of current, pending and
closed grants to the Board of Commissioners
FY2024 Goals
Continue to oversee the implementation and complete the reporting for the 2023 City
Commission Priorities.
Explore using a consultant to facilitate the annual retreat with the Board of
Commissioners.
Continue to work with the Board of Commissioners on the proposed expenditures for
the 2020 bond proceeds and ARPA funds.
Repopulate the Human Rights Commission and complete onboarding of Diversity
Specialist.
Continue to focus on promotions, education, and awareness of City Commission
Priorities with specific communication campaigns regarding the Comprehensive
Plan, Mental Health Awareness, City-wide Beautification, and more.
Continue to promote, streamline, and enhance digital presence and platforms (i.e.
Paducah 311 promotions, creation of fillable PDFs, social media growth).
Maintain the quarterly grant reporting process and continue to present the list of
current, pending and closed grants to the Board of Commissioners.
7 | P a g e
Department Budget Summary: Administration
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $882,036 $995,889 $1,041,560 $960,820
Contractual Services $439,133 $557,106 $714,752 $827,470
Commodities $54,640 $99,794 $124,500 $136,050
Contributions $291,177 $217,933 $225,500 $220,000
Total Dept. Budget $1,666,985 $1,870,722 $2,106,312 $2,144,340
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Mayor & Commission
Personal Services $184,875 $202,572 $215,882 $206,942
Contractual
Services
$1,340 $51,209 $1,140 $11,155
Commodities $34,909 $52,678 $62,750 $72,750
City Manager
Personal Services $697,162 $793,317 $825,678 $753,878
Contractual
Services
$61,136 $34,189 $24,325 $53,540
Commodities $19,730 $47,116 $61,750 $63,300
Corporate Counsel
Contractual
Services
$157,986 $223,710 $300,500 $225,000
Other1
Contractual
Services
$218,670 $247,998 $388,787 $537,775
Contributions $291,177 $217,933 $225,500 $220,000
Commodities 0 0 0 0
Total Dept. Budget $1,666,985 $1,870,722 $2,106,312 $2,144,340
1 Other includes Non-Departmental, Memberships & Contingency, and Civic Beautification divisions of Administration
8 | 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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Director of Finance 1.0 1.0 1.0 1.0
Executive Assistant I 1.0 0.0 0.0 0.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Accounting & Budget
Controller 1.0 1.0 1.0 1.0
Senior Accountant 0.0 1.0 1.0 1.0
Accountant 3.0 2.0 2.0 2.0
Revenue
Revenue Manager 1.0 1.0 1.0 1.0
Revenue Auditor 1.0 1.0 1.0 1.0
Revenue Technician II 0.0 0.0 1.0 1.0
Revenue Technician 3.0 3.0 2.0 3.0
TOTAL 11.0 11.0 11.0 12.0
9 | P a g e
FY2023 Accomplishments:
Applied for the 32nd consecutive GFOA Certificate of Achievement for Excellence
in Financial Reporting for the FY2022 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 FY2024 budget
Continued to refine ERP software
FY2024 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
Produce Paducah’s first Popular Annual Financial Report (PAFR) for FY2023
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
Refine 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
Engage Arbitrage Consultants to review 2020A GOB compliance
10 | P a g e
Department Budget Summary: Finance
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $939,028 $1,057,229 $1,156,478 $1,283,297
Contractual Services $105,546 $118,387 $90,245 $85,855
Commodities $49,073 $69,904 $94,485 $98,565
Total Dept. Budget $1,093,647 $1,245,520 $1,341,208 $1,467,717
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $234,432 $285,771 $339,513 $355,034
Contractual Services $6,087 $3,198 $3,350 $3,005
Commodities $1,486 $8,622 $10,605 $13,650
Accounting & Budget
Personal Services $359,859 $387,813 $418,371 $431,945
Contractual Services $42,135 $46,317 $34,755 $29,725
Commodities $4,895 $18,266 $21,715 $24,150
Revenue
Personal Services $344,736 $383,645 $398,594 $496,318
Contractual Services $68,361 $68,872 $52,140 $53,125
Commodities $31,656 $43,016 $62,165 $60,765
Total Dept. Budget $1,093,647 $1,245,520 $1,341,208 $1,467,717
PVA
Audit
Other Contractual Services
Other Commodities
$8,030
4%
$50,000
27%
$27,825
15%
$98,565
53%
Finance FY2024 Contractual
Services & Commodities
Total Budget $184,420
11 | P a g e
TECHNOLOGY
Department Mission:
The mission of the City of Paducah Technology Department is to provide quality, cost-
effective services while advancing the use of technology in city government to increase
excellence in operational efficiency and responsiveness. This is accomplished by
providing professional and technical services in:
Advisory roles to its customers;
Network and telecommunication infrastructure;
Application software deployment, training, and support;
Geospatial data, information, analysis, and solutions.
The Technology department consists of four divisions: Support, System Administration,
Software, and Geographic Information Systems (GIS).
Support:
The support division provides both hardware and software support to all users of
technology in the City of Paducah as well as Joint Sewer Agency. This division currently
provides support to over 315 users and 475 endpoints.
Infrastructure:
The Technology Department administers and maintains the City network operations
center providing voice and data communications and network resources to all City
departments, 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 Paducah Police and Fire Departments wireless mobile network,
hardware, software, and network infrastructure for 911 operations is administered and
maintained by the Technology Department.
Software:
The Software division is responsible for implementation, deployment, process
improvement analysis, business intelligence and training for all software used by the
City of Paducah and Joint Sewer Agency. This division acts as a liaison between
software as a service providers and end users; most notably Tyler Technologies.
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 oversees 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 and E911. Technical
assistance is also shared with Paducah Power, Paducah Water, and Joint Sewer
Agency.
12 | P a g e
Staffing Summary: Technology
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Director Information Tech 1.0 1.0 0.0 0.0
Chief Technology Director 0.0 0.0 1.0 1.0
Software Manager 0.0 0.0 0.0 1.0
Software Specialist 0.0 0.0 0.0 1.0
Systems Administrator 0.0 0.0 0.0 1.0
Systems Technician 0.0 0.0 0.0 1.0
Network Administrator 1.0 2.0 2.0 0.0
Help Desk Technician 1.0 1.0 1.0 1.0
GIS Manager 0.0 0.0 1.0 1.0
GIS Specialist 1.0 1.0 1.0 1.0
TOTAL 4.0 5.0 6.0 8.0
*For FY2024 ERP Manager became Software Manager and Business Analyst became
Software Specialist and moved from Administration to Technology.
Department Budget Summary: Technology
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $424,250 $433,604 $424,704 $810,822
Contractual Services $255,190 $353,038 $509,445 $467,815
Commodities $34,791 $67,312 $114,400 $128,700
Capital Outlay $32,690 $40,671 $78,945 $110,645
Total Dept. Budget $746,921 $894,625 $1,127,494 $1,517,982
13 | P a g e
CITY CLERK AND CUSTOMER EXPERIENCE
Department Mission:
The mission of the City Clerk and Customer Experience Department is to revolutionize
Paducah by placing citizens at the center of every decision. We accomplish this mission
by creating accessible information, fostering empathy, improving communication, and
supporting each citizen’s journey.
Accessible Information
We believe that interacting with government should not be complicated. It should
be straight-forward and understandable. Our department is in charge of ensuring
that the ordinances and municipal orders passed by the City Commission are
accurate, understandable and accessible to the public.
Fostering Empathy
We know that the best cities are compassionate cities. The City Clerk and
Customer Experience Department makes empathy a driving force in process
design and in each interaction with citizens and businesses.
Open Communication
We recognize that open communication and transparency in government are key
to building community trust. From open records requests and open commission
meetings to open conversations and clear processes, we are striving to be open
with how we communicate with the public.
Supporting Journeys
We understand that each person in our community is unique, with their own
passions, needs and abilities. It’s our job to make sure each person knows that
they matter to us by mapping their journeys, understanding their needs and
implementing the right technologies to meet and exceed expectations.
Citizens at the Center
We believe the purpose of government is to create better lives for the citizens we
serve. By understanding our citizens, their journeys and experiences, we can
actively improve quality of life and trust in local government.
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.
14 | P a g e
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 311 App, 311 Online Portal and OpenCounter Scope My Project software. Special
Event Permits are processed through the Customer Experience Department.
Additionally, the Customer Experience Department handles general inquiries and
complaints and solicits and maintains feedback data. We are in charge of making
recommendations for continual improvements to internal processes and customer
experiences.
Staffing Summary: Customer Experience
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
City Clerk / Director of Customer Exp. 1.0 1.0 1.0 1.0
Exec. Assist. II / Assist. City Clerk 1.0 0.0 0.0 0.0
Assistant City Clerk 0.0 1.0 1.0 1.0
Senior Customer Exp. Representative 0.0 1.0 1.0 1.0
Customer Exp. Representative 3.0 2.0 1.0 1.0
TOTAL 5.0 5.0 4.0 4.0
FY2023 Accomplishments:
311 Online Portal and Mobile App Received over 1500 requests in FY23
Completed the process of making all Minutes, Ordinances, and Municipal Orders
from Paducah’s history available online in a word-searchable format
Completed the update to the Special Event Permitting Ordinance and Policy
Oversaw Special Event Permitting for 107 events in the calendar year 2022
Enacted a Legal Review for the Coty of Paducah Code of Ordinances
Assisted local Entertainment Destination Center participating businesses with the
implementation of pop-up bars for special events
Maintained OpenCounter Scope My Project
Hosted 21 Kick-Start Meetings to assist organizations and entrepreneurs who
want to start or expand a business or complete a renovation in Paducah
Customer Experience is now promoted as the primary contact on every page of
the City’s website
Assisted approximately 9,308 walk-in visitors to City Hall in 2022
Assisted with the preparation of agendas for 27 City Commission Meetings in
2022
Assisted with the implementation of a new Telecommunications Ordinance and
franchise agreements
15 | P a g e
FY2024 Goals:
Work with Departments to update various sections of the Paducah Code of
Ordinances.
Continue to support citizens, visitors, and businesses through Kick-Start
Meetings, OpenCounter, 311, Walk-In Visitor Assistance, Public Art Exhibits,
access to public records, alcoholic beverage control, special event permitting,
and community partnerships
Create enhancements for the special event permitting process including
streamlined payments, cross-departmental communication, and guides for
special event coordinators
Department Budget Summary: Customer Experience
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $382,445 $372,605 $385,408 $400,198
Contractual Services $26,310 $29,994 $53,265 $39,155
Commodities $23,839 $28,718 $31,450 $30,350
Capital Outlay 0 $17,536 $500 0
Total Dept. Budget $432,594 $448,853 $470,623 $469,703
16 | P a g e
PLANNING
Department Mission
The Department of Planning exists to
Guide the land use, planning, and development process in the City of Paducah;
Ensure the orderly & 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 citizens
of Paducah.
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. The Planning Department consists of two
divisions: Administration and Planning.
Responsibilities
The foundational guide for fulfilling the department’s mission is the Comprehensive Plan
for the City of Paducah; the 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, Board of Adjustment, and the Historical
and Architectural Review Commission (HARC). The department must also tend to the
ordinance’s update needs.
Administration
The Administration division provides overall program preparation, direction, and
oversight; maintains department personnel, budget, and land use records; provides
administrative support to pertinent boards, committees, and commissions; and provides
support and guidance for the entire department. The Administration division also handles
the sale of city-owned properties and provides staff support to the Urban Renewal and
Community Development Agency (URCDA).
Planning
The Comprehensive Plan can also be implemented through the City’s annexation
activities, strategic projects, and focused programs.
One such strategic project is the riverfront development. A critical tool is a tax increment
financing (TIF) district for the Paducah Riverfront and Downtown Area to facilitate the
necessary investment for the TIF, Weyland Ventures is partnering with the City to explore
riverfront development, such as a hotel. These steps are implementing the strategies
outlined in the Renaissance Area Master Plan (RAMP), as amended.
17 | P a g e
A completely new and very unique economic development driver arrived in the form of
Opportunity Zones. To maximize the potential private investment encouraged by this tax-
relief tool, the department is strategically packaging and marketing projects in the OZ to
aggregate the benefit and guide investment where it can be most useful and of course
fulfill the Comprehensive Plan.
The Main Street program is another focused program implementing a keystone objective
of the Comprehensive Plan: continued revitalization of downtown. The department has
the Downtown Development Specialist and the Main Street director who work to recruit
business and linking partner associations, downtown stakeholders and the Main Street
Advisory Board. The Main Street Board of Directors, a board of seven citizens, has the
responsibility of assisting with the Main Street accreditation process, coordinating with
staff in executing strategies of the Four-point Main Street approach.
Downtown Incentives:
Staff is also responsible for promoting and administering the downtown incentive
programs: façade grants, new business grants, roof stabilization grants, tax moratorium
program and the upper story residential grant program.
Entertainment Destination Center: Enables pedestrians to purchase to-go cups and carry
on the 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.
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/media marketing.
MAIN STREET 4-POINT ECONOMIC STRATEGY
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Remote Workers Incentive Program: Create and implement an effective incentive
program to attract and retain remote workers.
The Business Development Specialist leads this program. The Remote Workers Incentive
Program seeks to attract new professionals to move to Paducah, while keeping their
current job. The proposed project combines a number of initiatives:
- Market Paducah’s high quality of life, schools, and affordability
- Direct assistance for moving and set-up expenses
- Perks packages to cultural organizations, local businesses, and professional
networks.
- 1-year payroll tax rebate program to eliminate barrier to entry.
The commissions priority is to have 25 remote workers in Paducah. There has been 8
remote workers who have successfully relocated to Paducah in FY23, and Planning staff
will continue to process and review applications in FY24 to achieve the target of 25
workers. Planning staff will be reviewing applications not accepted to determine if there
needs to be modifications made to the program to increase participation.
Southside Enhancements: Targeted empowerment, engagement, and beautification of
Southside Neighborhoods.
The Southside region comprises of eight distinct neighborhoods. The Planner leads this
multi-departmental, multi-pronged community development initiative to bring attention,
engagement, and resources to a historically underserved area. In FY23, the City kicked
off the Rise and Shine project. Rise and Shine was 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. As we enter FY24 we are going
to be developing additional initiatives around beautification, neighborhood stabilization,
housing development, access to open space, and infrastructure improvements. Planning
Staff will be working with Incremental Development Alliance to train small scale
developers to help carry out the initiatives of the Southside program. Planning Staff will
also be working on drafting and implementing a bicycle/pedestrian plan. This work will
establish a foundation to apply for Bicycle Friendly Community designation.
Annexations: 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. The city has developed an annexation strategy and
incentive to be able to promote annexations in the City. The primary goal is to make the
19 | P a g e
boundaries of the City as compact and contiguous as possible. With additional
consideration for future development and density. SB141 has placed additional
notification requirements on annexations, but Planning Staff plan to continue to carry out
the outlined annexation strategy.
Comprehensive Plan: Joint Agency Comprehensive Plan with McCracken County
Planning Staff will be working in partnership with McCracken County to complete a joint
agency Comprehensive Plan for the City and County. Kendig Keast has been hired to
facilitate the planning process and create the planning document. The goal is for the
plan to be adopted late in FY23.
Economic Development: Establish an economic development recruitment strategy
The Planning Department will be working to establish an economic development
recruitment strategy. Part of the concept will be to create prospectus, marketing
material, and train professionals to be able to attract development and investment at
national commercial real estate conferences.
Staffing Summary: Planning
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Director of Planning 1.0 1.0 1.0 1.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Executive Assistant I 1.0 0.0 0.0 0.0
Planning
Downtown Dev. Specialist 0.0 0.0 1.0 1.0
Business Dev. Specialist 1.0 1.0 1.0 1.0
Principal Planner 1.0 1.0 1.0 0.0
Senior Planner 1.0 1.0 1.0 0.0
Planner 0.0 2.0 1.0 0.0
Planner I 0.0 0.0 0.0 1.0
Planner II 0.0 0.0 0.0 1.0
Planner III 0.0 0.0 0.0 1.0
Associate Planner 1.0 0.0 0.0 0.0
Neighborhood Planner 1.0 0.0 0.0 0.0
TOTAL 7.0 7.0 7.0 7.0
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FY2023 Highlights:
Land Use and Zoning Application Reviews for Public Hearing
The Planning Department has taken the opportunity to evaluate planning cases and board
decision outcomes and identify ways to streamline the process and improve efficiency.
Planning Department staff have been working on code revisions that allow for
administrative approvals on certain applications or requests which has reduced the
number of applications presented in front of the boards.
- Planning Commission: 51 applications
- BOA: 14 applications
- HARC: 7 applications
- Annexations: 6 consensual
*additional applications were processed within the department administratively that did
not require a public hearing.
Economic Development
- Final approval of the Tax Increment Financing (TIF) project by the Kentucky
Economic Development Finance Authority. Awarded $21.4 million over a 20-year
period. Upon submission D dated 12/31/2022, $9,352,182 in capital investment
and $4,369,916 public infrastructure had been invested.
- Implemented the executed City Block Development Agreement. Weyland
Ventures will invest $21 million in a new hotel and mixed-use housing/commercial
development. The City will be building a $3 million town square.
- Supported the Walter Jetton Dunlap redevelopment project through roof
stabilization assistance.
- Approved 7 new residential subdivisions.
- Remote workers incentive program has had 8 individuals move to Paducah and
receive the awards package.
Business Growth and Expansion
- Business Retention Meetings (one-on-one) held with 55 unique businesses.
- Assisted with Minority Business Development with WKCTC.
- Sponsored Small Business Training Resources in partnership with the Chamber
of Commerce.
- Assisted Small Business Development through Sprocket.
- Developed strong partnerships with economic development partners, GPED,
Murray State, SBDC.
- Small Business Development Guide updated and redistributed.
Downtown Development Incentives
- Roof stabilization: 4 projects in the amount of $72,604.48 and totaled $224,389 in
private investment
- Upper Story Residential: 1 project in the amount of $45,000 and totaled over $4
million in private investment.
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- Façade: 1 project in the amount of $2,000 and totaled $8,000 in private investment.
- New Business Grant: 9 new businesses in the amount of $101,250 and totaled
$358,957 in private investment.
Neighborhoods & Housing
- Continued work on the Southside Neighborhoods Initiative, and completed the two
neighborhood events. Worked with community volunteers and area residents to
solicit feedback. We developed a steering committee to assist with facilitating the
process.
- Completed the Northside Historic Neighborhood District Survey to be placed on
the National Register of Historic Places.
- Sold 11 surplus properties and acquired 2 properties. Developed a new evaluation
process for selling surplus properties and added additional incentives to the
program. Including providing house plans to participants who are awarded a
surplus property.
- Updated the zoning ordinance to address short term rentals, accessory dwelling
units, landscaping, and other amendments aimed at improving the aesthetics and
density of neighborhoods.
FY2024 Planning Goals
Establish framework for bicycle friendly community
Implement Southside Enhancement Incentives
Implement Creative and Cultural Council Strategic Plan
Develop Economic Development Recruitment Strategy
Adopt Joint Agency Comprehensive Plan
Connect main commercial corridors by bike paths and/or bike lanes
Implement the city-wide bicycle plan
Encourage, incentivize and/or support more housing options throughout the City
Promote occupancy in all downtown buildings
Encourage and assist local business retention and expansion
Implement new zoning regulations
Improve the Planning Commission, BOA and HARC to be more user-friendly,
streamlined, and resilient
22 | P a g e
Department Budget Summary: Planning
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $542,143 $505,055 $681,346 $691,912
Contractual Services $67,265 $13,279 $26,235 $19,115
Commodities $37,172 $74,032 $93,190 $145,380
Capital Outlay $2,864 $10,995 $2,000 $2,000
Total Dept. Budget $649,444 $603,361 $802,771 $858,407
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $202,115 $217,095 $237,522 $246,011
Contractual Services $17,665 $5,627 $16,510 $9,060
Commodities $3,543 $8,495 $12,135 $11,500
Capital Outlay $2,864 $10,995 $2,000 $2,000
Planning
Personal Services $340,028 $287,960 $443,824 $445,901
Contractual Services $49,601 $7,652 $9,725 $10,055
Commodities $33,628 $65,537 $81,055 $133,880
Total Dept. Budget $649,444 $603,361 $802,771 $858,407
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POLICE
Department Mission:
The Paducah Police Department is
committed to the prevention of crime, the
protection of the lives, property, and
rights of all citizens and the improvement
of the quality of life for all members of our
community. We will provide quality police
services, ethically, fairly, and equally in
partnership with the members of our
community. The Police Department
consists of 3 divisions: Administration,
Operations, and Support Services.
Administration:
The Administration division oversees the
day-to-day operations of the Police
Department. It is comprised of the Chief of
Police and his assistant; the Office of
Professional Standards; Training; and
Community Resources. This division is
responsible for budget, personnel,
accreditation, internal affairs, policy review,
and all departmental training. It also
includes the Community Resource Officer
(CRO) position, designed to be a liaison
between the department and the
community’s schools, groups, and
organizations. The CRO also is responsible
for the department’s Citizens’ Police
Academy, Jr. CPA, Coffee with a Cop, and
Neighborhood Watch programs.
Operations:
The Operations division often is referred
to as the “backbone” of the police
department. It is the most visible of the
three divisions with uniformed officers
patrolling the streets in marked police
cruisers. These officers annually answer
tens of thousands of calls for service and
perform preliminary investigations of all
criminal activity. They 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.
24 | P a g e
Staffing Summary: Police
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
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 1.0 1.0
Senior Admin Assistant 0.0 1.0 2.0 2.0
Executive Assistant II 1.0 0.0 0.0 0.0
Operations (Patrol)
Assistant Chief 1.0 1.0 1.0 1.0
Captain 4.0 4.0 4.0 4.0
Sergeant 7.0 7.0 7.0 7.0
Police Officer 50.0 50.0 51.0 49.0
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 8.0 8.0 8.0 10.0
Record Division Manager 1.0 1.0 1.0 1.0
Senior Records Clerk 0.0 1.0 1.0 1.0
Records Clerk III 1.0 0.0 0.0 0.0
Records Clerk 0.0 3.0 2.0 2.0
Records Clerk II 1.0 0.0 0.0 0.0
Records Clerk I 2.0 0.0 0.0 0.0
Crime Analyst 1.0 0.0 0.0 0.0
Crime Analyst II 0.0 1.0 1.0 1.0
Senior Evidence Technician 0.0 1.0 1.0 1.0
Evidence Technician II 1.0 0.0 0.0 0.0
Evidence Technician 0.0 1.0 1.0 1.0
Evidence Technician I 1.0 0.0 0.0 0.0
COPS Grant
Police Officer 0.0 3.0 3.0 3.0
TOTAL 87.0 90.0 90.0 90.0
25 | P a g e
FY2023 Accomplishments:
The number of “major crimes” reported – murder, rape, robbery, aggravated
assault and “other assaults” – dropped nine percent from 2021 to 2022. For
the fifth year in a row, reported crime overall dropped or remained steady,
and we continued to drop below the historic 16 percent decrease from 2019.
We saw an increase in collisions, but the number of collisions involving
injuries dropped, and the number of collisions involving commercial vehicles
decreased significantly (28 percent).
A major investigation into fentanyl trafficking resulted in possibly the single
largest seizure of “drug” money in the department’s history. Twenty-three
people were indicted and five search warrants were served, resulting in the
seizure of about 8,000 fentanyl pills, six handguns, two rifles and more than
$242,000 cash.
We again achieved re-accreditation through the Kentucky Association of
Chiefs of Police. Accreditation through KACP is for four years.
Officer Pedro Loredo was named Employee of the Year for 2022. He was
recognized for his actions in apprehending a man who had just shot two
people at a local convenience store. He was the Paducah Police
Department’s recipient of the Governor’s Safety Award for Impaired Driving
with 60 DUI arrests; he conducted more than 600 traffic stops, resulting in 44
criminal citations, 196 traffic citations and 173 courtesy notices. He also
served 57 warrants.
More than 30 officers and civilian employees and nine Paducah citizens were
honored at the department’s annual Awards Ceremony. Officer Pedro Loredo
and Officer Zane White received Meritorious Service Awards, the
department’s second-highest award.
Travis Watson and Steve Thompson were promoted to captain, and Nathan
Jaimet was promoted to sergeant. Two captains retired and four officers and
one civilian employee resigned.
The department hired seven officers.
Officers Gretchen Morgan, Zane White and Cassandra Ravens continued
their assignments in the School Resource Officer program. In cooperation
with Paducah Independent Schools, the department finalized a grant and
organized the program in FY21. The officers are assigned to Paducah
Tilghman High School and Paducah Middle School, and Clark 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.
Two officers returned from deployment at the Mexican border and in Africa. A
third officer was called up and will be deployed to Poland this year.
26 | P a g e
FY2024 Goals:
Operational Efficiency: We will evaluate current geographical zone boundaries
and location-based dispatching. We will seek more efficient practices related to
repeat calls for service.
Crime and Collision Reduction: We will reduce overall crime by five percent. This
will be accomplished by continuing an intelligence-led, problem-oriented approach.
We will reduce the number of traffic collisions by five percent. This will be
accomplished by updating our collision reduction plan with continued focus on
education, enforcement and engineering.
Community Engagement: We will increase our interactions with community
members through our Community Engagement Officer. We will facilitate
community meetings in all neighborhoods. We will enhance our efforts in VIPS,
Explorers and similar community programs.
Personnel: We will establish a peer support program and develop a holistic
wellness program to increase the health and wellness of our personnel. We will
continue employee development by providing quality training to increase
knowledge, skills and abilities. We will continue focusing on recruitment and
retention to achieve and maintain full staffing.
Technology: We will identify a replacement for our P25 radio system. We will
implement a new interview room recording system. We will utilize technology to
improve efficiency in all areas of the department.
27 | P a g e
Department Budget Summary: Police
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $8,895,633 $9,712,500 $10,865,261 $11,223,800
Contractual Services $421,888 $551,568 $583,610 $653,019
Commodities $1,092,612 $1,378,282 $1,571,320 $1,614,738
Capital Outlay $85,000 0 0 0
Total Dept. Budget $10,495,133 $11,642,350 $13,020,191 $13,491,557
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $633,466 $593,411 $686,282 $714,771
Contractual
Services
$305,369 $406,877 $438,950 $478,994
Commodities $210,773 $295,469 $352,770 $366,751
Operations (Patrol)
Personal Services $6,351,549 $6,845,312 $7,556,227 $7,659,669
Contractual
Services
$80,189 $108,367 $91,565 $103,415
Commodities $722,569 $872,166 $978,895 $991,735
Capital Outlay $85,000 0 0 0
Support Services
(Investigations)
Personal Services $1,910,616 $2,028,796 $2,296,382 $2,510,627
Contractual
Services
$36,331 $36,324 $53,095 $70,610
Commodities $159,271 $196,882 $226,245 $241,842
COPS Grant
Personal Services 0 $244,981 $326,370 $338,733
Commodities 0 $13,765 $13,410 $14,410
Total Dept. Budget $10,495,133 $11,642,350 $13,020,191 $13,491,557
28 | P a g e
FIRE
Department Mission:
The Fire Department’s Mission is comprised of 3 goals:
Educate to Prevent Harm
Education and prevention
are the focal points of the
Paducah Fire Department.
We develop and provide
programs and services that
promote safety, and
actively educate the public
in Fire Safety and
Prevention.
Protect
We strive to have a safe
environment for our
personnel and the people
within our community. We
accomplish this through
prompt delivery of
emergency services and by
providing a safe
environment in which to
visit, work, and live.
Be Kind and Helpful
We show that we care
about our lives and the
lives of others by
conducting ourselves in a
courteous and professional
manner.
The Fire Department consists of 4 divisions:
Administration:
Administration is responsible for general management of all divisions of the Fire
Department.
Suppression:
The Suppression Division operates 5 fire stations that cover more than 21 square miles
in the City of Paducah. The stations possess 5 engine companies, 2 aerial companies,
and 2 rescue units for the purpose of responding to fire and rescue emergencies and for
medical 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
29 | P a g e
all applicable laws, rules, and regulations in order to provide a healthy, clean, and
pleasant environment for the citizens of Paducah.
Training:
Firefighters have more than 300 hours of continued education each year. The Training
Officer coordinates education in the areas of EMS, firefighter skills, hazmat, pump
operations, and others. These education requirements ensure that the level of
competency of the members of the Fire Department is the highest achievable, and
maximize the resources of personnel and equipment available to best protect and serve
the citizens of the City.
Staffing Summary: Fire
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
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
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* 29.0 29.0 29.0 29.0
Prevention
Deputy Fire Marshal 0.0 2.0 2.0 2.0
Dep. Fire Marshall I 1.0 0.0 0.0 0.0
Dep. Fire Marshall III 1.0 0.0 0.0 0.0
Chief Building Inspector 1.0 1.0 1.0 1.0
Dep. Building Inspector 0.0 1.0 1.0 1.0
Dep. Building Inspector I 1.0 0.0 0.0 0.0
Chief Electrical Inspector 1.0 1.0 1.0 1.0
Dep. Electrical Inspector 0.0 1.0 1.0 1.0
Dep. Electrical Inspector II 1.0 0.0 0.0 0.0
Permit Technician 1.0 1.0 1.0 1.0
Code Enforcement Officer 3.0 3.0 3.0 3.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Executive Assistant I 1.0 0.0 0.0 0.0
Training
Battalion Chief/Training Officer 1.0 1.0 1.0 1.0
TOTAL 77.0 77.0 77.0 77.0
*Including 2 authorized positions not budgeted
30 | P a g e
FY2023 Accomplishments:
Implemented pandemic response plans and policies
CY2022 – Responded to 5782 incidents
Initiated 55 foreclosures
CY2022 – 68 Demolitions – City ordered 18; Owners 50
CY2022 – 720 permits issued for $37.7 million valuation
CY2022 – 1,662 inspections for building and electrical
CY2022 – 1,128 inspections for fire marshals
CY2022 – 5,741 inspections for code enforcement
CY2022 – 74 consultations
Trained 10 new recruits
CY2022 – Trained 15,482 man-hours
Successful Contractor Conference w/record attendance
Conducted first Mayfield Inspection
Continued pursuit of National Accreditation Process—Registered Agency
3 Year Union contract negotiated.
Secured new training site.
FY2024 Goals:
Continue National Accreditation Process pursuit towards “applicant agency”
Implement Vector Solutions for Learning Management, Apparatus checks, and
Scheduling
Continue foreclosure and demolition actions
Maintain inspection certifications and inspection schedules
Complete annual recertifications 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
31 | P a g e
Department Budget Summary: Fire
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $7,987,745 $8,423,301 $9,124,109 $9,661,297
Contractual Services $325,503 $334,331 $447,700 $478,090
Commodities $740,362 $954,860 $1,112,007 $1,202,781
Capital Outlay $133,029 $17,007 $16,219 $29,598
Total Dept. Budget $9,186,639 $9,729,499 $10,700,035 $11,371,766
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $495,406 $584,520 $585,645 $616,547
Contractual
Services
$50,874 $52,568 $77,110 $70,060
Commodities $35,856 $85,253 $89,375 $94,988
Capital Outlay $7,499 0 0
Suppression
Personal Services $6,522,243 $6,913,463 $7,392,921 $7,849,064
Contractual
Services
$84,717 $101,986 $103,280 $116,560
Commodities $703,708 $749,820 $867,761 $939,280
Capital Outlay $5,225 $17,007 $16,219 $29,598
Prevention
Personal Services $835,053 $887,693 $1,015,980 $1,066,207
Contractual
Services
$187,318 $177,156 $264,735 $288,785
Commodities $68,897 $72,391 $88,073 $101,765
Training
Personal Services $135,042 $37,625 $129,563 $129,479
Contractual
Services
$2,595 $2,621 $2,575 $2,685
Commodities $52,206 $47,396 $66,798 $66,748
Total Dept. Budget $9,186,639 $9,729,499 $10,700,035 $11,371,766
32 | P a g e
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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Streets (Maintenance & Lighting)
Public Works Director* 0.25 0.25 0.25 0.25
Assistant PW Director* 0.25 0.25 0.25 0.25
Administrative Assistant* 0.0 0.25 0.50 0.50
Administrative Assistant III* 0.25 0.0 0.0 0.0
Street Superintendent 1.0 1.0 1.0 1.0
Street Supervisor 2.0 2.0 1.0 1.0
Landscape Supervisor 1.0 1.0 1.0 1.0
Equipment Operator 3.0 3.0 3.0 3.0
Concrete Finisher 2.0 2.0 1.0 1.0
Right-of-way Maintenance 13.0 13.0 15.0 15.0
Laborer 2.0 2.0 0.0 0.0
Facility Maintenance
Public Works Director* 0.25 0.25 0.25 0.25
Assistant PW Director* 0.25 0.25 0.25 0.25
Administrative Assistant 0.0 0.25 0.25 0.25
Administrative Assistant III* 0.25 0.0 0.0 0.0
Fleet/Maintenance Superintendent 0.50 .50 0.0 0.0
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Maintenance Superintendent 0.0 0.0 1.0 1.0
Maintenance Supervisor 1.0 1.0 1.0 1.0
Janitor/Collector 0.0 4.0 4.0 4.0
Laborer 5.0 0.0 0.0 0.0
Traffic Technician 1.0 1.0 1.0 1.0
Master Electrician 1.0 1.0 1.0 1.0
Maintenance Technician 5.0 5.0 5.0 5.0
TOTAL 38.00 38.0 36.75 36.75
*Position split between funds in Public Works (Street, Maintenance, and Solid Waste)
Budget Summary: Public Works
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $1,962,694 $2,043,902 $2,562,068 $2,777,460
Contractual Services $127,684 $121,151 $135,325 $143,160
Commodities $1,685,409 $1,823,180 $1,921,535 $1,958,672
Capital Outlay $1,044 0 $2,000 0
Total Dept. Budget $3,776,831 $3,988,233 $4,620,928 $4,879,292
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Streets (Main. & Light.)
Personal Services $1,318,451 $1,375,761 $1,611,281 $1,723,637
Contractual Services $91,165 $86,646 $96,830 $101,980
Commodities $1,413,466 $1,519,754 $1,579,495 $1,591,850
Capital Outlay $1,044 0 $500 0
Facility Maintenance
Personal Services $644,243 $668,141 $950,787 $1,053,823
Contractual Services $36,519 $34,505 $38,495 $41,180
Commodities $271,943 $303,426 $342,040 $366,822
Capital Outlay 0 0 $1,500 0
Total Dept. Budget $3,776,831 $3,988,233 $4,620,928 $4,879,292
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PARKS AND RECREATION
Department Mission:
Our mission is to provide an affordable and
positive comprehensive system of
recreational programs and facilities that are
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 Events,
and Parks Maintenance.
Administration:
Administration is responsible for
department operations, strategic planning
and new development, management of
Oak Grove Cemetery, and budget
management. Administrative staff handles
all customer interactions to include
program registration, facility reservations,
and park related requests and inquires.
Recreation and Events:
The Recreation and Events Division is
charged with providing quality programs
and events for the community. The division manages the operations of parks and
recreation facilities including the Paducah Recreation Center, the Noble Park Pool, and
the splash pads at Coleman Park and Brockenborough Rotary Health Park. The
division is also tasked with the operation of the Paducah Farmer’s Market,
Independence Day Celebration, Christmas Parade, in addition to other large-scale
community events. The Recreation and Events division manages contracts with
independent contractors, food and artisan vendors, and concessionaire vendors.
Parks Maintenance:
The Parks Maintenance Division maintains 28 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, Oak Grove Cemetery, and the Transient Boat
Dock. The division supports community festivals and events, as well as provides well
maintained sports playing facilities. The Park Ranger program also falls under this
division and provides park education and information, as well as assists with security
and planning for special events.
35 | P a g e
Staffing Summary: Parks and Recreation
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Director of Parks Services 1.0 1.0 1.0 1.0
Assistant Dir of Parks 0.0 1.0 0.0 0.0
Assistant Dir of Recreation 0.0 1.0 0.0 0.0
Assistant Dir of Parks & Rec 1.0 0.0 0.0 0.0
Parks & Rec Superintendent 0.0 1.0 0.0 0.0
Recreation Superintendent 1.0 0.0 0.0 0.0
Recreation Specialist 2.0 2.0 0.0 0.0
Senior Admin Assistant 0.0 2.0 1.0 1.0
Executive Assistant I 1.0 0.0 0.0 0.0
Administrative Assistant III 1.0 0.0 0.0 0.0
Administrative Assistant 0.0 1.0 1.0 1.0
Administrative Assistant II 1.0 0.0 0.0 0.0
Assistant Rec. Specialist 0.0 0.0 0.0 0.0
Parks Maintenance
Assistant Dir of Parks 0.0 0.0 1.0 1.0
Park Maint. Superintendent 0.0 0.0 0.0 0.0
Cemetery Sexton 1.0 1.0 0.0 0.0
Supervisor 2.0 2.0 2.0 2.0
Laborer* 8.0 10.7 12.7 12.7
Right of Way Maintenance 1.0 1.0 1.0 1.0
Recreation
Assistant Dir of Recreation 0.0 0.0 1.0 1.0
Recreation Superintendent 0.0 0.0 1.0 1.0
Senior Recreation Specialist 0.0 0.0 1.0 1.0
Recreation Specialist 0.0 0.0 3.0 3.0
Special Events
Special Events Coordinator 0.0 0.0 0.0 0.0
Special Events Superintendent 1.0 1.0 0.0 0.0
Recreation Specialist 1.0 1.0 0.0 0.0
Laborer 2.0 0.0 0.0 0.0
Right of way Maintenance 1.0 0.0 0.0 0.0
Maintenance Technician* 0.7 0.0 0.0 0.0
TOTAL 25.7 25.7 25.7 25.7
*One position split between Parks and Recreation and Transient Boat Dock
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FY2023 Accomplishments:
Purchased Ground Penetrating Radar (GPR) Equipment and attending training to
equip our staff to be able to perform tasks in house locate unknown gravesites and
pair with GIS mapping to provide more detailed, accurate mapping and deed
information for grave plots.
Updated Cemetery record keeping to digital platform.
Replaced Mausoleum roof at Oak Grove Cemetery.
Updated Oak Grove Cemetery Ordinance, Schedule of Fees, and administrative
policies for implementation July 1, 2023.
Refurbished Noble Park Entry sign.
Installed new entry sign at Brooks Stadium.
The City’s Transient Dock was awarded Boaters Choice Award in 2022 for the 6th
straight year.
Pickleball Court construction project started and expected to be completed
summer of 2023.
New Playground installed with accessible pour in place rubber surface, and new
sidewalks installed at Langstaff Park.
Recipient of Crumb Rubber Grant for new playground surfacing at Langstaff Park.
New playground purchased for Coleman Park with grant from GameTime. Install
expected for Summer of 2023 (FY24).
Recipient of LWCF grant for new playground to be installed at Keiler Park.
Civic Center renovation project starting. Completion expected fall of 2023.
ILA between City, County, and Sports Tourism Commission for development of an
Athletic Complex located on Stuart Nelson Park and Blue Grass Downs properties
executed September 2022.
Demolished 3 dilapidated shelters and 2 storage buildings in various parks.
Removed fencing surrounding Lake Montgomery in Noble Park, improving
viewability and maintenance efforts.
Partnership with City Schools on Midtown Park property for development of soccer
fields.
Partnership with City Schools on Brooks Stadium Park property for development
of new softball field and use agreements between Brooks Stadium Commission
and City Schools for use of the baseball field.
Dog Park relocation project. Expected completion fall 2023.
Basketball Court resurfacing at Coleman Park, Voor Park, and Noble Park.
New Christmas Tree purchased for downtown.
FY2024 Goals:
Civic Center Renovation Project Complete and open for use.
Pickleball Court project complete and open for use.
Interior ceiling plaster work project in Mausoleum at Oak Grove Cemetery.
Coleman Park Playground replacement, new accessible surfacing, new shelter,
and perimeter sidewalks.
37 | P a g e
Keiler Park Playground replacement project, new accessible surfacing, and
perimeter sidewalks.
Implement plan for GIS Mapping project at Oak Grove Cemetery.
Dog Park relocation project complete and open for use.
Independence Dog Park improvements.
New flooring for Recreation Center and dedicated office spaces for staff.
New roofs at Shelter 19 and 23 in Noble Park.
Dolly McNutt Improvement Project out for design and LWCF Grant Application.
Market Square Art Park Construction Project.
Budget Summary: Parks and Recreation
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $1,947,992 $2,088,927 $2,171,040 $2,555,865
Contractual Services $184,246 $175,368 $260,970 $325,985
Commodities $812,813 $859,505 $990,570 $1,034,540
Capital Outlay 0 0 $27,810 $17,700
Total Dept. Budget $2,945,051 $3,123,800 $3,450,390 $3,934,090
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
Personal Services $609,521 $547,712 $464,833 $498,996
Contractual Services $56,400 $57,012 $61,990 $71,435
Commodities $140,830 $156,825 $226,110 $221,275
Parks Maintenance
Personal Services $909,465 $1,100,986 $1,052,195 $1,247,887
Contractual Services $84,897 $86,124 $152,260 $207,010
Commodities $331,905 $341,353 $340,700 $387,235
Capital Outlay 0 0 $27,810 $17,700
Recreation
Personal Services $272,898 $440,229 $654,012 $808,982
Contractual Services $37,895 $32,232 $46,720 $47,540
Commodities $232,540 $361,327 $423,760 $426,030
Special Events
Personal Services $156,108 0 0 0
Contractual Services $5,055 0 0 0
Commodities $107,537 0 0 0
Total Dept. Budget $2,945,051 $3,123,800 $3,450,390 $3,934,090
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PADUCAH HUMAN RIGHTS COMMISSION (PHRC)
Department Mission:
The Paducah Human Rights Commission was formed May 26, 1964, the same year the
U.S. Civil Rights was initially established, to safeguard all individuals within the City and
McCracken County from discrimination in housing, employment, and public services.
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
Budget Summary: Human Rights
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $10,687 $10,835 $10,796 $10,773
Contractual Services $89 $78 $375 $70
Commodities $500 0 $5,800 $12,800
Total Dept. Budget $11,276 $10,913 $16,971 $23,643
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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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Engineering Services
City Engineer 1.0 1.0 1.0 1.0
Assistant City Engineer 1.0 1.0 1.0 1.0
Engineering Project Manager 1.0 1.0 1.0 1.0
Engineering Technician 1.0 1.0 1.0 1.0
Engineering Technician III 1.0 1.0 1.0 1.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Executive Assistant II 1.0 0.0 0.0
Floodwall Operations
EPW Floodwall Superintendent 1.0 1.0 1.0 1.0
Floodwall Operator 4.0 4.0 4.0 4.0
TOTAL 11.0 11.0 11.0 11.0
40 | P a g e
Budget Summary: Engineering/Floodwall
Department Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $1,029,053 $1,249,057 $1,360,381 $1,526,360
Contractual Services $40,043 $49,302 $71,650 $63,510
Commodities $142,082 $249,041 $350,675 $317,155
Capital Outlay $815 0 0 0
Total Dept. Budget $1,211,993 $1,547,400 $1,782,706 $1,907,025
Division Summary:
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Engineering Services
Personal Services $556,795 $713,567 $766,089 $859,439
Contractual Services $4,981 $5,796 $5,610 $5,735
Commodities $11,937 $24,697 $74,420 $75,805
Capital Outlay $815 0 0 0
Floodwall Operations
Personal Services $472,258 $535,490 $594,292 $666,921
Contractual Services $35,062 $43,506 $66,040 $57,775
Commodities $130,145 $224,344 $276,255 $241,350
Total Dept. Budget $1,211,993 $1,547,400 $1,782,706 $1,907,025
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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 policies 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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Director of HR 0.0 1.0 1.0 1.0
HR/Risk Director 1.0 0.0 0.0 0.0
Risk Manager 1.0 1.0 1.0 1.0
Diversity Specialist 0.0 0.0 0.0 1.0
HR Generalist 2.0 1.0 1.0 1.0
Administrative Assistant 0.0 1.0 1.0 1.0
TOTAL 4.0 4.0 4.0 5.0
FY2023 Accomplishments:
Munis HR module implementation
Safety Team: Had zero loss time accidents in a 12-month period
Held 1st Annual Employee Health Fair
City-wide Diversity, Equity, & Inclusion Survey
Implemented a Learning Management System (LMS) for Employees
42 | P a g e
FY2024 Goals:
Performance Evaluation software implementation
Recruit a Diversity Specialist
Continue City-wide Diversity and Inclusion Efforts
Update Employee Handbook and other pertinent policies
Continue to reduce accidents with improved safety training practices and
procedures
Budget Summary: Human Resources and Risk Management
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Personal Services $279,116 $374,342 $394,953 $499,227
Contractual Services $50,646 $39,077 $46,900 $53,507
Commodities $36,669 $87,330 $90,745 $97,280
Total Dept. Budget $366,431 $500,749 $532,598 $650,014
43 | P a g e
OTHER GENERAL FUND DIVISIONS
This page contains the Budget Summaries for the Cable Authority, Audit Adjustments,
and Interfund Transfers.
Budget Summary: Cable Authority
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Contractual Services $85,459 $85,392 $85,370 $85,355
Commodities 0 $47,220 0 0
Total Budget $85,459 $132,612 $85,370 $85,355
Budget Summary: Audit Adjustments*
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Leave Expense $37,620 ($13,563) 0 0
Debt Forgiveness $911,375 0 0 0
PJC Property Tax $396,858 $361,124 0 0
Total Budget $1,345,853 $347,561 0 0
*The Audit Adjustments cost center is used for year-end financial statement
presentation entries only
Budget Summary: Interfund Transfers (out)
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
General Fund 0 0 0 0
Investment Fund 0 $285,000 $25,000 0
TIF Fund 0 0 0 $100,000
E911 Fund $114,836 $396,190 $1,041,450 $1,129,155
Debt Service Fund $757,036 $1,027,438 $1,033,035 $1,291,180
Capital Projects Fund $3,335,961 $1,026,092 $580,380 $60,000
Transient Boat Dock $65,383 $33,715 $12,615 0
Civic Center Fund $28,900 $27,911 $25,420 0
Rental Prop. Fund $19,869 $30,316 0 $73,295
Fleet Main. Fund $91,127 $98,655 $189,640 $183,750
Insurance Fund $140,231 $13,230 $90,000 $70,000
AEPF Fund $12,927 $3,912 0 0
PFPF Fund $343,000 $310,000 $260,000 $425,000
Total Budget $4,909,270 $3,252,459 $3,257,540 $3,332,380
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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, Tax Increment Financing Fund (TIF), Debt Service
Fund, Capital Projects Fund, and Bond Fund.
45 | P a g e
RENTAL PROPERTY FUND
Fund Description:
The purpose of the Rental Property Fund is to capture all manner of financial
transactions associated with property that is owned but not occupied by the City of
Paducah. These buildings include:
Seaman’s Church Institute/River Heritage Museum/Maiden Alley Cinema
Market House Theater/Market House Museum/Yeiser
Probation & Parole Building
Paducah Railroad Museum
W.C. Young Community Center
Oscar Cross Boys & Girls Club, Park Avenue location
On a lease by lease basis, the 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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent & Sales $132,216 $137,216 $132,210 $132,210
Interfund Transfers
General Fund $19,869 $30,316 0 $73,295
Total Revenue $152,085 $167,532 $132,210 $205,505
Expenditures
Contractual Services $13,751 $12,783 $13,520 $14,805
Commodities $52,448 $58,395 $118,690 $190,700
Interfund Transfers
General Fund $86,277 $86,318 0 0
Total Expenditures $152,476 $157,496 $132,210 $205,505
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RADIO DEPRECIATION & OPERATION FUND
Fund Description:
The Radio Depreciation/Operation Fund was established in FY2001 for the purpose of
capturing all manner of financial transactions associated with the City’s 800 MHz radio
system.
The Radio Depreciation & Operation Fund is used to account for the cost of operating
the City’s 800 MHz radio system in a manner similar to private business. The intent of
the City of Paducah is to capture the cost of providing services on a continuing basis,
financed primarily through user charges.
Statement of Revenue and Expenditures: Radio Depreciation Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent & Sales $138,477 $139,877 $163,360 $159,280
Interest Income $4,599 $3,596 $500 $500
Total Revenue $143,076 $143,473 $163,860 $159,780
Expenditures
Contractual Services $21,459 $24,062 $25,390 $23,935
Commodities 0 0 $25,000 $25,000
Interfund Transfers
General Fund $789,375 $464,985 $113,470 $110,845
911 Fund 0 0 0 0
Total Expenditures $810,834 $489,047 $163,860 $159,780
City of
Paducah,
355
Airport, 21
Utility
Companies,
29
Others, 34 800 MHz Radio Units
47 | P a g e
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. The 911 calls for service
come into the agency through phone,
text or radio communications. Requests
from the public vary from highly volatile
and dangerous situations, to
informational inquiries and calls for
basic public assistance.
It is the responsibility of the agency to
facilitate the development and training of
highly proficient, dedicated, and self-
motivated personnel. Through
developing employees and maintaining
high performance standards, and
improving the 911 infrastructure, the
communication center is able to provide
a high level of professional service and
connect citizens to emergency services
in their time of need.
Department Structure:
911 Communications Services consists
of 23 positions within three divisions:
Administration, Support Personnel, and
Communications Personnel.
Administration:
Administration oversees and manages
the 911 center as dispatchers process
more than 180,000 annual calls for
service to nearly 70,000 members of the
community; creates and enforces policy;
and determines budgetary needs for the
center. The Division Manager and
Assistant Manager of 911 oversee the
daily operation of the center and report
to the Paducah Police Department Chief
of Police.
Support Personnel:
The 911 center has a Senior
Administrative Assistant who works in a
support role to the Division Manager.
The 911 Systems Administrator is
responsible for administering the
Computer-Aided Dispatch (CAD) and
ensuring all addresses within Paducah
and McCracken County are listed
correctly. This includes reviewing
permits for new structures and adding
information to our software to ensure
responders’ safety and a quick response
to public needs. 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 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 for
a Telecommunicator, who serves as the
single point of contact for the systems
as well as the subject matter expert for
the Division. This position was created
in fiscal year 2020.
Communications Personnel:
The center is staffed with 18
dispatchers, four of whom are shift
supervisors. They provide 24-hour
emergency dispatching service, while
working 12-hour shifts.
48 | P a g e
Staffing Summary: 911 Communications Services
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
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 1.0 1.0 1.0
Administrative Secretary 1.0 0.0 0.0 0.0
System Administrator 1.0 1.0 1.0 1.0
Supervisor 4.0 4.0 4.0 4.0
Telecommunicator 14.0 14.0 14.0 14.0
Terminal Agency Coordinator 1.0 1.0 1.0 1.0
TOTAL 23.0 23.0 23.0 23.0
FY2023 Accomplishments:
Calibrated and standardized the hiring process to incorporate the TestGenious
CritiCall Application and live observation process for all applicants.
Implemented a multi-phase written curriculum for new hires to ensure consistent
and thorough training for all dispatchers, allowing dispatch trainees to be
deployable by skillset once module performance benchmarks are achieved and
maintained.
Created a career training progression template to incorporate advanced training
standards in years two and three, adding to the Telecommunicator Certified
Training Officer (CTO) team and initiating Tactical Dispatch and Intelligence
Dispatch foundational training.
Provided leadership development and promotional preparatory training to
Telecommunicators concluding with one Shift Supervisor promotion and one
ATAC assignment.
Numerous division members attended APCO, NENA and Kentucky Emergency
Services (KESC) conferences as well as presented several sessions at the
NENA and KESC conferences.
Implemented RapidSOS and RapidDeploy for enhanced 911 cellular caller
location, outbound SMS text, alternate language text, location link and video link
capabilities.
Implemented CrewForce for police and fire customers allowing them instant
access to CAD data via smart device, self-dispatching, unit location tracking,
automated unit status updates and facilitated notifications.
Recipient of the national Tyler Excellence Award for facilitating the rescue of a
lost hunter utilizing RapidSOS and CrewForce technology.
49 | P a g e
Received a Kentucky 911 Grant to remediate and update the graphical
information systems (GIS) data for Paducah and McCracken County into the
NENA required format for Next Generation 911 Compliance.
Updated the Public Warning System for the Paducah Gaseous Diffusion Plant.
Streamlined several internal processes including managing Open Records
Requests, Public Safety Records Requests, and Criminal History tracking.
Revised monthly billing report to include incident details for subscribing fire
agencies.
Developed mechanism to track transfer incidents to Mercy to capture this
previously uncalculatable workload.
Implemented employee briefing with formal briefing document published twice
monthly.
Implemented employee recognition program, Special Thanks and Recognition
and Employee of the Month designation.
Federal Engineering completed work on and released the Radio RFP.
Upgraded New World systems software to 2022.1 service pack 2.
FY2024 Goals:
Begin implementation of a new county-wide radio system
Achieve full staffing of the department
Recognition as Kentucky certified Next Gen 911 compliant
Expand employee recruitment and outreach
Telecommunicators work towards NENA Excellence in Dispatch certification
Shift Supervisors work towards NENA Shift Supervisor and Center Manager
certification
Execute quarterly GIS mapping updates for New World applications
Finalize and document emergency evacuation procedures
Equip a back-up dispatch space and perform evacuation drills
Ensure 911 telephone and logging recorder technology is consistently upgraded
to the current available standard
Take measurable steps for implementation of new radio console equipment and
infrastructure
Maintain New World Systems to the most up-to-date version available
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Statement of Revenue and Expenditures: 911 Communications Services Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Taxes $667,457 $687,383 $655,000 $695,000
Grants $552,237 $535,476 $726,110 $765,375
Charges for Service $39,747 $42,583 $35,000 $40,000
Interest Income $263 $540 $500 $750
Interfund Transfers
Radio Fund $789,375 $464,985 $113,470 $110,845
General Fund $114,836 $396,190 $1,041,450 $1,129,155
Total Revenue $2,163,916 $2,127,157 $2,571,530 $2,741,125
Expenditures
Personal Services $1,655,522 $1,568,113 $1,902,215 $2,095,988
Contractual Services $114,673 $170,199 $182,140 $199,615
Commodities $248,045 $242,427 $294,655 $298,327
Capital Outlay 0 0 $4,600 $4,900
Interfund Transfers $145,676 $146,418 $187,920 $142,295
Total Expenditures $2,163,916 $2,127,157 $2,571,530 $2,741,125
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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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Taxes $494,042 $510,824 $489,000 $515,000
Interest Income $4,502 $5,361 $32,000 $20,000
Interfund Transfers
Investment Fund $600,000 $918,000 $1,200,000 $1,500,000
Solid Waste Fund 0 0
Total Revenue $1,098,544 $1,434,185 $1,692,200 $2,035,000
Expenditures
Contractual Services $1,200 $1,280 $1,280 $1,280
Commodities 0 0 0 0
Capital Outlay $1,016,958 $1,202,817 $1,600,000 $2,033,720
Interfund Transfers
Capital Projects Fund $250,000 0 0 0
Total Expenditures $1,268,158 $1,204,097 $1,601,280 $2,035,000
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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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Licenses & Permits $5,414,682 $5,886,614 $5,800,000 $6,200,000
Interfund Transfers
General Fund 0 $285,000 $25,000 0
Debt Service Fund $154,000 0 0 0
Capital Projects Fund 0 0 0 0
Total Revenue $5,568,682 $6,171,614 $5,825,000 $6,200,000
Expenditures –
Economic Development
Contractual Services $755,920 $49,944 $21,230 $21,400
Contributions $317,700 $900,546 $1,034,500 $1,047,000
Interfund Transfers
General Fund $175,000 $70,000 $120,000 $120,000
MAP Fund $600,000 $918,000 $1,200,000 $1,500,000
Debt Service Fund $1,631,152 $1,631,872 $1,725,060 $1,533,985
Capital Projects Fund $1,368,075 $2,126,250 $2,085,000 $1,972,725
Total Expenditures $4,847,847 $5,696,612 $6,185,790 $6,195,110
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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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Grants $197,500 $395,000 $1,405,000 $200,000
Total Revenue $197,500 $395,000 $1,405,000 $200,000
Expenditures
Contractual Services $197,500 $395,000 $1,400,000 $200,000
Total Expenditures $197,500 $395,000 $1,400,000 $200,000
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COURT AWARDS FUND
Fund Description:
At the conclusion of successful prosecutions of criminal investigations, the court system
in Kentucky awards law enforcement agencies money and property that was seized.
These assets are then used by the agency toward other investigations; in effect, using
criminals’ cash to investigate other criminals. Historically, The Paducah Police
Department has used its Court Awards Fund to finance drug investigations through
payments to confidential informants and as “buy” money. Funds have also been used
to purchase in-car computers and other investigative tools.
The Court Awards Fund balance is very fluid; money seized by law enforcement
agencies is in “suspense” until it is released to the agency by the courts, which happens
at various times during the year. On average, more than half of the available balance is
in “suspense” at any given time.
The money is used by the department, according to federal guidelines and restrictions,
to purchase drugs, pay informants and conduct other criminal investigations. Federal
regulations prevent this money from being used to supplant General Fund dollars and
all purchases must receive approval from the Chief of Police before being completed.
Statement of Revenue and Expenditures: Court Awards Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Fines $28,234 $37,853 $30,000 $30,000
Interest Income $2,022 $2,420 $2,100 $7,000
Total Revenue $30,256 $40,273 $32,100 $37,000
Expenditures
Contractual Services $36,676 $34,180 $60,800 $60,800
Commodities 0 0 $30,000 $30,000
Total Expenditures $36,676 $90,800 $90,800 $90,800
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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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Licenses $1,211,819 $1,788,776 $1,840,000 $1,850,000
Total Revenue $1,211,819 $1,788,776 $1,840,000 $1,850,000
Expenditures
Grants $1,211,819 $1,788,776 $1,840,000 $1,850,000
Total Expenditures $1,211,819 $1,788,776 $1,840,000 $1,850,000
TAX INCREMENT FINANCING FUND
Fund Description:
The Tax Increment Financing (TIF) Fund was established in FY2024 for the purpose of
capturing all manner of financial transactions associated with the City’s TIF District. TIF
is a financing and development tool that permits local governments to capture future
increases in certain taxes generated by new development within a specified area. The
captured value of the increase in revenues is used to finance public improvements and
to attract private development projects.
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
County Increment (Property Tax) 0 0 0 $21,000
Interfund Transfers
General Fund $100,000
Total Revenue 0 0 0 $121,000
Expenditures
Interfund Transfers
Capital Projects Fund 0 0 0 $121,000
Total Expenditures 0 0 0 $121,000
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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 $239,893,155. The City’s
projected net general obligation indebtedness of $36.6 million at June 30, 2024 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 FY2024, the City’s net debt service payments ($3.7 million gross, less $656
thousand provided by other funding sources) will be approximately 7.0% of General
Fund revenues. The table below illustrates the City’s portion of debt service payments
over the last few years.
$2.83 $2.98 $2.98 $3.05 $3.16 $3.16 $3.34
$4.46
$3.46 $3.56 $3.73
$1.86 $2.052 $2.057 $2.127 $2.133 $2.139 $2.315
$3.171 $2.810 $2.909 $3.075
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024MillionsCity's Share Versus
Total Debt Service Payments - $
Debt Service Payments
City's Share of Payment
57 | P a g e
Statement of Revenue and Expenditures: Debt Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Leases 0 $9,778 0 0
Licenses & Permits $648,733 $654,429 $655,305 $655,875
Property Rent & Sales $113,605 $103,822 0 $109,720
Charges for Service $637,414 0 0 0
Interest Income $16,160 $10,689 $9,000 0
Other fees $1,824,118 0 0 0
Interfund Transfers
General Fund $757,036 $1,027,438 $1,033,035 $1,291,180
Bond Fund $273,229 0 0 0
E911 $145,676 $146,419 $141,920 $142,295
Investment Fund $1,631,152 $1,631,872 $1,725,060 $1,533,985
Total Revenue $6,047,123 $3,584,447 $3,564,320 $3,733,055
Expenditures
Contractual Services $2,000 $2,130 $2,130 $2,130
Agent Fees KLC 0
2001 Series $544,659 $550,627 $551,500 $551,800
2003 Series $228,942 $233,625 $232,625 $41,000
2004 Series $1,274,828 0 0 0
2005 PFPF $491,161 $489,940 $493,405 $491,550
2009 KLC $186,752 $185,274 $183,400 $186,150
2009 KACO $197,247 $196,291 $195,290 $193,985
2010 Series $428,343 $429,197 $429,300 $429,100
Murray State University $175,000 $170,638 $161,430 $161,425
2013 Series $302,618 $301,433 $304,335 $301,415
2017 CFSB $104,074 $103,802 $103,805 $104,075
2018A Series $110,104 $111,556 $107,810 $108,930
2018B Series $145,676 $146,418 $141,920 $142,295
2018C Series $26,265 $7,859 $110,870 $221,440
2018D Series 0 0 0 0
2020A Series $539,104 $537,498 $537,500 $797,500
Interfund Transfers
General Fund $900,000 0 0 0
Investment Fund $154,000 0 0 0
Total Expenditures $5,810,773 $3,466,288 $3,555,320 $3,732,795
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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 for telecommunication, 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-
IT Virtualization EQ0031 9.353 $35,000
ERP Software Purchase EQ0022 9.238 50,000
SSR – Demo/Foreclosures CD0102 9.325 85,000
SSR – Beautification/Clean up CD0103 9.327 10,000
SSR – Homeowners Incentive CD0104 9.328 62,000
SSR – Business Grants ED0116 13.201 40,000
Riverport Grant Match ED0117 13.202 90,000
Remote Workers Incentive Program ED0118 13.203 72,725
Weyland Ventures (TIF program) ED0119 13.155 121,000
Retail Strategies ED0121 13.209 41,000
Roof Stabilization Grants DT0030 9.244 35,000
Upper Story Living Grants DT0033 9.253 100,000
Façade Grants DT0035 9.257 5,000
Downtown Business Grants DT0038 9.260 100,000
Riverfront Dredging DT0047 9.292 150,000
TIF ‘live’ DT0052 9.329 5,000
Police Technology Set Aside PO0101 9.291 25,000
Lien Recovery/Foreclosures MR0010 9.70 50,000
Cultural Assets MR0088 9.341 287,000
Greenway/Bike Master Plan MR0095 9.355 100,000
Facilities Maintenance PF0070 9.225 250,000
City Facilities Improvements PF0079 9.330 400,000
Sports Field Rehabilitation PA0131 9.356 40,000
Total Appropriations $2,153,725
Source of Funding-
Investment Fund 2400 $2,153,725
Total Sources $2,153,725
Source: FY2024 CIP Fund (4000) Revenues & Expenditures budget.
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Statement of Revenue and Expenditures: Capital Improvements Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Grants $1,067,556 $1,886,547 $8,540,305 0
Interest Income 0 0 ($1,430) 0
Insurance 0 0 $1,200,000 0
Loans $48,236 $3,460,662 $1,244,091 0
Charges for Service $35,097 $58,679 $68,634 0
Other $460,031 $204,638 $162,647
Property Rent & Sales $17,494 $12,633 $2,559
Interfund Transfers
General Fund $3,336,120 $1,026,092 $6,729,483 0
E911 Fund 0 0 $46,000 0
MAP Fund $250,000 0 0 0
Investment Fund $1,368,075 $2,126,250 $2,085,000 $2,153,725
Capital Projects Fund $182,926 $654,362 $5,628,523 0
Bond Fund $50,000 0 $3,000,001 0
Solid Waste Fund 0 0 0 0
Civic Center Fund $14,820 0 0 0
Total Revenue $6,830,357 $9,429,863 $28,705,814 $2,153,725
Expenditures
Administration $495,353 $270,928 $1,416,817 $427,000
Finance $77,058 $34,800 0 0
Technology $60,327 $48,948 $634,030 $35,000
Clerk/Customer Exper. $11,690 $17,228 $56,469 0
Planning $315,105 $497,017 $5,305,374 $691,725
Police $700,004 $478,427 $389,180 $25,000
Fire $90,408 $280,498 $808,481 $135,000
Public Works $110,372 $36,474 $1,738,565 $650,000
Engineering/Floodwall $1,728,161 $5,799,179 $16,174,398 $150,000
Human Resources $18,600 0 0 0
Parks $846,031 $140,186 $3,035,940 $40,000
E911 $46,500 $35,775 $19,528 0
Interfund Transfers
General Fund $38,336 $3,128 $1,222 0
Rental Fund 0 0 0 0
MAP Fund 0 $3 0 0
Investment Fund 0 0 0 0
Capital Projects Fund $182,926 $654,362 $6,604,639 0
Other Trust Funds 0 0 $1,969 0
Total Expenditures $4,720,871 $8,296,957 $36,186,612 $2,153,725
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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 for the 2020A GOB is $1.57 million for Fiscal Year 2025 and forward.
Statement of Revenue and Expenditures: Bond Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Bond Premium $232,710 0 0 0
Bond Proceeds $3,020,000 0 0 0
Interest Income $125,240 $145,996 $110,100 $300,000
Total Revenue $3,377,950 $145,996 $110,100 $300,000
Expenditures
Contractual Services 0 0 0 0
Debt Service $3,252,710 $37,153 $3,900,000 $12,500,000
Interfund Transfers
Debt Service $273,229 0 0 0
Capital Projects Fund $50,000 0 $15,900,000 $5,000,000
Total Expenditures $3,575,939 $37,153 $19,800,000 $17,500,000
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ENTERPRISE FUNDS
Enterprise Funds are financed and operated in a
manner similar to private business enterprises where
the intent of the governing body is that the costs of
providing goods and services to the general public on a
continuing basis be financed or recovered primarily
through user charges. The City utilizes four enterprise
funds: Solid Waste Fund, Transient Boat Dock, Civic
Center Fund, and Section 8 Fund.
62 | P a g e
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.
SOLID WASTE FUND
The division maintains an inventory of all
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
located on North 8th Street provides
composting programs to meet federal and
state targeted goals of 25% reduction in
the solid waste stream. This facility
operates a bio-solids composting facility
by combining yard waste collected with
bio solids from the Paducah McCracken
Co. Joint Sewer Agency wastewater
treatment plant to produce an enriched
soil amendment. Paducah’s composting
facility has been the model used by
several other communities to initiate their
own composting facilities.
63 | P a g e
Staffing Summary: Solid Waste Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Administration
City Enginer & Pub. Wks Director 0.0 0.0 0.0 0.0
Public Works Director 0.50 0.50 0.50 0.50
Assistant PW Director 0.50 0.50 0.25 0.25
Solid Waste Superintendent 0.0 0.0 0.0 1.0
Solid Waste Supervisor 2.0 2.0 2.0 1.0
Administrative Assistant 0.0 1.50 1.25 1.25
Administrative Assistant III 1.50 0.0 0.0 0.0
Residential Collection
Laborer 2.0 3.0 1.0 1.0
Truck Driver 11.0 11.0 13.0 13.0
Commercial Collection
Truck Driver 4.0 4.0 4.0 4.0
Compost and Yard Debris Recycling
Compost Supervisor 1.0 1.0 1.0 1.0
Compost Equipment Operator 2.0 2.0 2.0 2.0
Laborer 1.0 0.0 0.0 0.0
TOTAL 25.50 25.50 25.0 25.0
Statement of Revenue and Expenditures: Solid Waste Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Grants $62,715 $56,682 $55,000 $64,000
Property Rent & Sales $59,348 $1,580 $40,000 $1,000
Charges for Services $4,560,891 $4,800,026 $4,659,100 $4,778,000
Interest Income $27,164 $28,349 $20,000 $88,000
Other Fees $160 $2,819 0 $1,000
Total Revenue $4,710,278 $4,889,456 $4,774,100 $4,932,000
Expenditures
Administration $1,252,718 $1,121,036 $1,272,168 $1,305,187
Residential Collection $1,858,730 $1,754,216 $2,768,746 $2,695,309
Commercial Collection $1,251,652 $1,256,300 $1,697,746 $1,723,203
Compost $371,447 $358,893 $904,126 $856,603
Landfill $14,132 $14,670 $16,200 0
Recycling $21,978 $21,946 0 0
Interfund Transfers $363,859 $360,296 $397,460 $395,055
Total Expenditures* $5,134,516 $4,887,357 $7,056,446 $6,975,357
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year.
64 | P a g e
TRANSIENT BOAT DOCK FUND
Fund Description:
The function of the Paducah Riverfront
Transient Dock is to provide a mooring
facility for transient boaters and visitors
to our community. The dock will provide
fueling services, sanitary pump-outs,
and overnight docking with electric
service. Parks & Recreation is
responsible for overseeing the
reservations and operation of the
Transient Dock. Engineering and Public
Works oversees transition operations
during periods of Ohio River flooding.
FY2023 Accomplishments:
Awarded Boater’s Choice Award for the sixth straight year.
Staffing Summary: Transient Boat Dock Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Maintenance Technician* 0.3 0.0 0.0 0.0
Laborer* 0.0 0.3 0.3 0.3
TOTAL 0.3 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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Rental Income $6,742 $36,701 $36,000 $36,000
Interest on Checking $34 $246 0 0
Sales $33,481 $78,491 $75,000 $80,000
Permits & Fees $929 $5,627 $5,500 $5,500
Interfund Transfers
General Fund $65,383 $33,715 $12,615 0
Total Revenue $106,569 $154,780 $129,115 $121,500
Expenditures
Personal Services $19,177 $19,998 $20,937 $21,199
Contractual Services $20,959 $19,426 $22,915 $23,105
Commodities $68,319 $80,677 $85,260 $93,340
Total Expenditures $108,455 $120,101 $129,112 $137,644
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CIVIC CENTER FUND
Fund Description:
The main function of the Robert Cherry Civic Center is
to provide rental services at a competitive rate.
Currently, the Robert Cherry Civic Center is undergoing
renovations. Rental services will resume once
renovations are complete. 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.
Statement of Revenue and Expenditures: Civic Center Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Rental Income ($2,750) ($175) 0 0
Interfund Transfers
General Fund $28,900 $27,911 $25,420 0
Total Revenue $26,150 $27,736 $25,420 0
Expenditures
Contractual Services $2,524 $2,128 $430 0
Commodities $17,459 $23,221 0 0
Depreciation $10,021 $10,020 $10,025 0
Interfund Transfers
Capital Projects Fund $14,820 0 0 0
Total Expenditures $44,824 $35,369 $10,455 0
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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
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Section 8
Housing Coordinator 1.0 0.0 0.0 0.0
TOTAL 1.0 0.0 0.0 0.0
Statement of Revenue and Expenditures: Section 8 Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Grants $95,545 0 0 0
Total Revenue $95,545 0 0 0
Expenditures
Personal Services $88,710 0 0 0
Contractual
Services
$4,665 0 0 0
Commodities $450 0 0 0
Total Expenditures $93,825 0 0 0
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INTERNAL SERVICE FUNDS
Internal Service Funds are used to accumulate
and allocate costs internally among the City’s
various functions. The City utilizes four internal
service funds: Fleet Maintenance Fund, Fleet
Lease Fund, Insurance Fund, and Health
Insurance Fund.
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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 many local fire departments and agencies. 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
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Fleet Maintenance
Fleet/Maintenance Superint. 0.5 0.5 0.0 0.0
Assistant PW Director* 0.0 0.0 0.25 0.25
Fleet Superintendent 0.0 0.0 1.0 1.0
Fleet Supervisor 1.0 1.0 1.0 1.0
Senior Admin Assistant 0.0 1.0 1.0 1.0
Administrative Assistant III 1.0 0.0 0.0
Fleet Mechanic II 4.0 4.0 5.0 5.0
TOTAL 6.5 6.5 8.25 8.25
*Position split between funds (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
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Statement of Revenue and Expenditures: Fleet Maintenance Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent & Sales $3,304 $310 $500 0
Internal Service Rev. $409,322 $500,713 $507,500 $630,000
Other Fees 0 0 0 0
Interfund Transfers
General Fund $91,127 $98,655 $189,640 $183,750
Solid Waste $37,221 $40,296 $77,460 $75,055
Total Revenue $540,974 $639,974 $775,100 $888,805
Expenditures
Personal Services $602,119 $463,069 $697,579 $713,044
Contractual Services $29,631 $30,034 $31,960 $26,360
Commodities $48,942 $53,639 $73,760 $97,401
Capital Outlay 0 0 0 $52,000
Depreciation $5,130 $4,886 $3,665 $3,715
Total Expenditures $685,822 $551,628 $806,964 $892,520
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FLEET LEASE TRUST FUND
Fund Mission:
The Fleet Lease Trust Fund is used to account for all manner of financial activity
regarding the accumulation of funds for, and the purchase of, vehicles and heavy
equipment used by departments operating out of the General Fund.
The Fleet Lease Trust Fund, created in FY1999, ensures that appropriate funding is
available for the replacement of vehicles and heavy equipment owned by the City.
When a new unit is purchased, a lease amount is calculated by dividing the cost of the
unit over its expected useful life. Each department (lessee) pays the lease amount
monthly into the Fleet Lease Trust Fund. When the unit comes to the end of its useful
life and is ready for auction, the funds accumulated from the lease payments and
interest earned provide the funds to replace the unit. All units included in this fund are
owned by the fund itself, not the lessee Department, and Fleet Maintenance has the
sole authority and responsibility for management (including acquisition and disposal) of
Fleet Lease Trust Fund Units. Solid Waste and Fleet Maintenance Fund vehicles are
not included in the Fleet Lease Trust Fund.
Statement of Revenue and Expenditures: Fleet Lease Trust Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent $1,003,323 $1,027,174 $1,073,715 $1,094,290
Insurance $6,725 0 $70,810 $50,000
Sales $35,806 $14,400 $25,000 $25,000
Interest Income $29,542 $23,448 $18,000 $100,000
Interfund Transfer $6,638 0 0 0
Total Revenue $1,082,034 $1,065,022 $1,187,525 $1,269,290
Expenditures
Contractual Services $53,000 $53,195 $57,195 $57,195
Commodities $314 0 $1,000 $2,000
Capital Outlay $140,651 0 $1,396,265 $1,619,870
Depreciation $959,165 $954,526 $900,000 $838,000
Interfund Transfers
General Fund 0 0 0 0
Total Expenditures $1,153,130 $1,007,721 $2,354,460 $2,517,065
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INSURANCE FUND
Fund Mission:
The Insurance Fund was designed to account for all manner of revenues and
expenditures associated with the City’s insurance activities, including the cost to provide
insurance on a continuing basis through user charges. All lines of coverage are
generally acquired through the Kentucky League of Cities Insurance Program with
coverage for: public official’s liability, general liability, vehicle damage and liability,
property damage, law enforcement liability, workers’ compensation insurance,
commercial crime coverage, and all other special lines of coverage.
In FY2007, the City adopted a $5,000 ‘first dollars’ paid deductible program for workers’
compensation insurance policy. Similar deductible programs were set up in FY2007 to
address public officials ($10,000) and law enforcement liability ($25,000) insurance
policies. In FY2016, property damage coverage ‘first dollars’ deductibles were set in
place for ($25,000).
Statement of Revenue and Expenditures: Insurance Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Interest Income 0 0 0 0
Internal Service Revenues $1,341,492 $1,267,992 $1,269,630 $1,276,415
Interfund Transfers
General Fund $140,231 $13,230 $90,000 $70,000
Total Revenue $1,481,723 $1,281,222 $1,359,630 $1,346,415
Expenditures
Contractual Services $1,369,971 $1,219,400 $1,364,560 $1,350,845
Interfund Transfers
General Fund 0 0 0 0
Total Expenditures $1,369,971 $1,219,340 $1,364,560 $1,350,845
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HEALTH INSURANCE FUND
Fund Mission:
The Health Insurance Fund is a self-insured internal service fund designed to capture all
manner of financial activities associated with the Employee Health Insurance Cafeteria
Plan.
The City of Paducah contracts with a third-party administrator to assist in managing the
health insurance program. Premiums charged to the employees and the City’s
contributions are reviewed annually and adjusted as necessary to keep the self-funded
plan sustainable. Re-insurance is purchased through this fund to protect it against
catastrophic loss. The City cares about the health of their employees and is committed
to supporting wellness. A variety of wellness activities and preventative programs are
also included in this fund. As an ‘associate agency’, the Joint Sewer Agency (JSA)
participates in the City’s health insurance plan.
Statement of Revenue and Expenditures: Health Insurance Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Internal Service Revenues $3,495,783 $3,583,651 $3,650,600 $3,444,420
Interest Income $25,949 $26,253 $15,000 $90,000
Total Revenue $3,521,732 $3,609,904 $3,665,600 $3,534,420
Expenditures
Contractual Services $3,294,206 $3,539,209 $3,589,900 $3,454,720
Interfund Transfers
General Fund $65,000 $70,000 $75,700 $79,700
Total Expenditures $3,359,206 $3,609,209 $3,665,600 $3,534,420
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FIDUCIARY FUNDS
Fiduciary funds are used to account for assets held in
trust by the government for the benefit of individuals
or other entities. The City utilizes two fiduciary
funds; Appointive Employees’ Pension Fund (AEPF)
and Police & Fire Pension Fund (PFPF).
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APPOINTIVE EMPLOYEES’ PENSION FUND (AEPF)
Fund Description:
The Appointive Employees’ Pension Fund (AEPF) of the City of Paducah was
established in 1946. It was authorized by the Kentucky Revised Statues. The fund was
put in place to cover all civil service employees of the City of Paducah except police and
fire fighters, which have their own retirement plan. Starting in 1975, eligible employees
voted to migrate into the Kentucky County Employees Retirement System (CERS)
which is administered by the State of Kentucky. The AEPF plan closed to any new
members following the 1975 CERS vote.
In the past, the AEPF’s source of funding has been from investments; however, all Fund
assets were exhausted by the end of FY2016. Starting in FY2017 this fund was funded
by the General Fund through FY2022 with the passing of the final pensioner.
Statement of Revenue and Expenditures: AEPF Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Interfund Transfers
General Fund $12,927 $3,912 0 0
Total Revenue $12,927 $3,912 0 0
Expenditures
Personal Services $9,940 $3,025 0 0
Contractual Services $2,973 $887 0 0
Commodities $14 0 0 0
Total Expenditures $12,927 $3,912 0 0
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POLICE & FIRE PENSION FUND (PFPF)
Fund Mission:
The Police and Fire Pension Fund (PFPF) of the City of Paducah was created in 1956
to provide retirement, disability, and death benefits for police and fire fighters and their
beneficiaries. On August 1, 1988, the plan was closed to new entrants and current
active duty police and firemen of the City were given a choice of remaining in this plan
or transferring into the Kentucky County Employees Retirement System (CERS), which
is administered by the State of Kentucky.
This fund is primarily funded by a $6 million bond that was issued in 2005. Although it
was anticipated that this bond would carry the fund to term, the downturn in the
economy in 2008 led to decreased investment earnings and an unfunded liability. An
annual transfer from the General Fund is made to meet the minimum actuarial
requirement.
Statement of Revenue and Expenditures: PFPF Fund
Actual
FY2021
Actual
FY2022
Revised
FY2023
Proposed
FY2024
Revenue
Property Rent & Sales $1,095,790 ($678,848) $260,000 $425,000
Interest Income $69,462 $69,207 $100,050 $100,100
Other Fees $6,548 0 $500 $500
Internal Service Revenues 0 0 0 0
Interfund Transfers
General Fund $343,000 $310,000 $260,000 $260,000
Total Revenue $1,514,800 ($299,641) $620,550 $785,600
Expenditures
Personal Services $980,922 $934,025 $915,000 $822,000
Contractual Services $42,764 $44,264 $30,355 $30,355
Commodities $300 $292 $300 $300
Total Expenditures $1,023,986 $978,581 $945,655 $852,655
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City of Paducah Statistical &
Supplemental Information
Mission, Vision, and Organizational Values
Vision Statement - Paducah is a city where people
strive to reach their full potential through lifelong
learning, healthy lifestyle, creativity, culture, and
compassion for one another.
Mission Statement - To be the best city in the world.
Organizational Values
Solution-Driven: We believe in proactively working together to discover innovative
solutions that meet our current and future needs.
Customer Experience: We believe in providing excellent service delivery for both our
internal and external customers through a welcoming and respectful environment.
Every Person Matters: We believe that every member of Team Paducah is critically
important as we strive to accomplish our mission, and every person that chooses to live,
work, and play in our City matters.
Action-Oriented: We believe Paducah leads through responsiveness, positive forward
momentum, and a thirst to always improve.
Fiscal Responsibility: We believe in the prudent stewardship of public funds.
Personal Accountability: We believe in holding each other accountable to ensure 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 44th Paducah Board of Commissioners began their terms on January 1, 2023.
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
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330 full-time employees. The City Manager also is responsible for preparing the budget,
submitting it to the board for adoption, and administering it. Department directors report directly
to the City Manager. The City of Paducah is comprised of 11 main departments: Administration,
Customer Experience/City Clerk, Police, Fire, Finance, Parks & Recreation, Technology,
Planning, Engineering, Public Works, and Human Resources.
After conducting a national recruitment process using the executive search firm GovHR USA,
the Paducah Board of Commissioner approved in July 2021 the hiring of Daron Jordan as
Paducah’s City Manager. Jordan had previously served as the city manager of Paris, Kentucky.
Jordan holds a Master’s in Organizational Management and has been certified by the
International Economic Development Council as a Certified Economic Developer.
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.
The Paducah-McCracken County
Convention Center Corporation
(PMCCC), an independent board of
directors appointed by Paducah’s
Mayor and the McCracken County
Judge-Executive, oversees two
convention center facilities and the
dome pavilion in downtown
Paducah. VenuWorks, which began
working in Paducah in February
2019, manages the facilities.
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. The facilities have seen
an uptick in the number of sports leagues interested in renting space for tournaments.
Community Overview
Paducah, which is approximately 20 square miles, is the only incorporated community in
McCracken County, Kentucky. The 2020 Census shows population growth for both the city and
county with a total McCracken County population of 67,875, an increase of 3.52 percent.
Paducah experienced an 8.44 percent growth between 2010 and 2020 with the 2020 Census
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figures at 27,137. However, since Paducah is the economic, educational, medical, and cultural
hub of the region, daytime population can often swell to more than 100,000 people. This
daytime population places a stress on the local services including police, fire, and E911
response.
Paducah can be reached by five
exits along Interstate-24,
approximately halfway between
the metropolitan areas of St.
Louis, Missouri and Nashville,
Tennessee. The developing
Interstate-69 corridor also is a
key player in leading people to
Paducah.
Paducah is uniquely located at
the confluence of the Ohio and
Tennessee Rivers. The Paducah area is often referred to as the Four Rivers Region and the
Hub of the Inland Waterways because of its proximity to the Ohio, Tennessee, Cumberland, and
Mississippi Rivers. Residents and tourists enjoy the natural features of neighboring Land
Between the Lakes National Recreation Area.
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
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.
Paducah’s Population Trend
Year Population
2020 27,137
2010 25,024
2000 26,307
1990 27,256
1980 29,315
1970 31,627
1960 34,479
Sources: U.S. Census Bureau and City of
Paducah Comprehensive Plan
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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 was completed in 1949. 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.
Since 1997, the City has been
working with the U.S. Army
Corps of Engineers to
rehabilitate the floodwall
including the rehabilitation of all
pump stations, flap gates, seal
closures, gate wells, I-walls,
and the construction of a new
pump station. The rehabilitation
projects are in their final stages.
These critical and current
projects have a significant
budgetary impact. The floodwall
rehabilitation is an approximately $37 million project with a 65/35 cost-sharing split.
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.
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Economic Overview
The Paducah-McCracken County Labor Shed consists of 11 counties in western Kentucky and
southern Illinois with a population of more than 233,000 that includes a highly skilled workforce
of approximately 120,000. 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. Currently, a new terminal is in the
final stages of construction with an opening date mid-2023. In March 2022, SkyWest issued a
departure notice to discontinue Essential Air Service to 29 regional airports including Barkley
Regional. The airport worked through the Essential Air Service process and announced that
Contour Airlines would be providing service from Paducah to Charlotte with the first flight in
December 2022.
Paducah’s Principal Taxpayers – Property Tax (2022)
Taxpayer Assessed Valuation
% of Total
Assessed
Valuation
Kentucky Oaks Mall $58,870,100 2.18%
Cpark Paducah LLC 20,111,900 0.74%
Boyd Co. FKA Whayne Supply Company 16,099,962 0.60%
Menard LLC 14,950,001 0.55%
Paducah Medical Investors 13,440,090 0.50%
Ducmall LLC 13,119,800 0.49%
Woodstone Enterprises LP 12,429,000 0.46%
Walmart Real Estate Business 10,646,400 0.39%
Computer Services, Inc. 10,504,986 0.39%
Greenway Village LLC 10,070,624 0.37%
TOTALS $180,242,863 6.67%
Source: Property Valuation Administration; Assessed value as of January 1, 2021
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To assist residents and business owner with their entrepreneurial goals along with business
retention and expansion, the City of Paducah’s Business Development Specialist, a position in
the Planning Department,
works collaboratively with
representatives from the
Greater Paducah
Economic Development
(GPED) and the Paducah
Area Chamber of
Commerce. Plus, in
collaboration with local
partners, the City offers a
Business Resource
Guide providing connections to local banks, commercial insurance agencies, accountants, and
grants.
With Paducah’s easy river access and rail service, the city is 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 is positioned
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.
Assessed Value of Taxable Property
Fiscal Year Real Estate Personal
Property
Commercial Residential
2022 $1,089,161,125 $951,835,958 $554,605,247
2021 $1,041,983,926 $936,331,898 $584,105,652
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
Source: McCracken County Property Valuation Administrator
Paducah’s Principal Employers (2022)
Employer Employees (1) % of Total Employment
(2)
Baptist Healthcare Systems 1452 5.12%
Bon Secours Mercy Health, Inc. 1443 5.08%
Walmart Associates, Inc. 931 3.28%
Paducah Board of Education 633 2.23%
Baptist Health Medical Group 381 1.34%
West Kentucky Community & Technical
College
367 1.29%
ViWinTech Windows & Doors 352 1.24%
Lowes of Paducah #465 349 1.23%
City of Paducah 341 1.20%
GMRI 314 1.11%
TOTALS 6563 23.13%
Sources:
(1) City of Paducah Finance Department
(2) State of Kentucky – Office of Employment and Training. (Ratio based on
employment within County of McCracken)
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Educational Opportunities
Paducah and McCracken County have had significant investments in educational facilities over
the past decade. Currently, the Paducah Independent School District is constructing a new
Head Start Building adjacent to Paducah Tilghman High School. Federal Disaster Relief Act
funds in the amount of $14.5 million are being used for the project. The funding is a result of the
heavy rain from the remnants of Hurricane Harvey in 2017 which flooded the Head Start facility.
Outside the City limits, the new Lone Oak Middle School, a nearly $39 million project, opened to
students in late 2021.
Other significant achievements include the 2020 grand opening to celebrate the $22.6 million
investment for 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. These recent projects are in addition to the more than $90 million worth of educational
projects completed before 2020. 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.
Economic Indicators for Last Ten Fiscal Years
Fiscal Year Population
(1)
Personal
Income (1)
Per
Capita
Income
(1)
Median
Age (1)
School
Enrollment
(2)
Unemployment
Rate (3)
2021-2022 27,137 $830,934,940 $30,620 43.8 2832 4.6%
2020-2021 27,137 $830,934,940 $30,620 43.8 2832 5.9%
2019-2020 25,024 $511,240,320 $20,430 41.4 3,232 5.4%
2018-2019 25,024 $511,240,320 $20,430 41.4 2,980 5.5%
2017-2018 25,024 $511,240,320 $20,430 41.4 2,835 6.4%
2016-2017 25,024 $511,240,320 $20,430 41.4 3,132 6.8%
2015-2016 25,024 $511,240,320 $20,430 41.4 3,139 6.2%
2014-2015 25,024 $511,240,320 $20,430 41.4 2,843 5.6%
2013-2014 25,024 $511,240,320 $20,430 41.4 3,138 8.2%
2012-2013 25,024 $511,240,320 $20,430 41.4 2,744 8.4%
Sources:
(1) Bureau of the Census Count – 2010, 2020
(2) Board of Education; represents elementary and secondary public schools
(3) Kentucky Cabinet for Human Resources, Department for Employment Services
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Population, Housing, and Education Overview
Quick Facts Paducah Kentucky
Population (2020 Census) 27,137 4,505,836
Population (2010 Census) 25,024 4,339,367
Percent Change (2010 to 2020) 8.44% 3.84%
Persons under 5 years, percent, 2020 6.5% 6.1%
Persons under 18 years, percent, 2020 20.5% 22.4%
Persons 65 years and over, percent, 2020 19.5% 16.8%
Female persons, percent, 2020 53.5% 50.7%
White alone, percent, 2020 73.4% 87.5%
Black or African American alone, percent, 2020 21.8% 8.5%
American Indian and Alaska Native alone, percent, 2020 0.9% 0.3%
Asian alone, percent, 2020 0.8% 1.6%
Native Hawaiian and Other Pacific Islander alone, percent, 2020 0.1% 0.1%
Two or More Races, percent, 2020 2.2% 2.0%
Hispanic or Latino, percent, 2020 3.1% 3.9%
Veterans, 2017-2021 1270 250,427
Foreign born persons, percent, 2017-2021 2.0% 4.0%
Housing units, July 1, 2021 NA 2,008,239
Owner-occupied housing unit rate, 2017-2021 52.5% 67.8%
Median value of owner-occupied housing units, 2017-2021 $125,800 $155,100
Households, 2017-2021 11,493 1,748,475
Persons per household, 2017-2021 2.19 2.50
Living in same house 1 year ago, percent of persons age 1 year+,
2017-2021
89.9% 86.0%
Language other than English spoken at home, % of persons age 5
years+, 2017-2021
3.0% 5.9%
High school graduate or higher, percent of persons age 25 years+,
2017-2021
90.9% 87.7%
Bachelor’s degree or higher, percent of persons age 25 years+,
2017-2021
27.4% 25.7%
Median household income (in 2021 dollars), 2017-2021 $42,024 $55,454
Per capita income in past 12 months (in 2021 dollars), 2017-2021 $32,813 $30,634
Persons in poverty, percent 22.7% 16.5%
Source: U.S. Census Bureau
Regarding higher education, the Murray State University Paducah Regional Campus opened in
2014. The facility, which receives financial support from the City through bond payments, is
situated across from West Kentucky Community & Technical College (WKCTC) along
Paducah’s higher education corridor on U.S. 62. In February 2019, WKCTC and MSU signed a
transfer agreement to allow for a seamless pathway for WKCTC graduates to transfer credits in
certain fields toward a bachelor’s degree from MSU.
Over the past several years, the Aspen Institute has recognized WKCTC as a community
college that achieves strong student success. In 2015, Aspen named WKCTC as one of the top
three community colleges in the United States. In its pursuit of excellence, WKCTC has been
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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.
The downtown and adjacent Lower Town
areas of Paducah benefit from the
presence 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.
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.
To prepare the workforce of the future, the Paducah-McCracken County area is committed to
providing scholarship funding for up to 60 credit hours toward higher education at WKCTC. In
2010, the City, County, Rotary Club of Paducah, and private partners worked together to create
the Community Scholarship Program. The City of Paducah contributes funding 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 quilt visionaries Bill and
Meredith Schroeder. Due to the COVID-19
situation, the 2020 and 2021 annual AQS
QuiltWeek™, which attracts approximately
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30,000 local and international visitors each April, had to be cancelled, but the event and its
crowd of fiber arts enthusiasts returned in April 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
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.
Paducah is thrilled to see a more than $14 million investment in Paducah’s Southside with The
Dunlap project. This renovation to the historic Walter C. Jetton Middle School includes housing
units, a restoration of the concert hall for the Paducah Symphony Orchestra, and the creation of
a conservatory for music training and education. The groundbreaking for this project was in
August 2021 with the first residents welcomed in April 2023.
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.
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The City of Paducah also works to support local artists, creatives, and entrepreneurs. 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 partners with Cape
Girardeau-based Codefi for a co-working and business start-up incubator to create high tech
jobs and startup companies in Paducah.
The Paducah Creative & Cultural Council,
which was created in 2020, acts as a resource
for local artists and organizations; recognizes,
promotes and encourages creative industry
growth; assists with the installation of public art
in neighborhoods, public places, and
commercial corridors; and performs
assessments on the state of arts and culture in
Paducah. In 2022, the Council launched the website paducaharts.org which includes a creative
directory. Artists of all types are encouraged to submit their information for inclusion on the
directory which will help link artists with projects.
Neighborhoods
Neighborhood revitalization has been a
City of Paducah priority for decades and
has received national awards and
attention. In 2002, City leaders adopted
a plan to revitalize Lower Town, the
oldest neighborhood in Paducah by
inviting. artists from across the nation 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.
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.
In November 2022, the National Park Service listed the Northside Residential District on the
National Register of Historic Places. This 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 Commission also has prioritized the Southside region of neighborhoods, a large area
of eight neighborhoods. In March 2021, residents and business owners provided input at two
public meetings. In June and July 2021, the City, volunteers, and partners held Southside Rise
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& Shine Neighborhood events which allowed a neighborhood to be the center of attention for a
week of beautification and celebration. Paducah was honored to receive the 2022 Kentucky
League of Cities City Government of the Year award for the Southside Rise & Shine
Neighborhood Spruce Up initiative.
The City is continuing to prioritize Southside. The Southside Steering Committee has been
meeting since February 2022. Plus, there is a focus on revitalization in the Walter Jetton
Neighborhood, the site of The Dunlap project.
The City of Paducah also partners with the Paducah 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.
Downtown
Paducah Main Street, a division of the Paducah Planning Department and 2023 Accredited
Main Street America and Kentucky Main Street Accredited program, 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. Paducah enjoys
seeing new businesses open in the district and provides revitalization programs for assistance.
Programs include façade and beautification grants, roof stabilization assistance, and upper story
residential grants. 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 and Cocktail Trail assist in creating a vibrant and active downtown.
In June 2021, the State issued Paducah an Entertainment Destination Center license. This
license 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.
The City of Paducah is dedicated to providing an environment for downtown growth. In March
2021, the City 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.
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A pivotal downtown project 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 am 81-
room boutique hotel along
Jefferson Street and a mixed
use-development along
Broadway. Between the two
developments is city-owned
parking and public open space.
City Block was honored to have Kentucky Governor Andy Beshear speak at the January 2023
groundbreaking. The construction is underway with the public amenities expected to open later
in 2023 and the hotel in 2024.
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 prepares it for the projects associated with the $10.4 million Better
Utilizing Investments to Leverage Development (BUILD) grant that the City is receiving through
the Maritime Administration (MARAD). The BUILD grant’s primary objectives are to provide
improved transportation elements and increase the passenger experience for riverboat visitors
who visit downtown Paducah.
The BUILD grant project is more than half way through the design process. After the
engineering design and construction bidding process, there is an approximately 18-month
construction period. The BUILD grant’s transformative projects for Paducah’s downtown and
riverfront include
• A new dock structure and excursion landing plaza to be located downstream of the foot of
Broadway;
• Improved bike and pedestrian linkages through the improvements of three intersections,
the addition of wayfinding, and creation of a multi-use path; and
• Improvements near the transient boat dock (former Executive Inn site) to include green
space and seating.
Embracing Our River Access
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
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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.
In January 2022, Tennessee RiverLine awarded Paducah-McCracken County the Excellence in
River Animation award for demonstrating an exemplary commitment to breaking down access
barriers to river spaces and experiences through river programming that is safe, inclusive and
innovative. Training experiences at
local pools and multiple small events
on area rivers are helping build a
culture of paddling among diverse
community members and
organizations.
Also, for the sixth consecutive year,
Paducah’s Transient Boat Dock
located in downtown Paducah
received the Boater’s Choice Award
through Marinas.com. The award
honors marinas and docks that
consistently provide an excellent
home for the boating community.
Parks & Recreation
The City of Paducah manages more than two dozen parks and recreational facilities. To
encourage health and fitness and link several neighborhoods, Paducah offers more than five
miles of Greenway Trail for the community to enjoy.
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.
Noble Park has celebrated several
enhancements including the following:
The 2020 opening of the
Music Garden, an interactive
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playground with outdoor musical instruments. The City, seven garden clubs of Paducah,
and private donors were partners in this fun project.
In 2020, the City celebrated the revitalization of the Noble Park Tennis Courts which
over the past few years have included the addition of a restroom facility, the
reconstruction of the courts, the addition of sidewalks, and paved parking. The two junior
courts received additional striping to designate pickleball, a sport growing in popularity.
A ribbon cutting was held in 2020 for the Peck Education Trail, a project funded by the
estate of J. Lane Peck. The Peck Education Trail is more than a half mile in length and
connects to the existing wooded trail behind the Amphitheatre. In 2021, the Kentucky
Recreation & Parks Society’s (KRPS) honored the Paducah Parks & Recreation
Department with the 2021 Outstanding Facility Award for the Peck Education Trail.
In 2023, the City accepted a bid for the construction of eight pickleball courts across
from the Noble Park Tennis Courts on the east side of Lake Montgomery.
Also, in 2023, in preparation for the construction of the Outdoor Sports Complex at the
former Bluegrass Downs site and Stuart Nelson Park, the City approved the relocation of
the Stuart Nelson Dog Parks to Noble Park. The design of the new dog parks is
underway.
Along with parades, recreational leagues, and events organized though the Parks & Recreation
Department, the City of Paducah also supports numerous annual festivals through either cash
or in-kind support including the Dogwood Trail, AQS QuiltWeek™, the Lower Town Arts & Music
Festival, and Barbecue on the River.
Commission Priorities
After holding strategic planning sessions in February and March 2023, the Paducah Board of
Commissioners adopted 10 priorities. There are also five continuous improvement items. The
Commission Priorities and continuous improvement items (in no particular order) along with
their objectives are listed below:
Priority – Bike Lanes and Trails – The goal is to have a walkable and bikeable
community through the expansion of trails and bike lanes. The tactics include adopting
a Greenway Trail Master Plan, updating the Bike Master Plan, and gathering input from
the public.
Priority - City Facilities – The City is prioritizing the facility needs outlined in the 2020
Facilities Survey and Plan that assessed 14 City buildings.
Priority – Community Growth – The goal is to invest time and resources that further
the community growth mindset. The City and County have launched the development of
a joint comprehensive plan. Plus, the 2021 Commission Priority of launching the
Remote Workers Incentive Program is continuing with several successful applicants
who have relocated to Paducah.
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Priority - Downtown – The goal is
a concentrated effort to support,
enhance, celebrate, beautify, 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 City Block
project, the BUILD grant project,
and Opportunity Zones. This
priority also focuses on small
businesses and filling vacant
storefronts through energizing the
merchants, Paducah Main Street Board, and associated committees.
Priority - Housing – The goal is to improve Paducah’s housing stock the process to
update the Comprehensive Plan with McCracken County. This priority also focuses on
residential housing development incentives, partnerships with financial institutions, and
partnerships with developers. The City also provides surplus property parcels for
redevelopment along with an incentive of providing house plans at no charge.
Furthermore, a success story is The Dunlap, a private development to rehabilitate the
former Walter Jetton School into apartments and space for the Paducah Symphony.
The City assisted through a roof stabilization grant.
Priority - Minority Inclusion – The objective is to lead by example through the
adoption of city-wide and departmental inclusion strategies focusing on a diverse pool
of applicants for employment, committees, and boards. In 2022, employees participated
in Diversity, Equity, and Inclusion (DEI) training. Plus, the Paducah Diversity Advisory
Board is meeting to provide recommendations to the community and City leaders. In
2023, City employees participated in a DEI survey with Murray State University. The
results will be used to set goal and training for the City organization.
Priority – Neighborhoods – The objective is to support community-led initiatives to
strengthen neighborhoods including the support of neighborhood meetings and watches
and the education of the community on support services that are available from the City.
Priority – Quality of Life – The goal is a focused effort on City services and projects
that improve the community. In January 2022, the City launched an online portal and
app which focuses on brush collection, code enforcement, and general inquiries. The
expectations for this priority are to evaluate various ordinances, raise public awareness
on mental health, and focus on beautification and litter collection.
Priority – Revenue Equity – This priority focuses on the auditing and enforcement of
occupational licenses within the community.
Priority - Southside Enhancements – The objectives are to engage, empower, and
beautify the Southside region of neighborhoods and its associated business community.
In 2021, the City held two public meetings which led to the Southside Rise & Shine
Neighborhood events. Each week during the summer of 2021, one neighborhood was
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the focus for beautification and volunteer projects with a Sunday celebration as the
capstone. The focus now is to work on residential and commercial development in the
Walter Jetton area, develop incentive programs, increase housing quality, create
gateways through the use of public art, and support the Southside Steering Committee.
Continuous Improvement - 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. A 911 Communication Oversight Committee met throughout 2022 to
make recommendations. Over the past few years, upgrades have been made in the
telephone, logging recorder, and computer aided dispatch systems. The next project is
upgrading the radio infrastructure, radios, and cell tower/antenna sites. A request for
proposals was issued in 2022 with bids opened in March 2023.
Continuous Improvement – Continue Efforts to Improve Operational Efficiencies
– The goal is to use existing and new data to achieve process improvements
Continuous Improvement – Joint City/County Sportsplex – The City is 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. An interlocal cooperation
agreement was signed by the
three entities in September 2022.
The master plan is completed with
preliminary cost estimates, and
the facility design is underway.
The City also approved moving
the Stuart Nelson Dog Parks to
Noble Park.
Continuous Improvement – Protecting Key Historical and Cultural Resources –
The goal is to collaborate with community partners to support and invest in the historical
and cultural resources unique to Paducah. The City has started the renovation project
on the Robert Cherry Civic Center and in partnership with the McCracken County
Sports Tourism Commission will work to honor the legacy of Dr. William Stuart Nelson
as part of the joint City/County sportsplex. The City has contracted with Rhodes
Heritage Group for a preservation assessment and stewardship plan for various historic
assets including the Hotel Metropolitan and the Columbia Theatre.
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Continuous Improvement - Stormwater – With a topography that leads to flash
flooding and an aging
stormwater infrastructure, the
City is implementing projects
outlined in the Stormwater
Master Plan. Using FEMA and
ARPA funding, the City has
replaced the bridge (former
bridge pictured) on Buckner
Lane near Buckner Lake Circle.
Also, the City has expanded the
project scope for the South 24th
Street and South 25th Street road
projects to include a four-acre
stormwater detention basin. The
basin is under construction.
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THE BUDGET PROCESS
.
February 8, 2023 – Finance sends out budget calendar to departments
March 1, 2023 – Payroll cost projections finalized for personal services
March 13, 2023 – Budget training / open lab
April 10 – April 14, 2023 – Department budget interviews with Finance Director
April 17 – April 21, 2023 – Department budget interviews with City Manager
May 1 – May 5, 2023 – Budget workshop with City Commissioners
May 23, 2023 – Introduce 1st reading of budget ordinance
June 13, 2023 – Second reading and adoption of budget ordinance
July 7, 2023 – Budget Book posted on City website
February 17, 2023 – Personal services population verified
March 24, 2023 – Budget entry closed to departments
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EMPLOYEE BUDGET CENSUS
FY2021 FY2022 FY2023 FY2024
Proposed Proposed Proposed Proposed Change
CC Department/Divisions
2020-
2021
2021-
2022
2022-
2023
2023-
2024
From
PY
0102 MAYOR & COMMISSION* 5 5 5 5 0
0103 CITY MANAGER 6 7 7 5 -2
0104 CITY CLERK 0 0 0 0 0
0105 LEGAL 0 0 0 0 0
TOTAL GEN GOVT 11 12 12 10 -2
0201 ADMINISTRATION 2 2 2 2 0
0202 ACCOUNTING & BUDGET 4 4 4 4 0
0203 HUMAN RESOURCES 0 0 0 0 0
0205 REVENUE 5 5 5 6 1
TOTAL FINANCE 11 11 11 12 1
0301 PRDA 0 0 0 0 0
0501 TECHNOLOGY 4 5 6 8 2
601 CUSTOMER EXPERIENCE 5 5 4 4 0
0801 ADMINISTRATION 0 0 0 0 0
0802 CONSTRUCTION 0 0 0 0 0
0803 CODE ENFORCEMENT 0 0 0 0 0
0804 NEIGHBORHOOD REDEVELOPMENT 0 0 0 0 0
TOTAL INSPECTION 0 0 0 0 0
1201 ADMINISTRATION 2 2 2 2 0
1202 PLANNING 5 5 5 5 0
1203 GRANTS 0 0 0 0 0
1206 SECTION 8 1 0 0 0 0
1209 DOWNTOWN DEVELOPMENT 0 0 0 0 0
TOTAL PLANNING 8 7 7 7 0
1601 ADMINISTRATIVE SERVICES 5 5 5 5 0
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1602 PATROL 62 62 63 61 -2
1604 INVESTIGATIONS 20 20 19 21 2
1607 COPS GRANT 0 3 3 3 0
TOTAL POLICE 87 90 90 90 0
1801 ADMINISTRATION 3 3 3 3 0
1802 SUPPRESSION 60 60 60 60 0
1803 PREVENTION 11 11 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 75 75 75 75 0
2201 ADMINISTRATION 0 0 0 0 0
2202 STREET MAINTENANCE 23.75 24.75 23 23 0
2214 DOWNTOWN LANDSCAPE 0 0 0 0 0
2216 MAINTENANCE 14.25 13.25 13.75 13.75 0
TOTAL EPW - PUBLIC WORKS 38 38 36.75 36.75 0
2201 ADMINISTRATION 4.5 4.5 4 4 0
2209 RESIDENTIAL 13 14 14 14 0
2210 COMMERCIAL 4 4 4 4 0
2211 COMPOST & RECYCLING 4 3 3 3 0
2212 BULK BRUSH 0 0 0 0 0
TOTAL SOLID WASTE 25.5 25.5 25 25 0
2215 FLEET MAINTENANCE 6.5 6.5 8.25 8.25 0
2401 ADMINISTRATION 8 9 3 3 0
2402 GROUNDS & CEM. 12 14.7 16.7 16.7 0
2405 RECREATION 0 0 6 6 0
2409 SPECIAL EVENTS 5.7 2 0 0 0
TOTAL PARKS & RECREATION 25.7 25.7 25.7 25.7 0
2406 BOAT DOCK 0.3 0.3 0.3 0.3 0
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3011 HUMAN RIGHTS 0 0 0 0 0
3307 ENGINEERING 6 6 6 6 0
3308 FLOOD CONTROL 5 5 5 5 0
GIS 0 0 0 0 0
TOTAL EPW - ENGINEERING 11 11 11 11 0
3511 RISK/HUMAN RESOURCES 4 4 4 5 1
4011 E911 23 23 23 23 0
4411 PRA 0 0 0 0 0
TOTAL FULL-TIME POSITIONS 335 339 339 341 2
* -The above amounts include
elected officials (5).
Summary: FY2021 FY2022 FY2023 FY2024 Change
GENERAL FUND 279.7 283.7 282.45 284.45 2
E911 FUND 23 23 23 23 0
ENTERPRISE FUNDS 32.3 32.3 33.55 33.55 0
FULL-TIME POSITIONS 335 339 339 341 2
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OUTSTANDING DEBT
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CONTRACT FUNDING RECOMMENDATIONS
Organization Fund Amount
Carson Center 24000401 580610 $ 30,000.00
Maiden Alley Cinema 24000401 580710 $ 3,500.00
Market House Theatre 24000401 580600 $ 20,000.00
Midtown Alliance 24000401 580680 $ 30,000.00
National Quilt Museum 24000401 580650 $ 12,000.00
Paducah Arts Alliance 24000401 580840 $ 3,000.00
Paducah Symphony Orchestra 24000401 580550 $ 10,000.00
River Discovery Center 24000401 580570 $ 4,000.00
Habitat for Humanity 24000401 580870 $ 10,000.00
Sprocket 24000401 580810 $ 75,000.00
UTHF – Hotel Metropolitan 24000401 580590 $ 3,000.00
Yeiser Art Center 24000401 580330 $ 12,500.00
Paducah Housing Authority 24000401 580860 $ 2,500.00
Beautiful Paducah 24000401 580900 $ 10,000.00
Family Service Society 24000401 580910 $ 15,000.00
George Wilson Safety Foundation 24000401 580920 $ 2,500.00
Papillion Center 24000401 580930 $ 5,000.00
Total $ 248,000.00
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CITY OF PADUCAH, KY FLEET ACQUISITION FY2024
Fleet Lease (7100)
Dpt Year Make/Model Proj. Cost
($)
HR 2024 Hybrid Escape $38,000
Parks 2024 ½ Ton 4WD Pickup $44,000
Public Works 2024 ½ Ton 4WD Pickup $44,000
Police 2024 Captains SUV $52,000
Police 2024 Patrol K9 SUV $55,000
Police 2024 (6) Patrol SUV’s $318,000
Police 2024 (2) Patrol SUV’s $97,870
Fire 2024 Pumper Truck $780,000
Fire 2024 SSV Pickup $60,000
Engineering 2024 Tracked ZTR Mower $25,000
All 2024 Contingency for
wrecked vehicles $106,000
Total for Fleet Lease Trust Fund $1,619,870
Solid Waste (5000)
Dpt Year Make/Model Proj. Cost ($)
Residential 2024 Pac Mac MiniPacker $200,000
Fleet Maint. (7000)
Gen Gov 2024 Ford Explorer $52,000
Total for Solid Waste and Fleet Maint. Funds $252,000
Total for Fleet Acquitision Plan for FY2024 $1,871,870
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GLOSSARY OF TERMS
A
Accrual Basis of Accounting – Recognition
of the financial effects of transactions,
events and circumstances in the period(s)
when they occur regardless of when the
cash is received or paid.
Adopted Budget – The budget as modified
and approved by the City Commission. The
adopted budget is authorized by ordinance,
which sets the legal spending limit for the
year.
Appropriation – A legal authorization
granted by a legislative body (City
Commission) to make expenditures and
incur obligation for designated purposes.
B
Bond – A promise to repay borrowed money
on a particular date, including the payment
of a specified dollar amount of interest at
predetermined intervals, often twenty years
in the future.
Budget – A plan of financial operation
embodying an estimate of proposed
expenditures for any given period and the
proposed means of financing them.
C
Capital Improvement Plan – A plan that
assesses capital needs against the City’s
overall goals and objectives, using a multi-
year planning horizon.
Capital Outlays – Expenditures which result
in the acquisition of or addition to fixed
assets which are individually priced at more
than $3,000.
Commodities – A cost category for items
required by departments to conduct their
operations. Examples include utility costs,
fleet charges, fuel, and repair/upkeep.
Annual Comprehensive Financial Report
(ACFR) – The complete annual financial
report of the City that is prepared in
conformity with generally accepted
accounting principles. An independent
auditing firm audits the financial statements
in this annual report.
Contractual Services – The costs related to
services performed by individuals or
businesses. Examples include insurance,
legal, audit, and landfill charges.
D
Debt Service – Payment of interest and
principal on an obligation resulting from
bond sales or lease-purchase agreements.
Department – A major administrative unit of
the City that indicates responsibility for an
operation or group of related operations
within a functional area.
Depreciation – Change in the value of
assets (equipment, buildings, etc. with a
useful life of five years or more) due to use
of the assets.
Division – A specific operation within a
group of related operations or functional
area.
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E
Enterprise Fund – A fund established to
account for operations that are financed and
operated in a manner similar to private
business. It is the City’s intent to recover
the costs of providing the service primarily
through user charges.
Enterprise Resource Planning (ERP) –
Business management software – typically
a suite of integrated applications – that is
used to collect, store, manage and interpret
data from government activities.
Expenditures – Decreases in net financial
resources. Expenditures include current
operating expenses which require the
current or future use of net current assets,
debt service, and capital outlays.
F
Fiduciary Fund – A fund used to account for
assets held in trust by the government for
the benefit of individuals or other entities.
Fixed Assets – Assets of a long-term
character, which are intended to continue to
be held or used, such as land, buildings,
improvements other than buildings,
machinery and equipment.
Full Time Equivalent (FTE) – A position for
an employee working a 40-hour week for 52
weeks a year, i.e., 2,080 annual hours
(2,912 for firefighters).
Fund – A fund is a grouping of related
accounts that is used to maintain control
over segregated resources for specific
activities or objectives.
Fund Balance – The net worth of a fund,
measured by total assets minus total
liabilities. For purposes of reading this
budget document, fund balance is cash.
Fiscal Year (FY) – A 12-month period to
which the annual operating budget applies
and at the end of which a government
determines its financial position and the
results of its operations. The City of
Paducah’s fiscal year begins July 1st and
ends the following June 30th. The term
FY2016 denotes the fiscal year beginning
July 1, 2015 and ending June 30, 2016.
G
General Fund – The general fund is used to
account for receipts and payments that do
not belong to another specific fund, it is
often referred to as the ‘operating fund’.
General Obligation Bonds – Bonds for the
payment of which the full faith and credit of
the issuing government is pledged.
Geographic Information System (GIS) – A
program that facilitates the efficient
management of spatial or geographic
information.
Government Finance Officers Association
(GFOA) – The Government Finance
Officers Association is the premier
association of public-sector professionals
and is dedicated to providing high-quality
support to state and local governments.
Governmental Funds – Those funds through
which most governmental functions typically
are financed. The acquisition, use, and
financial resources and the related current
liabilities are accounted for through
governmental funds (General, Special
Revenue, Capital Projects, and Debt
Service Funds).
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I
Infrastructure – The basic equipment and
structures (such as roads and bridges) that
are needed for a municipality to function.
Internal Service Fund – A fund used for
operations serving other funds or
departments within a government on a cost-
reimbursement basis.
K
Kentucky Revised Statutes (KRS) – The
name given to the body of laws which
govern the Commonwealth of Kentucky.
M
Modified-Accrual Basis of Accounting –
Accounting system in which revenues are
recognized when available and measurable
and expenses are recorded when the
services or goods are received and the
liabilities are incurred.
Municipal Aid Program (MAP) – A program
in which a percentage of the motor fuels tax
received by the State is distributed to
incorporated cities based on their
population.
O
Operating Expenditure – An ongoing cost
for providing basic governmental services.
Ordinance – A formal legislative enactment
by the governing body of a municipality. If it
is not in conflict with any higher form of law,
such as a state statute or constitutional
provision, it has the full force and effect of
law within the boundaries of the municipality
to which it applies.
P
Payment In Lieu of Tax (PILT) – Payments
to the City of offset losses in property taxes
due to non-taxable property with their
boundary.
Pension Trust Funds – A fund that is made
up of money that has been contributed by
both the employer and the employee for
pension benefits. A trustee administers the
funds and invests the money, collects the
earnings and interest, and distributes the
benefits.
Personal Services – The costs (wages and
benefits) associated with compensating
employees for their labor.
Proprietary Fund – Operation that operates
like a private commercial operation, in which
services are financed through user charges
and expenditures include the full cost of
operations.
R
Reserve – Fund balance that cannot be
appropriated or spent.
Revenues – Increases in net financial
resources. Revenues include the receipt of
assets for goods sold or services provided
in the current reporting period,
intergovernmental grants, and interest
income.
S
Special Revenue Funds – A fund
established by a government to account for
money that must be used for a specific
project.
U
Unfunded Liability – Any liability or other
expense that does not have savings or
investments set aside to pay it.