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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
99
Revenue & Expenditures..............2
59
General Fund Statement of
103
Revenue by Source......................3
Administration ..............................4
Finance........................................8
Technology...................................11
City Clerk/Customer Experience..
13
Planning.......................................17
Police...........................................24
Fire...............................................28
Public Works................................32
Parks and Recreation...................35
Human Rights..............................39
Engineering & Floodwall...............40
HR & Risk Management...............43
Other General Fund Divisions ......45
OTHER GOVERNMENTAL FUNDS ....46
Rental Property Fund ...................47
Radio Fund...................................48
E911 Fund....................................49
Opioid Settlement Fund................53
Municipal Aid Program Fund ........54
Investment Fund ..........................55
Tax Increment Financing Fund ..... 56
CDBG Fund..................................57
Court Awards Fund ......................58
99
Transient Room Tax Fund ............
59
Debt Service Fund........................60
103
Capital Projects Fund ...................62
Bond Fund....................................65
ENTERPRISE FUNDS.....................66
Solid Waste Fund.........................67
99
Transient Boat Dock Fund ............
69
Civic Center Fund.........................70
103
INTERNAL SERVICE FUNDS ...........71
Fleet Maintenance Fund...............72
Fleet Lease Trust Fund ................74
Insurance Fund ............................75
Health Insurance Fund .................76
FIDUCIARY FUNDS .......................77
PFPF............................................78
STATISTICAL & SUPPLEMENTAL
INFORMATION..............................79
APPENDICES
The Budget Process.....................98
Employee Budget Census ............
99
Outstanding Debt .........................102
Contract Funding Recommendations..
103
Fleet Acquisition Plan...................104
Glossary .......................................105
HOW TO READ THIS DOCUMENT
Welcome
Welcome to the published City of Paducah budget for the fiscal year beginning
July 1, 2025 and ending June 30, 2026. Not only is this budget a financial plan from
which you can learn about the City's finances, the FY2026 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 explains the major policies
and issues which impacted the development of the City's 2026 Fiscal Year Budget. This
section also contains the City's mission statement and core beliefs, the official
ordinance adopting the FY2026 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
FY2026 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 2023 and 2024 fiscal years. The revised
column reflects year to date budgeted revenue and expenditure amounts in the 2025
fiscal year. Finally, the adopted column reflects the 2026 fiscal year adopted 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.
(3D
CITY OF PADUCAH
NO South Uh 4rrccr
Paducah. KY 42002-2267
Paducah Residents.
It is my privilege to present the City of Paducah's Annual Budget for Fiscal Year 20216. covterinp
the period born July 1. 2025. through June 30. 20261 This budget represents our continued
commitment to responsibility while investing in the services. infrastructure. and quality of
lite initiatives that make Paducah a vibrant cummttnity .%h arc pcop.le strive to reach their full
Potential,
The FY 2026 budget reflects our dedicatinn to the City's six care organiautinnal values:Solution-
Driven, Customer Experience. Every Person Flatters. Action -Oriented. Fiscal Responsibility, and
Peram al Accountability. These values guide, our decision-making. and resource allocationas we
work to scree the citizens of`Paducah.
This budget was developed through a collaborative process involving all cite departments. With
guidance from. the Board of Commissioner,;, and with careful consideration of community needs
and priorities. The result is a balanced financial plait that maintains essential services, addresses
infrastructure n"ds. suppcirts c�nnomic d veloprnent. and enhances duality of life for al I
residents.
The FY 2026 budget refleets our commitment to prudent financial management while investing
in key priorities established by the Board ofC'ornmis*ion ra, "lhe General Fund. which is the
City's main operating fund. has a projected re), TUIL" of nctarly Forty-nine million dollars for fisca- 1
year 2026. Occupational licensing. property tax es. and the insurance premium tax are the three
primary sources of revenue for the 6enceral Fund.
The total budget" fn VY 2026. is S 137.8 million dollars when all funding acc:oLmis and transfers
are considered. This comprehensive hudeet allows us (t) i"unci essential cite services- capital
improvements, and special initiatives that :are aligned with the Commission's priorities.
Our fiscal priorities for FY 2020 include:
I> Maintaining Fiscal Responsibility: We continue to upheld o ficient financial practices and
maintain our bUdget p0liccy ofensuring that at least ten percent ofour annual revenues are placed
into our reser%e Aindl
. liofrastructure Investment: The budget prioritizes ongoing maintenance of our facilities and
infrastructure while planning for future facility needs.
3. Economic Development: We continue to support downtown revitalization, the Tax Increment
Financing (TIF) District, and initiatives to attract and retain businesses.
4. Quality of Life Enhancements: Investments in parks, recreation, arts, and cultural amen}ixies
remain a priority to enhance livability for all residents.
5. public Safety: The budget maintains strong support for police and fire servzc;es to ensure
community safety.
Debt service, economic development, neighborhood redevelopment, and infrasiructurelcapital
investment are all funded through the Investtment Ftmd. This fund balance is derived by
allocating 0.5% of our 2% Occupational License Fee. For FY 2026 this 0.5% allocation is
projected to ,generate $6.97 million dollars.
The FY 2026 budget allocates resources to provide essential services and address community
priorities. Major expenditure categories include:
Public Safety
+ Parks and recreation
Infrastructure
* Economic Development
• Capital Investments
Community Support
As presented, the FY 2026 budget supports the ten priorities established by the Berard of
Commissioners. These tan priorities are;
* Quality Dousing
* RentaI Property Occupancy Permitting
• Downtown/Ecc)nomic Development
• Southside Revitalization
• Growth
+ Quality of Life
• City Facilities
• City Staffing Needs
• Revenue Equity
• Support for Hurnarn and Social Services
Additionaily, this budget funds continuous improvement in the areas of storrnwater management,
trails and bike lanes, and merntaI health awareness.
In c aiwlusion. the FY 2026 budget represents a balanced approaeh to meeting current neerls
while planning for Paducab's future 11% maintaining lescal discipline. investing in our
infrastructure, supporting; economic der elopmera. and enhancing the qua] ity of life for our
residents, we position our cite fur continued growth and prosperity.
As we implement this budget, we remain conirnitted to transparency. efficiency. and responsive
service to our citizens. We will continue to monitor economicconditions. seer: innovative
lutions to challenges. and adjust our strategics as needed to ensure the lost use of public;
resources.
As residents you can be assured that your elected officials. Mayor Brae, Mayor Pro Tern Wilson,
Commissioner Henderson, Commissioner Smith, and Commissioner Thomas, were ful l
engaged in the budget development and adaption process.
I would like tct express my gratitude to our I: inance team. finder the leadership of our Finance
Director Jonathan Perkins, and with the assistance of our Controller Audra Kyle arra the whale
finance team, the budget process would not run as smoothly as it does. AdditiOir:clly, i w -could like
to recognize deur Assistant City Manager Michelle STnolen and our whole Executive Leadership
Team for their dedication tee being gond stewards ofthe public dollars entrcr-Ud to us. Working
together, we are building, a stronger, more vibrant Paducah for our current, and .future. residents.
Respectfully submitted,
ron E. Jordan. CE'cD
City Manager
ORDINANCE NO. 2025-06-9847
AN ORDINANCE ADOPTING THE CITY OF PADUCAH, KENTUCKY, ANNUAL
OPERATING BUDGET FOR THE FISCAL YEAR JULY 1, 2025, THROUGH NNE 30,
2026, BY ESTIMATING REVENUES AND RESOURCES AND APPROPRIATING FUNDS
FOR THE OPERATION OF CITY GOVERNMENT
WHEREAS, an Annual Operating Budget proposal has been prepared and delivered to
the Board of Commissioners of the City of Paducah, KY; and,
WHEREAS, the Board of Commissioners has reviewed and discussed the proposed
Annual Operating Budget and desires to adopt it for Fiscal Year 2026.
NOW, THEREFORE, BE IT ORDAINED by the City of Paducah, Kentucky as follows:
Sect'SectiolL 1. The Annual Operating Budget for the Fiscal Year beginning July 1, 2025 and
ending June 30, 2026, including all sources of estimated revenues and appropriations for all City
funds as set forth in Exhibit Number 1 attached hereto is hereby adopted.
Section 2. The balance of all capital construction, renovation, improvement projects, and
grants currently approved and/or nearing completion are hereby approved for re -appropriation
and carry over for the Fiscal Year beginning July 1, 2025 and ending June 30, 2026.
Seetion 3. The City does hereby adopt the following financial management policies:
A. The General Fund's minimum undesignated cash balance shall be 10% of the
General Fund's budgeted appropriations. The Investment Fund's minimum undesignated cash
balance shall be 10% of the Investment Fund's budgeted appropriations. The Solid Waste Fund's
minimum unreserved cash halance shall be 10% of the Solid Waste's budgeted operating
expenses.
B. The City Manager or designee is authorized to transfer appropriated amounts
between funds, departmental budget line items, projects, between divisions of departments, and
between departments as shown in Exhibit Number 1.
C. Funds appropriated as Administrative contingency shall be obligated at the
discretion of the City Manager, however, the Board of Commissioners shall be notified five
calendar days prior to obligation of the proposed expenditure. If any individual member of the
Board of Commissioners requests Commission review of a proposed expenditure, the City
Manager shall bring expenditure before the Commission for approval by municipal order, or not
proceed.
D. City Manager shall assure that recurring revenues and resources are greater than
or equal to recurring expenditures. The City Manager ur his designee shall be authorized to
increase appropriations in an amount not to exceed any unanticipated increases in revenue or
resources.
E. The City Manager has the authority to enact a budget allocation program or to
transfer funds to or from any departmental line item appropriation, Department Directors shall be
responsible for keeping all appropriated accounts within their respective department positive,
F. As vehicles are acquired, the City will fully fund the Fleet Lease Trust Fund in
order to replace rolling stock owned by the fleet Lease Truat Fund as it achieves obsolescence.
The Fleet Lease Trust Fund shall be funded with monthly lease charges assigned to rolling; stock
as determined by the Finance Director or his designee. All non -enterprise funded rolling stock is
owned by the City's Fleet Lease Trust Fund, and leased to respective depatttnents for use.
G. The City will maintain a self-insurance fund called Health Insurance Trust Fund
through the use of user fees as set by administrative policy,
H. In fiscal year 2006, the City issued a General Obligation Bond (GOB) for the
Police and Firefighters' Pension Fund (PFPF) bringing the fund up to an actuarially sound basis;
however, the multi-year recession starting in fiscal year 2009 reduced the fund's corpus leaving
an unfunded liability. Funding is provided in the General Fund of this ordinance to further
address the PFPF unfunded liability.
K%City CleiklCITY CLL. IORDlFINANCEtBudgat FY202+6 OnNnance-Darx
1. The City will provide to all eligible employees up to a $727 per month credit (for
the months of July - December 2025) to be applied to the Comprehensive Health Insurance
Benefit Plan (Cafeteria Plan) as directed by the employee. In January 2026, this monthly credit
may be adjusted by the Board of Commissioners as recommended by the City Manager or his
designee.
J. The City will maintain a special fund called Investment Fund, and is considered
an extension of the General Fund, The Investment Fund is funded with a 112 cent portion of the
City's occupational license fee (employee payroll withholding tax). This fund is dedicated to the
following expenditures: economic development, neighborhood re --development, infrastructure
capital investment, and property tax relief.
L. The Oak Grove Cemetery (PF0048) project will be funded in the following
manner: 30% of all cemetery lot sales, and 30% of all cemetery crypt sales will be credited to the
project. Proceeds are to be used solely for the general care, maintenance, and embellishments of
the cemetery.
Section 4. The provisions of this Ordinance are hereby declared to be severable, and if
any section, phrase or provision shall for any reason be declared invalid, such declaration of
invalidity shall not affect the validity of the remainder of this Ordinance.
Section 5. All prior Municipal Orders or Ordinances or parts of any Municipal Order or
Ordinance in conflict herewith are hereby repealed.
Section[ k, This ordinance shall be read on two separate days and will become effective
upon publication in full pursuant to KRS Chapter X124.
A--
George Bray, Mayor
ATTEST:
(::54-Parishy '
Lindsay , Clerk
Inbndueed by the Board of Commissioners, May 27 , 2025
Adopted by the Board of Commissioners, Sure 10, 2025
Recorded by Lindsey parish, City Clerk, Supe 10, 202.5
Published by The Pa6rah Sun, Rw 14, 2025
ORDTINANCEMudget FY2026
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FUNDS
GENERAL
MAP
INVESTMENT
TIF
ERI I
MOLD
COURT AWARDS
ROOM TAX
DEBT
C1P
BOND FUND
SOLID WASTE
TRANSIENT BOAT DOCK
RENTAL
FLEET MAINTENANCE
FLFPT LEASE TRUST
INSURANCE
14EALTH INSURANCE
PFPF
OTHER TRUSTS
OPRIATIO
51,198,934
3,116,000
7,887,440
123,(10{1
3,343,495
53,0%
112,165
1,855,000
5,567,361
11,947,805
33,795,280
8,052,519
444,544
142,513
1,092,826
2,853,765
1,330,581
4,045,470
731,715
85.425
3
137,778,934
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.
It � iii
PA CAH
Be the Best
DIRECTORY
MAYOR
George Bray
BOARD OF COMMISSIONERS
Sandra Wilson — Mayor Pro -Tem
Raynarldo Henderson
Robert Buz Smith
Dujuan Thomas
City Manager........................................................................................... Daron Jordan
Finance Director....................................................................... Jonathan Perkins, CPA
CityClerk................................................................................................Lindsay Parish
Chief Technology Director........................................................................... Eric Stuber
Planning Director......................................................................................... Carol Gault
Police Chief..................................................................................................Brian Laird
FireChief...................................................................................................... Steve Kyle
Public Works Director................................................................................ Chris Yarber
Parks and Recreation Director.................................................................... Am ie Clark
City Engineer.......................................................................................... Greg Guebert
Human Resources Director.................................................................. Stefanie Wilcox
Communications Manager...................................................................... Pam Spencer
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BUDGETED DEPARTMENTAL STAFFING SUMMARY
All positions shown are full-time equivalent (FTE) and are for Fiscal Years.
2023 2024 2025 2026
General Fund
Administration'
12.0
10.0
10.0
11.0
Finance
11.0
12.0
12.0
12.0
Technology
6.0
8.0
8.0
8.0
Clerk/ Cust. Exp.
4.0
4.0
5.0
5.0
Planning
7.0
7.0
7.0
8.0
Police
90.0
90.0
91.0
90.25
Fire
75.0
75.0
75.0
79.0
Public Works
36.75
36.75
36.75
39.75
Parks and Recreation
25.7
25.7
26.7
27.76
Engineering
11.0
11.0
12.0
12.0
Human Resources
4.0
5.0
5.0
5.0
Total General Fund 282.45 284.45 288.45 297.76
Solid Waste Fund
Solid Waste
25.0
25.0
25.0
25.0
Fleet Maintenance Fund
Fleet Maintenance
8.25
8.25
8.25
8.25
E911 Fund
E911
23.0
23.0
23.0
23.0
Opioid Settlement Fund
Opioid Settlement Fund
0.0
0.0
0.0
0.75
Transient Boat Dock Fund
Boat Dock
0.3
0.3
0.3
0.24
TOTAL ALL FUNDS 339.0 341.0 345.0 355.00
'Includes (5) elected officials
FINANCIAL ACCOUNTING STRUCTURE
The accounts of the City of Paducah are organized and operated by separating the
City's distinct functions into funds. A fund is an accounting entity with a self -balancing
set of accounts that records all financial transactions for government functions. Fund
accounting separates funds according to their purpose and is used to meet certain
accounting, legal, and contractual provisions. Funds are classified into the following
categories: Governmental, Proprietary, and Fiduciary. Each classification may be further
divided into separate fund types:
Governmental Funds
Governmental funds are used to account
for most of the City's general activities.
They are budgeted based on the modified
accrual basis of accounting, which means
revenues are recorded when available
and measurable, and expenditures are
recorded when the services or goods are
received and the liabilities are incurred.
Debt Service Funds and Capital Project
Funds account for the activity by which
they are named, debt service and capital
projects, respectively. Special revenue
funds account for money that must be
used for a specific purpose. For
example, all revenue and expenditures
related to the City's Municipal Aid
Program (MAP) are accounted for in the
MAP Fund. Finally, the General Fund is
used to account for receipts and
payments that do not belong to another
fund. This is often referred to as the
"Operating Fund."
Proprietary Funds
Proprietary Funds account for operations
that function similar to a private
commercial operation, in which services
are financed through user charges, and
expenditures include the full cost of
operations. Accounting records for the
City's proprietary funds are maintained on
an accrual basis; that is, the effects of
financial transactions, events, and
circumstances are recognized in the
period(s) in which they occur regardless
of when the cash is received or paid. The
City maintains two types of proprietary
funds. Enterprise Funds account for
operations that are financed and operated
in a manner similar to private business.
The "customers" of these operations are
primarily external. Internal Service Funds
account for operations that serve other
funds or departments within the
government on a cost -reimbursement
basis. The "customers" of these
operations are internal, within the
government itself.
Fiduciary Funds
Fiduciary Funds are used to account for
assets held in trust by the City for the
benefit of individuals or other entities.
The City's fiduciary funds are made up of
the City's two pension funds: Appointive
Employee Pension Fund (AEPF) and
Police and Fire Pension Fund (PFPF).
These funds are accounted for on the
accrual basis of accounting.
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GOVERNMENTAL FUNDS
GENERAL FUND
Governmental funds are used to account for resources
traditionally associated with government which are not required
legally or by sound financial management to be accounted for in
another fund. All City Departments that do not operate with an
earmarked source of revenue are budgeted in the General Fund.
These departments include: Administration, Finance, Technology,
City Clerk/Customer Experience, Planning, Police, Fire, Public
Works, Parks and Recreation, Engineering/Floodwall, and Human
Resources/ Human Rights. The General Fund is the largest fund
within the City of Paducah; the majority of the budget can be found
within the General Fund.
1
GENERAL FUND STATEMENT OF REVENUE AND EXPENDITURES
Expenditures
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Revenues
$1,910,791
$2,065,697
$2,581,110
$2,780,410
Fines
$120,939
$120,294
$100,500
$117,000
Grants
$5,095,654
$3,349,988
$991,305
$986,815
Interest Income
$1,416,842
$1,918,451
$1,400,000
$1,500,000
Loans
$2,921,340
$617,169
0
0
Charges for Service
$808,381
$838,311
$832,980
$845,795
Other Fees
$116,006
$73,962
$60,000
$57,000
Licenses
$31,663,059
$31,617,520
$32,733,500
$34,022,500
Permits & Fees
$570,066
$609,200
$557,000
$543,750
Property Rent
$406,121
$420,110
$542,000
$507,590
Taxes
$8,895,878
$9,128,820
$9,174,095
$9,530,650
Recreation Fees
$152,001
$162,544
$143,000
$147,000
Sales
$21,233
$915,116
$27,000
$27,000
Audit/GASB Adjustments
$100,343
$89,402
0
0
Interfund Transfers
$663,881
$495,830
$612,410
$654,980
Total Revenues
$52,951,753
$50,356,717
$47,173,790
$48,940,080
Expenditures
Administration
$1,910,791
$2,065,697
$2,581,110
$2,780,410
Finance
$1,319,600
$1,354,060
$1,521,282
$1,610,778
Technology
$3,524,572
$1,201,205
$2,041,146
$2,124,648
Clerk/Customer
$447,338
$464,515
$531,632
$619,159
Experience
Planning
$647,471
$768,839
$905,893
$980,215
Police
$12,637,436
$12,817,370
$13,288,006
$14,130,578
Fire
$10,438,612
$11,127,618
$11,656,910
$12,369,870
Public Works
$4,205,814
$4,315,714
$4,518,414
$5,267,042
Parks and Recreation
$3,316,436
$3,436,053
$3,841,896
$4,590,617
Cable Authority
$85,343
$85,340
$85,325
$89,540
Human Rights
$10,820
$18,984
$15,215
$17,605
Engineering/Floodwall
$1,604,703
$1,665,515
$2,413,263
$2,225,722
Human Resources
$505,168
$615,372
$710,568
$732,671
Audit Adjustments
$882,911
$1,195,236
0
0
Interfund Transfers
$6,975,815
$7,105,013
$13,668,149
$3,660,079
Total Expenditures
$48,512,830
$48,236,531
$57,778,809
$51,198,934
2
GENERAL FUND STATEMENT OF REVENUES BY SOURCE
3
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Fines
Warrant Service Fee
$37,960
$36,132
$32,000
$36,000
Nuisance Violations
$49,917
$51,242
$46,000
$50,000
Other Fines
$33,062
$32,919
$22,500
$31,000
Grants
State Incentive- Police
$490,056
$482,945
$458,000
$460,000
State Incentive - Fire
$401,000
$392,195
$375,000
$390,000
Other Grants
$4,204,597
$2,474,849
$158,305
$136,815
Interest Income
$1,416,842
$1,918,452
$1,400,000
$1,500,000
Charges for Service
Tax Collection Fee - PJC
$8,347
$8,415
$8,600
$8,000
Tax Collection Fee - School
$232,684
$261,475
$262,000
$282,000
Overhead (Admin) Charges
$364,720
$364,720
$363,800
$352,800
Other Charges for Service
$202,629
$203,700
$198,580
$202,995
Licenses & Permits
Payroll Tax
$19,383,060
$18,626,804
$20,300,000
$20,900,000
Insurance Tax
$6,331,216
$7,424,599
$6,500,000
$7,200,000
Business License
$5,375,589
$5,137,856
$5,450,000
$5,450,000
ABC License
$191,680
$182,893
$185,000
$175,000
License Penalties
$418,281
$276,480
$325,000
$325,000
Revenue sharing with County
($36,767)
($31,111)
($26,500)
($27,500)
Permits & Fees
KY Telecommunication Tax
$315,011
$275,384
$293,000
$250,000
Building & Electrical
$182,041
$243,792
$201,000
$235,000
Other Permits & Fees
$73,014
$90,023
$63,000
$58,750
Property Rent & Sales
Forest Hills Lease
$363,240
$363,240
$432,000
$438,590
Other Property Rent & Sales
$42,881
$56,870
$110,000
$69,000
Taxes
Real Current Year
$5,869,136
$6,178,208
$6,475,000
$6,734,000
Personal Current Year
$593,663
$619,397
$600,000
$615,000
Vehicle Tax County
$996,543
$965,620
$1,016,000
$1,000,000
PJC Tax Collection
$368,753
$371,881
0
0
Local Bank Deposit Tax
$406,141
$402,883
$405,000
$415,000
PILT- Paducah Power
$246,135
$234,839
$236,000
$236,000
Annexation Rebates
($118,173)
($48,980)
($56,905)
($33,350)
Other Taxes
$533,680
$404,971
$499,000
$564,000
Recreation Fees
$152,001
$162,544
$143,000
$147,000
Sales
$21,233
$915,116
$27,000
$27,000
Other Fees
$116,006
$73,963
$60,000
$57,000
Audit(GASB Adjustments
$3,021,723
$706,571
0
Interfund Transfers
$663,881
$495,830
$612,410
$654,980
Total Revenues
$52,951,782
$50,356,717
$47,173,790
$48,940,080
3
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.
11
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.
Staffing Summary: Administration
*For FY2024 ERP Manager became Software Manager and Business Analyst became Software
Specialist and moved to Technology Department.
FY2025 Accomplishments:
➢ Collaborated with an outside facilitator to hold retreat with the Commission creating
the two-year City Commission Priorities and working with the Leadership Team to
implement the priorities and completed regular reporting. The Administration
department also plays a key role in the implementation of the priorities.
➢ Adopted and implemented a balanced budget.
➢ Oversaw the Natural Gas, Cable and Telecommunications Franchise agreements
and process.
➢ Assisted Customer Experience Department with Special Event Permitting during
director's 12 -week leave.
➢ Conducted media training for members of boards and commissions.
➢ Promoted Paducah Sports Park groundbreaking through ceremonial video.
➢ Initiated contact management software.
➢ Developed Crossroads for Growth television program.
➢ Implemented marketing campaign for mental health awareness including social
media posts, proclamations, and awareness wrappings on two PATS cutaway
buses.
➢ Conducted public feedback surveys (i.e. Paducah Main Street, 311 App, Curbside
Recycling).
5
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
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
Communications Manager
1.0
1.0
1.0
1.0
ERP Manager*
1.0
0.0
0.0
0.0
Business Analyst*
1.0
0.0
0.0
0.0
Projects and Grants
0.0
0.0
0.0
1.0
Coordinator
Grants Administrator
1.0
1.0
1.0
0.0
Assistant to Mayor and
0.0
0.0
0.0
1.0
Commissioners
Senior Admin Assistant
1.0
1.0
1.0
1.0
TOTAL
12.0
10.0
10.0
11.0
*For FY2024 ERP Manager became Software Manager and Business Analyst became Software
Specialist and moved to Technology Department.
FY2025 Accomplishments:
➢ Collaborated with an outside facilitator to hold retreat with the Commission creating
the two-year City Commission Priorities and working with the Leadership Team to
implement the priorities and completed regular reporting. The Administration
department also plays a key role in the implementation of the priorities.
➢ Adopted and implemented a balanced budget.
➢ Oversaw the Natural Gas, Cable and Telecommunications Franchise agreements
and process.
➢ Assisted Customer Experience Department with Special Event Permitting during
director's 12 -week leave.
➢ Conducted media training for members of boards and commissions.
➢ Promoted Paducah Sports Park groundbreaking through ceremonial video.
➢ Initiated contact management software.
➢ Developed Crossroads for Growth television program.
➢ Implemented marketing campaign for mental health awareness including social
media posts, proclamations, and awareness wrappings on two PATS cutaway
buses.
➢ Conducted public feedback surveys (i.e. Paducah Main Street, 311 App, Curbside
Recycling).
5
➢ Implemented comprehensive marketing campaign, Paducah is Someplace Special,
which included billboards, citizen testimonials, and social media posts.
➢ Developed, branded, and implemented public feedback and educational campaign
for curbside recycling, Recycle Right Paducah, which included a public feedback
survey, social media campaign, and mailing of letter from Mayor and informational
brochure to all households.
➢ Created 911 Parcel Fee marketing video.
➢ Worked with Civic Beautification Board on a needs assessment to enhance
Welcome to Paducah signs.
➢ Coordinated monthly blog posts, Ponderings from Paducah, with Executive
Leadership Team.
➢ Promoted Open Finance Portal and online payment option for payroll tax.
➢ Assisted Mayor in launch of Duke and Duchess Foundation of Paducah.
➢ Assisted Fire Prevention Division in development and implementation of
Neighborhood Conversation meetings to include three meetings along with various
educational materials.
➢ Created Government 101 brochure for school-age citizens.
➢ Launched Homeless Services Grant -in -Aid program.
➢ Focus on obtaining and implementing grants that are aligned with the City
Commission Priorities.
➢ Provided regular grant update reports and presented the list of current, pending and
closed grants to the Board of Commissioners
FY2026 Goals:
➢ Continue to oversee the implementation and complete the reporting for the City
Commission Priorities. Refresh the two-year City Commission Priorities.
➢ Adopt and implement a balanced budget.
➢ Continue to oversee the Natural Gas, Cable and Telecommunications Franchise
agreements and processes.
➢ Continue to focus on promotions, education, and awareness of City Commission
Priorities with specific communication campaigns regarding Trails and Bike Lanes,
Mental Health Awareness, and Quality of Life elements including curbside recycling,
solid waste division operational changes, trees, and more.
➢ Continue to grow social media presence and engagement with enews subscribers
through quality content and imagery.
➢ Maintain the quarterly grant reporting process and continue to present the list of
current, pending and closed grants to the Board of Commissioners.
➢ Continue to focus on obtaining and implementing grants that are aligned with the
City Commission Priorities.
I
Department Budget Summary: Administration
Department Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Personal Services
$1,011,002
$958,426
$981,545
$1,122,465
Contractual Services
$567,318
$752,238
$1,083,925
$1,275,995
Commodities
$108,929
$135,885
$172,850
$161,950
Contributions
$223,542
$219,148
$221,600
$220,000
Capital Outlay
0
0
$121,190
0
Total Dept. Budget
$1,910,791
$2,065,697
$2,581,110
$2,780,410
Division Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Mayor & Commission
Personal Services
$211,349
$210,249
$209,068
$204,908
Contractual
$1,131
$6,160
$15,700
$161,220
Services
Commodities
$60,113
$77,792
$102,450
$91,250
City Manager
Personal Services
$799,653
$748,177
$772,477
$917,557
Contractual
$21,519
$20,728
$26,795
$177,475
Services
Commodities
$48,816
$58,093
$70,400
$70,700
Corporate Counsel
Contractual
$280,794
$394,398
$300,000
$300,000
Services
Other'
Contractual
$263,874
$330,952
$741,430
$637,300
Services
Contributions
$223,542
$219,148
$221,600
$220,000
Capital Outlay
0
0
$121,190
0
Total Dept. Budget
$1,910,791
$2,065,697
$2,581,110
$2,780,410
'Other includes Non -Departmental, Memberships & Contingency, and Civic Beautification
divisions of Administration
7
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.
Revenue:
The Revenue Division is responsible for the billing and collection of property tax bills,
business licenses, payroll taxes, municipal insurance premium taxes, and all other
miscellaneous revenue received from all sources. This division works closely with other
departments for business licensing compliance, and coordinates collection efforts with
legal staff to collect delinquent accounts.
Staffing Summary: Finance
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Administration
Director of Finance
1.0
1.0
1.0
1.0
Senior Admin Assistant
1.0
1.0
1.0
1.0
Accounting & Budget
Controller
1.0
1.0
1.0
1.0
Senior Accountant
1.0
1.0
1.0
1.0
Accountant
2.0
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
2.0
Revenue Technician II
1.0
1.0
1.0
0.0
Revenue Technician
2.0
3.0
3.0
3.0
TOTAL
11.0
12.0
12.0
12.0
FY2025 Accomplishments:
➢ Awarded the 34th consecutive GFOA Certificate of Achievement for Excellence
in Financial Reporting for the FY2024 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 FY2026 budget
➢ Continued to refine ERP software; including support for Fleet Maintenance
software; and, ESS development and support
FY2026 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 third Popular Annual Financial Report (PAFR) for FY2025
➢ 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
➢ Continue engagement with Arbitrage Consultants to review 2020A GOB
compliance
0
Department Budget Summary: Finance
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
Administration
FY2023
FY2024
FY2025
FY2026
Personal Services
$1,146,258
$1,180,068
$1,314,287
$1,416,088
Contractual Services
$83,936
$78,798
$83,235
$83,135
Commodities
$89,405
$95,195
$115,560
$111,555
Total Dept. Budget
$1,319,599
$1,354,061
$1,521,282
$1,610,778
Division Summary:
Revenue
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Administration
$394,528
$413,477
$481,917
$551,550
Personal Services
$336,628
$328,656
$376,198
$387,501
Contractual Services
$3,242
$3,854
$5,310
$5,440
Commodities
$7,970
$14,740
$15,980
$16,180
Capital Outlay
0
0
$8,200
0
Accounting & Budget
Personal Services
$415,102
$437,935
$456,172
$477,037
Contractual Services
$28,623
$22,458
$24,485
$24,405
Commodities
$20,427
$26,873
$27,975
$28,275
Revenue
Personal Services
$394,528
$413,477
$481,917
$551,550
Contractual Services
$52,071
$52,486
$53,440
$53,290
Commodities
$61,008
$53,582
$71,605
$67,100
Total Dept. Budget
$1,319,599
$1,354,061
$1,521,282
$1,610,778
Certificate
°Achievement
Financial Reporting
101Page
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 implementation, training, and support;
➢ Geospatial data, information, analysis, and solutions.
The Technology department consists of four divisions: Support, Infrastructure, 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 375 users and approximately 900 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, McCracken County
PVA and Joint Sewer Agency.
11 IPage
Staffing Summary: Technology
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Chief Technology Director
1.0
1.0
Revised
FY2025
1.0
Personal Services
1.0
$683,293
Software Manager
0.0
1.0
$2,955,855
1.0
$569,097
1.0
Commodities
Software Specialist
0.0
1.0
$149,980
1.0
$58,087
1.0
$499,356
Systems Administrator
0.0
1.0
$1,201,205
1.0
$2,124,648
1.0
Systems Technician
0.0
1.0
1.0
1.0
Network Administrator
2.0
0.0
0.0
0.0
Help Desk Technician
1.0
1.0
1.0
1.0
GIS Manager
1.0
1.0
1.0
1.0
GIS Specialist
1.0
1.0
1.0
1.0
TOTAL
6.0
8.0
8.0
8.0
"For FY2024 ERP Manager became Software Manager and Business Analyst became Software Specialist and
moved from Administration to Technology.
FY2025 Accomplishments:
➢ Implementation of AssetWorks Fleet software to replace legacy AS400 software
➢ Upgraded E911 server hardware to replace outdated equipment
➢ Conducted third -party cybersecurity audit and addressed key findings
➢ Analyzed the business process for Enterprise Permitting and Licensing with SaaS
provider, Tyler Technologies, in order to implement changes to speed up the
process and provide a better user experience to the public/contractors
➢ Worked with the GIS Steering Committee and McCracken County PVA to bring them
on as a new consortium member
FY2026 Goals:
➢ Continued business processes analysis in order to:
o Ensure full adoption of the system to maximize our ROI
o Analyze existing processes that could be automated
o Remove any barriers, if able, caused by the system
➢ Continued network infrastructure improvements
Department Budget Summary: Technology
121Page
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Personal Services
$416,145
$683,293
$857,313
$892,957
Contractual Services
$2,955,855
$306,590
$569,097
$837,390
Commodities
$94,485
$114,194
$115,380
$149,980
Capital Outlay
$58,087
$97,128
$499,356
$244,321
Total Dept. Budget
$3,524,572
$1,201,205
$2,041,146
$2,124,648
121Page
CITY CLERK AND CUSTOMER EXPERIENCE
Department Mission:
The mission of the City Clerk and Customer Experience Department is to revolutionize
Paducah by placing citizens at the center of every decision. We accomplish this mission
by creating accessible information, fostering empathy, improving communication, and
supporting each citizen's journey.
➢ Accessible Information
We believe that interacting with government should not be complicated. It should
be straight -forward and understandable. Our department is in charge of ensuring
that the ordinances and municipal orders passed by the City Commission are
accurate, understandable and accessible to the public.
➢ Fostering Empathy
We know that the best cities are compassionate cities. The City Clerk and
Customer Experience Department makes empathy a driving force in process
design and in each interaction with citizens and businesses.
➢ 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.
13 IPage
Department Divisions:
City Clerk:
As the official custodian of records for the City, the City Clerk with the help of the
Assistant City Clerk, prepares, maintains and safeguards the official City records. The
Clerk's office is in charge of preparing ordinances, municipal orders, minutes, and
agendas for the Board of Commissioners while ensuring everything is easily accessible
to the public. The Clerk's office also assists the City Manager with applications for
alcohol licenses for the City of Paducah and assists the Mayor with appointments to city
boards and commissions.
Customer Experience:
The Customer Experience Department is in charge of assisting citizens and businesses
with navigating city government, acting as liaisons and advocates. Customer
Experience Representatives schedule kick-start meetings for building projects, oversee
the 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 Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
City Clerk / Director of Customer Exp.
1.0
1.0
1.0
1.0
Assistant City Clerk
1.0
1.0
1.0
1.0
Senior Customer Exp. Representative
1.0
1.0
1.0
1.0
Development Liaison
0.0
0.0
0.0
1.0
Customer Exp. Representative
1.0
1.0
2.0
1.0
TOTAL
4.0
4.0
5.0
5.0
141 Page
FY2025 Accomplishments:
➢ Special Event Management: Oversaw the permitting process for 115 special
events held throughout the 2024 calendar year.
➢ Citizen Engagement: Received and responded to more than 3,500 citizen inquiry
emails directed to customerexp@paducahky.gov. Assisted approximately 8,000
walk-in visitors at City Hall and answered more than 8,000 calls to the City's main
phone number. Hosted 4 Art Exhibits in City Hall. Fulfilled more than 100
requests for records.
➢ Staffing Enhancements: Successfully onboarded a new Development Liaison
and a new Senior Customer Experience Representative.
➢ Ordinance Updates: Updated City of Paducah ordinances related to animals,
landline fees, and trees & vegetation.
➢ Board Operations Modernization: Digitized all Board Application processes for
increased accessibility and efficiency.
➢ Board Inauguration Ceremony: Planned and hosted the Board Inauguration
Ceremony, for the 45th Board of Commissioners.
➢ Professional Recognition: The Assistant City Clerk earned the Kentucky League
of Cities' Excellence in City Governance Award and received Master of City
Governance Certification.
➢ Citizen Education: Successfully hosted the Paducah Citizens' Academy.
➢ Economic Development Support: Assisted with the implementation of a Natural
Gas Franchise and the execution of a PACE Financing Agreement for Blockware
Mining, Inc.
➢ Governmental Support Programs: Contributed to the creation of a Training
Incentive Program for elected officials.
➢ Medical Cannabis Policy Development: Supported the establishment of zoning
and licensing ordinances for medical cannabis businesses.
➢ Business Support and Development: Hosted 22 Kick -Start Meetings to guide
entrepreneurs and organizations in starting, expanding, or renovating businesses
in Paducah.
➢ Board and Committee Support: Provided staff support for the Paducah Board of
Ethics, the 911 Parcel Fee Appeals Board, and Paducah Riverfront Development
Advisory Board.
➢ Service Improvements: Contributed to the development of a new service request
system and mobile application to enhance citizen service delivery.
➢ Cross -Departmental Collaboration: Partnered with Public Works, Engineering,
and Code Enforcement to lead an alley clean-up initiative in response to citizen
concerns.
15 IPage
➢ Certificate of Occupancy Celebrations: Re-initiated the Certificate of Occupancy
celebrations for community developments.
FY2026 Goals:
Ordinance Updates: Collaborate with departments to update various sections of
the Paducah Code of Ordinances.
Enhanced Citizen Services: Continue to support citizens, businesses, and
visitors through Kick -Start Meetings, OpenCounter services, the 311 system,
walk-in assistance, public art exhibits, public records access, alcoholic beverage
control, special event permitting, and community partnerships.
Technology Implementation: Finalize the launch of the new service request
application using SeeClickFix.
Leadership Development: Host a Leadership Training Seminar for Board Chairs
and Vice Chairs to strengthen governance practices.
Citizen Education Expansion: Organize and host the Paducah Citizens' Academy
2026.
Technology Integration: Integrate Scope My Project functionality with the
Energov platform to improve project tracking and management.
KMC Hosting: Assist with the planning and execution of the 50th Annual
Kentucky Municipal Clerk's Spring Conference to be held in Paducah.
Permitting Support: Create a comprehensive permitting guide for developers and
residents to streamline the application process.
Cross -Departmental Coordination: Launch regular cross -departmental meetings
focused on updating and improving permitting processes.
Marketing and Outreach: Expand marketing efforts to promote the benefits of
Kick -Start Meetings to the business community.
Expanded Development Services: Offer on-site pre -development meetings and
additional services to enhance support for prospective developers and business
owners.
Department Budget Summary: Customer Experience
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Personal Services
$383,688
$401,035
$455,502
$517,739
Contractual Services
$42,734
$30,491
$34,430
$43,020
Commodities
$20,356
$27,797
$41,700
$58,400
Capital Outlay
$559
$5,192
0
0
Total Dept. Budget
$447,337
$464,515
$531,632
$619,159
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PLANNING
Department Mission
The Department of Planning exists to:
➢ Guide the land use, planning and development processes in the City of Paducah;
➢ Ensure the orderly and efficient use & 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 the
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,
community & 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 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. Staff also provides 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.
In addition, to those duties mentioned above the planning department provides staff for
the Creative and Cultural Council and is home to a variety of special projects. Projects
such as Neighborhood signage and/or Grants such as the Paul Bruin grant function out
of planning as well. The planning department touches a plethora of topics in various
forms. However, all will have an underlying common them of Land Use at their core.
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.
171Pag
One such strategic project is the riverfront development. A critical tool in the
development of this area has been a tax increment financing (TIF) district for the Paducah
Riverfront and Downtown Area. After much preparation, the TIF district was activated in
March of 2025. The City of Paducah worked in conjunction with Commonwealth
Economics to attain the goals established by the district in early 2019. Today, the TIF is
up and running as designed and will continue to track and spur development in this area.
Another economic development tool that functions out of the planning department has
been the Main Street program. This program has been a keystone objective of the
Comprehensive Plan: continued revitalization of downtown. Over the last year, the
department analyzed the model employed to execute the Main Street approach. It was a
conversation in city entity versus non- profit as many of the Main Street organizations
across the state have returned to the non-profit model. After hiring a downtown
development strategist and working through community meetings to gather information it
appears the city is poised to function in FY'26 with a contract for service as Main Street
will become a newly formed non-profit in July of 2025. The organizations mission will still
be to recruit business and linking partner associations, downtown stakeholders and the
MAIN STREET 4 -POINT ECONOMIC STRATEGY
Build a diverse economic
base I Catalyze smart new
investmert I Cultivate a strong
entrepreneurship ecosystem
Create an inviting. inclusive
atmosphere I Celebrate historic
character I Foster accessible.
people-certered public spaces
ECONOMIC7F DESIGN
VIT0LITy,
6.
CL ..i MUNITY
TRANSFORMATION
ORGANIZATION PROMOTION
Build leadership and strong
orgarizatioral capacity I Ensure
broad community ergagement I
Forge partnerships across sectors
Market district's defining assets
I Communicate unique
features through storytellirg
support buy -local experierce
Main Street Board of Directors. This newly formed Board of Directors, a board of up to
seven citizens, will have the responsibility of maintaining the Main Street accreditation,
hiring staff to execute the strategies of the Four -point Main Street approach. All of these
goals and objectives will be outlined in a contract for service. Such goals will be outlined
each year based on the needs of the community and stake holders.
Downtown Incentives:
Main Street Staff will also be charged with promoting and administering the downtown
incentive programs: facade grants, new business grants, roof stabilization grants, tax
moratorium program and the upper story residential grant program. They will be required
18 IPagL
to work hand in hand with the planning staff to maintain all credentials and benchmarks
related thereto.
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.
Remote Workers Incentive Program: Create and implement an effective incentive
program to attract and retain remote workers.
A new change in this program is that this year, the Senior Administrative Assistant has
taken the lead on this program. She has tracked all necessary information so a Return on
the City of Paducah's investment can be measured. Once we have completed a year of
commitment to the program, we will analyze the investment vs the return and present the
findings to the commission.
The premise behind the Remote Workers Incentive Program is to seek 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. Planning staff will
continue to process and review applications in FY26 to achieve the target of 25 workers
as directed by the Commission. Planning staff will be reviewing applications not accepted
to determine if there needs to be modifications made to the program to increase
participation. To date we have approved a total of 18 remote workers. Note: 8 have come
through the Make My Move Program.
Southside Enhancements: Targeted empowerment, engagement, and beautification of
Southside Neighborhoods.
The Southside region comprises of eight distinct neighborhoods. The Planner II 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
19IPag
a week of free, expanded city services. At the end of the week, neighbors, community
organizations, and city staff gather together to celebrate. In late FY24 two housing grant
incentives were developed and opened to residents of the Walter Jetton neighborhood
for home repair and new construction. Two repair incentives reserved for small
businesses located on the Southside were opened as well. Planning Staff contracted with
the Incremental Development Alliance to train small scale developers to help carry out
the initiatives of the Southside program. As we enter FY26, we are going to be developing
additional initiatives around beautification, neighborhood stabilization, housing
development, access to open space, and infrastructure improvements. Current housing
incentives and grants are to be revised and grown. Planning Staff will also be working on
drafting and implementing a long-range neighborhood revitalization plan for an expanded
region of the Southside highlighting the advanced strategies and program phases to guide
the redevelopment process. A bicycle/pedestrian plan that will tie into the ongoing
Greenway Trail project is also to be drafted and work to serve as a foundation to apply
for a Bicycle Friendly Community designation.
Annexations: Proactively annex adjacent properties into city corporate boundaries.
The Planner III 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 incentives to
be able to promote annexations into the City. Considerations for future development and
density are thought out. SB141 has placed additional notification requirements on
annexations, but Planning Staff continues to carry out the outlined annexation strategy.
Comprehensive Plan: Joint Agency Comprehensive Plan with McCracken County
Planning Staff has worked in partnership with McCracken County to complete a joint
agency Comprehensive Plan for the City and County. Kendig Keast Collaborative was
hired to facilitate the planning process and create the planning document. The
Comprehensive Plan was adopted by the City of Paducah on January 28, 2025 and by
the McCracken County Fiscal Court on February 17, 2025.
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 on a national
commercial level not only for retail and traditional business but to address the housing
needs as well. Such recruitment will be done in conjunction with Main Street for the
downtown district. For the southside and the rest of the community, the planning director
has served in this role and is working with others interdepartmentally to have them
201Page
prepared to understand and use creative, insightful methods to attract development in the
areas needed.
FY2025 Accomplishments:
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: 13 applications
- In house waivers 16 applications
- BOA: 10 applications
- HARC: 4 applications
- HARC Administrative approvals 7 applications
- Annexations: 2 consensual
*an additional 88 applications were processed within the department administratively that
did not require a public hearing. It is important to realize the time that goes into each
application. Regardless of it is accomplished administratively or presented in front of the
board(s) on average each case will need a minimum of twelve- hours staff time dedicated
to review, finding of fact preparation and communication with all parties involved.
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.
- Remote workers incentive program has had three individuals move to Paducah
and receive the awards package. One additional remote worker has made the
move and the request for reimbursement is under review. Four additional workers
have moved to Paducah but has not yet submitted reimbursement requests.
Downtown Development Incentives
- Roof stabilization: two projects: $98,052 private investment
- Upper Story Residential: one project: $268,875 private investment
- New Business Grant: Three new business grant: $61,604 private investment.
Neighborhoods & Housing
- Continued work on the Southside Neighborhoods Initiative, engagement through
neighborhood events and public workshops. Worked with community volunteers
and area residents to solicit feedback. We developed a steering committee to
assist with facilitating the process.
21 IPage
- Completed the Northside Historic Neighborhood District Survey to be placed on
the National Register of Historic Places.
- A total of 5 surplus properties was sold in FY 2025 with a proposed $778,716 in
new investment. 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.
FY2026 Goals:
➢ Establish framework for bicycle friendly community through the implementation of
the Greenway Trail
➢ Connect main commercial corridors by bike paths and/or bike lanes
➢ Support multi -departmental Greenway Trail expansion
➢ Review the Downtown and Southside Incentives for possible enhancement or
expansion
➢ Adopt and implement the Southside Neighborhood Revitalization Plan
➢ Implement Creative and Cultural Council Strategic Plan
Develop Economic Development Strategic Plan
➢ Encourage, incentivize and/or support more housing options throughout the City
➢ Promote occupancy in all downtown buildings
➢ Encourage and assist local business attraction, retention and expansion
➢ Improve the Planning Commission, BOA and HARC to be more user-friendly,
streamlined, and resilient
➢ Recommend new landscaping requirements for the enhancement of new
commercial development and subdivisions
➢ Remove parking requirements
➢ Introduce corner stores into the historic fabric of the R-3 and R-4 Zones
➢ Streamline Energov
➢ Implement other zoning text amendments as recommended by Kendig Keast
Collaborative.
Showcase Paducah at the APA -KY State Conference this August and on the
national stage in Detroit in 2026.
221Page
Staffing Summary: Planning
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Administration
Actual
Actual
Revised
Adopted
Director of Planning
1.0
1.0
1.0
1.0
Assistant Director of
0.0
0.0
0.0
1.0
Planning
$12,895
$17,537
$21,835
$72,875
Senior Admin Assistant
1.0
1.0
1.0
1.0
Planning
$1,279
$3,106
0
0
Downtown Dev. Specialist
1.0
1.0
1.0
1.0
Business Dev. Specialist
1.0
1.0
1.0
0.0
Principal Planner
1.0
0.0
0.0
0.0
Senior Planner
1.0
0.0
0.0
0.0
Planner
1.0
0.0
0.0
0.0
Planner 1
0.0
1.0
1.0
1.0
Planner II
0.0
1.0
1.0
2.0
Planner III
0.0
1.0
1.0
1.0
TOTAL 7.0 7.0 7.0 8.0
Department Budget Summary: Planning
Department Summary:
Division Summary:
Actual
Actual
Revised
Adopted
Administration
FY2023
FY2024
FY2025
FY2026
Personal Services
$546,274
$636,503
$735,058
$801,690
Contractual Services
$12,895
$17,537
$21,835
$72,875
Commodities
$87,024
$111,692
$149,000
$105,650
Capital Outlay
$1,279
$3,106
0
0
Total Dept. Budget
$647,472
$768,838
$905,893
$980,215
Division Summary:
23Iragv
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Administration
Personal Services
$235,356
$274,530
$260,264
$330,005
Contractual Services
$7,513
$9,726
$11,020
$62,985
Commodities
$12,001
$9,497
$19,695
$15,860
Capital Outlay
$1,279
$3,106
0
0
Planning
Personal Services
$310,918
$361,973
$474,794
$471,685
Contractual Services
$5,382
$7,811
$10,815
$9,890
Commodities
$75,023
$102,195
$129,305
$89,790
Total Dept. Budget
$647,472
$768,838
$905,893
$980,215
23Iragv
Department Mission:
The Paducah Police Department is
committed to the prevention of crime, the
protection of the lives, property, and
rights of all citizens and the improvement
of the quality of life for all members of our
community. We will provide quality police
services, ethically, fairly, and equally in
partnership with the members of our
community. The Police Department
consists of 3 divisions: Administration,
Operations, and Support Services.
Administration:
The Administration division oversees the
day-to-day operations of the Police
Department. It is comprised of the Chief of
Police and his assistant; the Office of
Professional Standards; Training; and
Community Resources. This division is
responsible for budget, personnel,
accreditation, internal affairs, policy review,
and all departmental training. It also
includes the Community Resource Officer
(CRO) position, designed to be a liaison
between the department and the
community's schools, groups, and
organizations. The CRO also is responsible
for the department's Citizens' Police
Academy, Jr. CPA, Coffee with a Cop, and
Neighborhood Watch programs.
POLICE
Operations:
The Operations division often is referred
to as the "backbone" of the police
department. It is the most visible of the
three divisions with uniformed officers
patrolling the streets in marked police
cruisers. These officers annually answer
tens of thousands of calls for service and
perform preliminary investigations of all
criminal activity. They strive each day to
have positive, proactive interaction with
members of our community. They
conduct proactive patrols, investigate
suspicious activity, enforce traffic laws,
and investigate thousands of traffic
crashes each year. Within this division
are several specialized units: three K9
teams; Special Weapons and Tactics
(SWAT) Team; Crisis Negotiation Team;
Bomb Squad; Collision Reconstruction
Team; Bike Patrol; and DARE instructor.
Support Services:
The Support Services Division is the
investigative and record-keeping arm of
the police department. It is made up of
three units: General Investigations, Drug
Enforcement, and Records and Evidence.
General Investigations Unit detectives
conduct in-depth investigations of major
crimes — from forgery and fraud to
computer crimes to arson and murder.
The detectives of the Drug Unit focus on
illegal drug activity, including both street
drugs and prescription drugs, and "vice"
activities, such as prostitution and human
trafficking. The Records and Evidence
Unit maintains all the department's
records, including crime and vehicle
collision reports, and logs and maintains
the integrity of hundreds of pieces of
evidence each month.
241ragv
Staffing Summary: Police
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Administration
Police Chief
1.0
1.0
1.0
1.0
Captain
1.0
1.0
1.0
1.0
Police Officer
1.0
1.0
1.0
1.0
Senior Admin Assistant
2.0
2.0
2.0
2.0
Deflection Specialist
0.0
0.0
1.0
0.25
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
51.0
49.0
49.0
50.0
Support Services (Investigations)
Assistant Chief
1.0
1.0
1.0
1.0
Captain
1.0
1.0
1.0
1.0
Sergeant
2.0
2.0
2.0
2.0
Police Officer
8.0
10.0
10.0
10.0
Record Division Manager
1.0
1.0
1.0
1.0
Senior Records Clerk
1.0
1.0
0.0
0.0
Records Clerk
2.0
2.0
2.0
2.0
Crime Analyst II
1.0
1.0
1.0
1.0
Senior Evidence Technician
1.0
1.0
1.0
1.0
Evidence Technician
1.0
1.0
1.0
1.0
Senior Admin Assistant
0.0
0.0
1.0
1.0
COPS Grant
Police Officer
3.0
3.0
3.0
2.0
TOTAL 90.0 90.0 91.0 90.25
FY2025 Accomplishments:
➢ The number of "major crimes" reported - murder, rape, robbery, aggravated
assault and "other assaults" - dropped six percent from 2023 to 2024. For the
sixth year in a row, reported crime overall dropped or remained steady, and we
continued to drop below the historic 16 percent decrease from 2019.
➢ Sergeant Matthew Hopp was named Employee of the Year for 2024. With a
positive attitude, Sergeant Hopp inspires others to adopt the same mindset. His
dedication and professionalism embody the values the Paducah Police
Department strives for in its officers and supervisors. Sergeant Hopp also serves
as the Bomb Squad Team Leader and a Police Training Officer.
➢ More than 43 officers and civilian employees, along with one Paducah citizen,
were honored at the department's annual Awards Ceremony. Detectives Casey
Steenbergen and Thomas Shiels received Meritorious Service Awards, the
department's second-highest award.
25 IPage
➢ Senior Administrative Assistant Robin Newberry retired after 27 years with the
department. Captain Chris Baxter, Officer Gretchen Morgan, and Officer Jarrett
Woodruff also retired.
➢ The department hired a Deflection Specialist, a Records Manager, five officers,
an Evidence Technician, and a Records Clerk.
➢ Eric Abbott returned from his deployment in Poland with his National Guard Unit.
He and Cassandra Ravens continued their assignments in the School Resource
Officer program at Paducah Tilghman High School and Paducah Middle School.
➢ We continued our department's focus on community involvement and 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.
➢ Three officers were deployed with their National Guard unit.
FY2026 Goals:
➢ Crime and Collision Reduction: We aim to decrease overall crime by five percent
through our intelligence -led, problem -oriented approach. We also plan to reduce
the number of traffic collisions by five percent through our collision reduction plan
with a sustained emphasis on education, enforcement, and engineering.
➢ Community Engagement: We will enhance our interactions with the community
and actively seek engagement opportunities with citizens during non -enforcement
activities. We will continue to host community meetings and broaden the use of
our Deflection Team.
➢ Personnel: We will work to establish a peer support program. We will continue
employee development by providing quality training to improve knowledge, skills,
and abilities. We will continue to focus on recruitment and retention to achieve and
maintain full staffing.
➢ Technology: We will continue to finalize the implementation of the new P25 radio
system. We will expand the use of our drone program. We will develop a strategic
plan to guide the use of current and future technology in policing.
261Page
Department Budget Summary: Police
Department Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Personal Services
$10,553,574
$10,788,772
$10,588,712
$11,443,789
Contractual Services
$574,090
$543,910
$897,899
$928,626
Commodities
$1,509,773
$1,474,988
$1,728,450
$1,744,143
Capital Outlay
0
$9,700
$72,945
$14,020
Total Dept. Budget
$12,637,437
$12,817,370
$13,288,006
$14,130,578
Division Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Administration
Personal Services
$682,005
$671,666
$738,206
$739,842
Contractual
$432,122
$379,886
$699,165
$696,861
Services
Commodities
$346,975
$278,897
$378,884
$360,594
Capital Outlay
0
0
$72,945
$14,020
Operations (Patrol)
Personal Services
$7,312,913
$7,469,723
$7,255,707
$7,940,458
Contractual
$89,262
$104,460
$115,652
$133,005
Services
Commodities
$947,349
$978,913
$1,060,851
$1,125,088
Capital Outlay
0
0
0
0
Support Services
(Investigations)
Personal Services
$2,243,972
$2,313,606
$2,309,157
$2,556,468
Contractual
$52,706
$59,564
$83,082
$98,760
Services
Commodities
$203,726
$209,561
$279,005
$252,251
Capital Outlay
0
$9,700
0
0
COPS Grant
Personal Services
$314,684
$333,777
$285,642
$207,021
Commodities
$11,723
$7,617
$9,710
$6,210
Total Dept. Budget
$12,637,437
$12,817,370
$13,288,006
$14,130,578
271Page
Department Mission:
The Fire Department's Mission is comprised of three (3) goals:
Educate to Prevent Harm
Education and prevention
are the focal points of the
Paducah Fire Department.
We develop and provide
programs and services that
promote safety, and
actively educate the public
in Fire Safety and
Prevention.
Protect
We strive to have a safe
environment for our
personnel and the people
within our community. We
accomplish this through
prompt delivery of
emergency services and by
providing a safe
environment in which to
visit, work, and live.
The Fire Department consists of four (4) divisions:
Administration:
FIRE
Be Kind and Helpful
We show that we care
about our lives and the
lives of others by
conducting ourselves in a
courteous and professional
manner.
'iV4
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
281rage
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 Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
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
30.0
Prevention
Battalion Chief/Fire Marshal
0.0
0.0
0.0
1.0
Deputy Fire Marshal
2.0
2.0
2.0
1.0
Chief Building Inspector
1.0
1.0
1.0
1.0
Dep. Building Inspector
1.0
1.0
1.0
1.0
Chief Electrical Inspector
1.0
1.0
1.0
1.0
Dep. Electrical Inspector
1.0
1.0
1.0
1.0
Permit Technician
1.0
1.0
1.0
1.0
Code Enforcement Officer
3.0
3.0
3.0
4.0
Senior Admin Assistant
1.0
1.0
1.0
1.0
Training
Battalion Chief/Training Officer
1.0
1.0
1.0
1.0
TOTAL
77.0
77.0
77.0
79.0
"FY 2023-FY2025 Included 2 authorized positions not budgeted.
FY2025 Accomplishments:
➢ CY2024 - Responded to 4280 incidents
➢ Initiated 509 foreclosures
➢ CY2024 - 36 Demolitions - City ordered 15; Owners 21
➢ CY2024 - 764 permits issued for $136,856,800.56 million valuation
➢ CY2024 - 1,897 inspections for building and electrical
➢ CY2024 - 2,057 inspections for fire marshals
29IPag
➢ CY2024 – 5,216 inspections for code enforcement
➢ CY2024 – 166 consultations
➢ Trained 6 new recruits
➢ CY2024 – Trained 13,977 man-hours
➢ Successful Contractor Conference w/record attendance
➢ CY2024 Issued 22 Mayfield Permits
➢ Continued pursuit of National Accreditation Process
➢ Implemented Vector Solutions for apparatus checks
➢ Implemented fleet camera system on all front-line apparatus.
➢ Awarded grant for and installed Exhaust Capture Removal System.
➢ Ordered Fire -Rescue boat from Port Security Grant Program
➢ Received and implemented bailout kits
➢ Developed Lieutenant Expectations
➢ Installed a Baby Box
➢ Completed Demolition
➢ Received new fire apparatus engine 1
FY2026 Goals:
➢ Continue National Accreditation Process pursuit towards "applicant agency"
➢ Pursue 3 personnel for suppression staffing with Assistance to Firefighters Grant
Program.
➢ Increase staffing by 6 total personnel in suppression
➢ Increase staffing by 2 total personnel in prevention
➢ Site clearance and security of new training field
➢ Implement Rental Occupancy Permit program
➢ Implement records management software for suppression
➢ 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
301Page
Department Budget Summary: Fire
Department Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Personal Services
$9,010,567
$9,535,043
$9,767,682
$10,234,111
Contractual Services
$394,622
$387,228
$549,205
$555,950
Commodities
$1,030,911
$1,205,014
$1,325,339
$1,487,554
Capital Outlay
$2,513
$331
$14,684
$92,255
Total Dept. Budget
$10,438,613
$11,127,616
$11,656,910
$12,369,870
Division Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Administration
Personal Services
$597,265
$641,044
$656,473
$677,965
Contractual
$58,686
$84,848
$121,965
$130,515
Services
Commodities
$76,044
$122,996
$154,025
$155,695
Capital Outlay
0
0
0
0
Suppression
Personal Services
$7,311,667
$7,745,696
$7,877,958
$8,205,208
Contractual
$107,790
$112,775
$119,035
$113,440
Services
Commodities
$810,342
$927,121
$986,770
$1,114,524
Capital Outlay
$2,513
$331
$14,684
$92,255
Prevention
Personal Services
$976,283
$1,011,501
$1,096,713
$1,208,857
Contractual
$225,655
$187,062
$305,425
$309,445
Services
Commodities
$85,900
$100,820
$116,045
$132,490
Training
Personal Services
$125,352
$136,802
$136,538
$142,081
Contractual
$2,491
$2,543
$2,780
$2,550
Services
Commodities
$58,625
$54,077
$68,499
$84,845
Total Dept. Budget
$10,438,613
$11,127,616
$11,656,910
$12,369,870
31 IPage
PUBLIC WORKS
Department Mission:
It is our mission to provide effective and efficient maintenance and support services for
all citizens of Paducah. We strive to use cost effective resources to deliver quality
services for the maintenance of streets and City facilities.
Streets:
The Street Maintenance division is responsible for the maintenance of approximately
446 lane miles of City roadways in addition to right-of-way's, sidewalks, alleys, curbs
and gutters, independent storm sewer facilities, the landscaping of downtown and
landscaped areas outside of City parks. Street Maintenance maintains more than 3,000
traffic signs and 6,000 storm inlets. This division as requested assists the Engineering
Department with work associated with all City street restoration and rehabilitation
coupled with Municipal Aid Program. Although lights are occasionally added to existing
roadways, the majority of new lights come from new developments.
Facility Maintenance:
The Facility Maintenance division is responsible for the maintenance and care of 30
buildings (20 City employee occupied, 10 leased facilities), and 12 City owned/operated
traffic signals. This division provides support staff to the Parks Department for facilities
including pools, shelters, playground equipment, and the skate park. Additionally, the
Facility Maintenance Division provides custodial services of City -owned facilities and
downtown restrooms, and maintains the aesthetics of decorative lighting systems on
various City properties.
Staffing Summary: Public Works
Streets (Maintenance & Lighting)
Public Works Director*
Assistant PW Director*
Administrative Assistant*
Street Superintendent
Street Supervisor
Landscape Supervisor
Equipment Operator
Concrete Finisher
Right-of-way Maintenance
Facility Maintenance
Public Works Director*
Assistant PW Director*
Administrative Assistant
Maintenance Superintendent
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.50
0.50
0.50
0.50
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.0
3.0
3.0
3.0
1.0
1.0
1.0
1.0
15.0
15.0
15.0
18.0
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
1.0
1.0
1.0
1.0
321Pag
Facility Maintenance (cont'd)
Maintenance Supervisor
Janitor/Collector
Traffic Technician
Master Electrician
Maintenance Technician
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
1.0
1.0
1.0
1.0
4.0
4.0
4.0
4.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
5.0
5.0
5.0
5.0
TOTAL 36.75 36.75 36.75 39.75
*Position split between funds in Public Works (Street, Maintenance, and Solid Waste)
FY2025 Accomplishments:
➢ Installed new trash receptacles and benches downtown
➢ Expanded coverage for deicing/snow removal
➢ Completed renovation of Technology Department
➢ Generator installation Fire Station #5
➢ Completed renovation of Fire Station #2
➢ Improved City Hall stairwell
➢ Installed Christmas decorations in Walter Jetton Blvd median
➢ Implemented Asset Works software in Fleet Division
➢ Purchased grinder for compost facility
FY2026 Goals:
➢ Expand use of Asset Works in all divisions of Public Works
➢ Continue to renovate various city facilities
➢ Improve traffic sign replacement operations
➢ Research improved GPS system to include all feasible divisions of Public Works
33 IPage
Budget Summary: Public Works
Department Summary:
Division Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Streets (Main. & Light.)
Actual
Actual
Revised
Adopted
Personal Services
FY2023
FY2024
FY2025
FY2026
Personal Services
$2,222,863
$2,410,734
$2,396,112
$3,078,387
Contractual Services
$138,372
$136,282
$172,625
$153,410
Commodities
$1,830,059
$1,768,698
$1,949,677
$2,035,245
Capital Outlay
$14,521
0
0
0
Total Dept. Budget
$4,205,815
$4,315,714
$4,518,414
$5,267,042
Division Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Streets (Main. & Light.)
Personal Services
$1,463,711
$1,589,912
$1,599,599
$1,995,812
Contractual Services
$103,609
$97,306
$121,695
$109,130
Commodities
$1,512,626
$1,483,352
$1,525,585
$1,663,420
Capital Outlay
$13,185
0
0
0
Facility Maintenance
Personal Services
$759,152
$820,822
$796,513
$1,082,575
Contractual Services
$34,763
$38,976
$50,930
$44,280
Commodities
$317,433
$285,346
$424,092
$371,825
Capital Outlay
$1,336
0
0
0
Total Dept. Budget
$4,205,815
$4,315,714
$4,518,414
$5,267,042
341-0age
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,
project development, project management,
and budget management. Administrative
staff handles all customer interactions to
include program registration, facility
reservations, Oak Grove Cemetery
management, 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 the Paducah Recreation Center, Paducah Farmer's Market,
Noble Park Pool, and Robert Cherry Civic Center. The division is also tasked with
implantation of large-scale community events to include the Independence Day
Celebration, Veteran's Day Parade, and the Christmas Parade. 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 Rotary Health 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 IPage
Staffing Summary: Parks and Recreation
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Administration
Director of Parks Services
1.0
1.0
1.0
1.0
Senior Admin Assistant
1.0
1.0
1.0
1.0
Administrative Assistant
1.0
1.0
1.0
1.0
Parks Maintenance
Assistant Dir of Parks
1.0
1.0
1.0
1.0
Supervisor
2.0
2.0
3.0
2.76
Maintenance Technician
0.0
0.0
1.0
1.0
Laborer*
12.7
12.7
11.7
12.0
Right of Way Maintenance
1.0
1.0
1.0
1.0
Recreation
Assistant Dir of Recreation
1.0
1.0
1.0
1.0
Recreation Superintendent
1.0
1.0
0.0
0.0
Recreation Supervisor
0.0
0.0
2.0
2.0
Senior Recreation Specialist
1.0
1.0
0.0
0.0
Recreation Specialist
3.0
3.0
3.0
4.0
TOTAL
25.7
25.7
26.7
27.76
*One position split between Parks and Recreation and Transient Boat Dock
FY2025 Accomplishments:
➢ Staff completed certifications (CPRP) Certified Parks and Recreation Professional,
(CPO) Certified Pool Operator, (CPSI) Certified Playground Safety Inspector, and
Pesticide Training.
➢ Staff graduated from Supervisor's School through National Parks and Recreation
Association.
➢ The City's Transient Dock was awarded Boaters Choice Award in 2024 for the 8th
consecutive year.
➢ Department won Department of the Year Award and Program of the Year Award
through the Kentucky Recreation and Parks Society, and was honored at the
Annual Conference in November.
➢ Installation of new court surface at the Tennis Courts.
➢ Installation of new athletic lighting at the Skate Park, Basketball Courts, and Tennis
Courts.
➢ Dog Park Project Complete and opened to the public in August.
➢ New Playground installed with accessible pour in place rubber surface at Keiler
Park.
➢ Hosted 28 events in the Civic Center after being closed for 4 years.
➢ Paducah Sports Park Construction began with anticipated opening of spring 2026.
➢ Parking lot replacement at the Robert Cherry Civic Center.
➢ New fencing at Skate Park.
➢ New backstop fencing at Robert Coleman Park.
361Page
➢ Southside Community Garden Beds constructed and ready for spring planting.
➢ New water spigots at Dog Parks.
➢ Renovations to the Arts and Crafts Building in Noble Park.
➢ New roofs at Shelter 19 and 23 in Noble Park.
➢ New roof at Restroom facility in Robert Coleman Park.
➢ Design for new sprayground and restroom facilities at Robert Coleman Park.
➢ Expanded pool operational hours to 12pm — 7pm.
➢ Hosted new programs to include Youth Cheerleading, 3v3 Youth Basketball
League, youth flag football, and after school programs.
FY2026 Goals:
➢ New Shelter at Noble Park.
➢ Installation of shelters at Albert Jones Park, Robert Coleman Park, and Voor
Park.
➢ Concrete pads for bleachers at Basketball Courts at Robert Coleman Park.
➢ Concrete pads for bleachers at Pickleball Courts at Noble Park.
➢ Downtown Restroom building replacement.
➢ Greenway Trail Expansion — Southside Phase Design.
➢ Signage Improvements.
➢ Cemetery Maintenance Building renovations.
➢ Renovation of the Anna Baumer Building in Noble Park.
➢ Construction of new spray ground and restroom facilities in Robert Coleman
Park.
➢ New playground in Noble Park.
➢ New lighting in Dolly McNutt Plaza.
➢ Installation of a new Tot Lot playground and sidewalks at Keiler Park.
➢ GIS Mapping project at Oak Grove Cemetery.
➢ Recreation Center renovations for staff to include new floors, interior doors and
paint.
➢ Transient Boat Dock repairs and improvements.
➢ Ballfield improvements.
➢ Addition of security cameras in Noble Park, Health Park, and Robert Coleman
Park.
➢ Improved pedestrian paths in Noble Park.
➢ Staff certifications to include CPRP, CPO, CPSI, CDL, and Pesticide Training.
➢ Design of new maintenance building for construction in FY27.
371Page
Budget Summary: Parks and Recreation
Department Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Personal Services
$2,033,363
$2,083,827
$2,309,549
$2,899,189
Contractual Services
$249,560
$344,578
$416,680
$411,805
Commodities
$936,300
$992,455
$1,115,667
$1,167,164
Capital Outlay
$97,214
$15,147
0
$112,459
Total Dept. Budget
$3,316,437
$3,436,007
$3,841,896
$4,590,617
Division Summary:
381 Page
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Administration
Personal Services
$439,652
$442,522
$505,672
$526,406
Contractual Services
$62,405
$76,759
$122,350
$103,705
Commodities
$188,305
$185,611
$214,682
$267,715
Capital Outlay
$69,406
0
0
0
Parks Maintenance
Personal Services
$965,782
$997,416
$982,276
$1,403,447
Contractual Services
$150,098
$220,115
$238,455
$246,475
Commodities
$332,998
$403,023
$451,740
$419,379
Capital Outlay
$27,808
$15,147
0
$112,459
Recreation
Personal Services
$627,929
$643,889
$821,601
$969,336
Contractual Services
$37,057
$47,704
$55,875
$61,625
Commodities
$414,997
$403,821
$449,245
$480,070
Capital Outlay
0
0
0
0
Total Dept. Budget
$3,316,437
$3,436,007
$3,841,896
$4,590,617
381 Page
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 Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Personal Services $10,752 $7,690 0 0
Contractual Services $68 $94 $590 $555
Commodities 0 $11,200 $14,625 $17,050
Total Dept. Budget $10,820 $18,984 $15,215 $17,605
391 Page
ENGINEERINGIFLOODWALL
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
401Page
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
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 II
0.0
0.0
1.0
1.0
Engineering Technician III
1.0
1.0
1.0
1.0
Senior Admin Assistant
1.0
1.0
1.0
1.0
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
12.0
12.0
401Page
FY2025 Accomplishments:
➢ Bid, awarded, and began construction of the BUILD grant project
➢ Finished the S. 24th St. Improvement Project
➢ Completed $2.5M Street Rehabilitation Program
➢ Completed stormwater projects, including replacing the concrete pipe in front of
Fire Station #4
➢ Hired a new Engineering Technician II
➢ Provided local oversight and inspection of the $36M Local Flood Protection
Project rehabilitation conducted by the US Army Corps of Engineers
➢ Finalize Phase 2 of the LFPP rehabilitation project
➢ Passed the Annual Levee Inspection by the US Army Corps of Engineers
➢ Perform routine maintenance and flood protection duties for the Paducah
Floodwall and Levee System
➢ Participated in Kick Start meetings to assist local developers and businesses.
➢ Participated in Special Event Permit meetings to provide guidance on BUILD
grant construction impact on events
➢ Trained Engineering Tech II on telecommunication franchise infrastructure
installation review and oversight
➢ Coordinated regular utility coordination meetings in conjunction with the
development of the annual street rehabilitation plan
➢ Participated in the internal and steering committees for the Greenway Trail
Southside Expansion
➢ Processed 205 property plats into GIS
➢ Rectified and uploaded the 2008 Floodwall boundary survey and worked with the
Technology Department to add it as a layer in the internal GIS mapping
➢ Street Rehabilitation Program plan on GIS
➢ Performed site plan reviews and field inspections
➢ Completed the 2024 Annual sMS4 permit report
FY2026 Goals:
➢ Complete construction of the BUILD grant project.
➢ Release and award RFP for design services for Greenway Trail Southside
Expansion
➢ Complete additional stormwater drainage improvement projects
➢ Assist local developers and businesses with site plan reviews and kick-start
meetings
➢ Provide technical expertise to other City Departments as requested
➢ Oversee telecommunication and gas franchise infrastructure construction
➢ Perform the requirements of the sMS4 permit
➢ Continue the improvement of the levee inspection grade
➢ Begin Phase 3 of the LFPP rehabilitation project
➢ Repaint all structural steel in the movable wall closures
41 IPag
Budget Summary: Engineering/Floodwall
Department Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Personal Services
$1,222,542
$1,334,859
$1,371,813
$1,595,872
Contractual Services
$73,778
$89,476
$460,260
$150,515
Commodities
$308,382
$241,180
$571,190
$479,335
Capital Outlay
0
0
$10,000
0
Total Dept. Budget
$1,604,702
$1,665,515
$2,413,263
$2,225,722
Division Summary:
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Engineering Services
Personal Services
$761,134
$856,837
$732,876
$921,879
Contractual Services
$4,961
$23,860
$6,645
$6,965
Commodities
$55,357
$63,636
$236,605
$244,595
Capital Outlay
0
0
$10,000
0
Floodwall Operations
Personal Services
$461,408
$478,022
$638,937
$673,993
Contractual Services
$68,817
$65,616
$453,615
$143,550
Commodities
$253,025
$177,544
$334,585
$234,740
Total Dept. Budget
$1,604,702
$1,665,515
$2,413,263
$2,225,722
421Page
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
FY2025 Accomplishments:
➢ Implement New Applicant Tracking System with Onboarding
➢ Continue City-wide Diversity, Equity, & Inclusion Programs and Trainings
➢ Implement Paducah Leadership Academy (PLA) for Management
➢ Reestablish the Paducah Youth Program with Paducah Independent Schools
43 IPage
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Director of HR
1.0
1.0
1.0
1.0
Risk Manager
1.0
1.0
1.0
1.0
Diversity Specialist
0.0
1.0
1.0
1.0
Senior HR Generalist
0.0
0.0
1.0
1.0
HR Generalist
1.0
1.0
0.0
0.0
Administrative Assistant
1.0
1.0
1.0
1.0
TOTAL
4.0
5.0
5.0
5.0
FY2025 Accomplishments:
➢ Implement New Applicant Tracking System with Onboarding
➢ Continue City-wide Diversity, Equity, & Inclusion Programs and Trainings
➢ Implement Paducah Leadership Academy (PLA) for Management
➢ Reestablish the Paducah Youth Program with Paducah Independent Schools
43 IPage
➢ Created the Title VI program and updated other employee related policies and
ordinances.
FY2026 Goals:
➢ Research and implement ways to enhance Employees Benefits to assist with
recruitment and retention
➢ Streamline the recruitment process to keep candidates better informed of where
we are at in the process.
➢ Launch Mental Health Employee Resource Group
➢ Safety Training Compliance Program by Department
➢ Develop Career Progression Plans - In More Ways than Just Promotions -
Training, Additional Job Responsibilities, Mentoring New Employees, Etc.
*Photo taken at FY2025 Safety Appreciation Luncheon
Budget Summary: Human Resources and Risk Management
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Personal Services $378,354
$439,851
$511,783
$560,946
Contractual Services $46,451
$56,757
$86,490
$59,240
Commodities $80,363
$118,763
$112,295
$112,485
Total Dept. Budget $505,168
$615,371
$710,568
$732,671
441rage
OTHER GENERAL FUND DIVISIONS
This page contains the Budget Summaries for the Cable Authority, Audit Adjustments,
and Interfund Transfers.
Budget Summary: Cable Authority
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Contractual Services $85,343
$85,340
$85,325
$89,540
Commodities 0
0
0
0
Total Budget $85,343
$85,340
$85,325
$89,540
Budget Summary: Audit Adjustments*
0
0
$100,000
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Leave Expense
$38,743
$102,812 0 0
Debt Forgiveness
$475,415
$720,543 0 0
PJC Property Tax
$368,753
$371,881 0 0
Total Budget
$882,911
$1,195,236 0 0
*The Audit Adjustments cost center is used for year-end financial statement
presentation entries only
Budget Summary: Interfund Transfers (out)
Total Budget $6,975,816 $7,105,012 $13,668,149 $3,660,079
451Pag(
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
MAP Fund
0
0
$231,585
0
Investment Fund
$25,000
0
$70,000
0
TIF Fund
0
0
$100,000
0
E911 Fund
$754,757
$783,084
$1,713,000
0
Debt Service Fund
$1,030,776
$2,159,792
$1,445,270
$1,445,395
Capital Projects Fund
$4,769,049
$3,520,736
$9,371,818
$1,625,010
Transient Boat Dock
0
0
$304,100
$30,044
Civic Center Fund
$367
0
0
0
Rental Prop. Fund
$57,340
$105,715
0
0
Fleet Main. Fund
$54,750
0
$52,376
$194,630
Fleet Trust Fund
0
$21,800
0
0
Insurance Fund
$23,777
$87,077
$70,000
$70,000
P F P F Fund
$260,000
$426,808
$310,000
$295,000
Total Budget $6,975,816 $7,105,012 $13,668,149 $3,660,079
451Pag(
OTHER GOVERNMENTAL FUNDS
In addition to the General Fund, the City utilizes thirteen
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, Opioid Settlement Fund and Bond Fund.
461Page
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 MuseumNeiser
➢ 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
Expenditures
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Revenue
$13,553
$15,642
$19,410
$20,730
Property Rent & Sales
$133,157
$132,513
$142,512
$142,513
Interfund Transfers
General Fund
$57,340
$105,715
0
0
Total Revenue
$190,497
$238,228
$142,512
$142,513
Expenditures
Contractual Services
$13,553
$15,642
$19,410
$20,730
Commodities
$98,879
$49,728
$123,102
$121,783
Interfund Transfers
General Fund
$76,858
$172,766
0
0
Capital Projects Fund
0
Total Expenditures
$189,290
$238,136
$142,512
$142,513
471Page
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.
With the development of a new radio system this fund will eventually collapse into the
General Fund.
Statement of Revenue and Expenditures: Radio Depreciation Fund
481Page
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Revenue
Property Rent & Sales
$148,639
$152,461
$158,469
0
Interest Income
$5,026
$5,257
$3,600
0
Total Revenue
$153,665
$157,717
$162,069
$0
Expenditures
Contractual Services
$23,850
$23,892
$25,035
0
Commodities
0
0
0
0
Interfund Transfers
General Fund
$113,470
0
0
0
911 Fund
0
$110,845
0
0
Total Expenditures
$137,320
$134,737
$25,035
$0
481Page
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 Telecom municator, 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.
491Page
Staffing Summary: 911 Communications Services
FY2025 Accomplishments:
➢ The 911 radio infrastructure project has been progressing well through
partnerships with Communications International and Federal Engineering.
Construction has occurred at the 911 center and other tower sites in preparation
for hardware delivery. Functional planning of radio programming is scheduled to
occur before fiscal year close.
➢ Achieved 100% compliance and errorfree reporting to the State 911 board in Next
Generation 911 reporting.
➢ Hired two telecommunicators and one shift supervisor. Patrick Bugg was promoted
to Assistant Manager and Taryn Reed was promoted to Shift Supervisor.
➢ Telecommunications Shift Supervisor, Patrick Bugg, received KENA/KY APCO
Supervisor of the Year award from the Kentucky Emergency Services Conference.
➢ Ten employees were awarded for their exemplary work during the year at the
Annual Police Department Awards ceremony.
➢ Paducah -McCracken 911 Board was established and has successfully met with
911 Center leadership to discuss and plan future budgets.
➢ All dispatchers obtained and maintained state DOCJT certification.
➢ Dispatcher, McCall Buckingham, obtained NENA's Excellence in Dispatching
certificate, becoming the third telecommunicator at our 911 Center as well as the
third EID in the Western Kentucky.
➢ Obtained Kentucky Chiefs of Police Association re -accreditation. This is the third
accreditation of the 911 Center.
➢ Quality Assurance checks performed monthly on telecommunicators.
➢ Developed a Public Education and Recruitment team to enhance community
understanding of 911 telecommunications. The team has participated in local
career fairs, public education events at local high schools and colleges, and
Halloween on Jefferson Street.
➢ Hosted National Emergency Numbers Association (NENA) Center Manager
Certification Program (CMCP) Course.
➢ Completed upgrade to the Equature audio, phone and radio recording system with
grant assistance from the Kentucky 911 Services Board.
➢ Shift Supervisor, Tony Coraggio, achieved NENA's CMCP certification.
➢ Completed computer server duplication and security upgrades.
501Page
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
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
1.0
1.0
1.0
1.0
System Administrator
1.0
1.0
1.0
1.0
Supervisor
4.0
4.0
4.0
4.0
Telecom municator
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
FY2025 Accomplishments:
➢ The 911 radio infrastructure project has been progressing well through
partnerships with Communications International and Federal Engineering.
Construction has occurred at the 911 center and other tower sites in preparation
for hardware delivery. Functional planning of radio programming is scheduled to
occur before fiscal year close.
➢ Achieved 100% compliance and errorfree reporting to the State 911 board in Next
Generation 911 reporting.
➢ Hired two telecommunicators and one shift supervisor. Patrick Bugg was promoted
to Assistant Manager and Taryn Reed was promoted to Shift Supervisor.
➢ Telecommunications Shift Supervisor, Patrick Bugg, received KENA/KY APCO
Supervisor of the Year award from the Kentucky Emergency Services Conference.
➢ Ten employees were awarded for their exemplary work during the year at the
Annual Police Department Awards ceremony.
➢ Paducah -McCracken 911 Board was established and has successfully met with
911 Center leadership to discuss and plan future budgets.
➢ All dispatchers obtained and maintained state DOCJT certification.
➢ Dispatcher, McCall Buckingham, obtained NENA's Excellence in Dispatching
certificate, becoming the third telecommunicator at our 911 Center as well as the
third EID in the Western Kentucky.
➢ Obtained Kentucky Chiefs of Police Association re -accreditation. This is the third
accreditation of the 911 Center.
➢ Quality Assurance checks performed monthly on telecommunicators.
➢ Developed a Public Education and Recruitment team to enhance community
understanding of 911 telecommunications. The team has participated in local
career fairs, public education events at local high schools and colleges, and
Halloween on Jefferson Street.
➢ Hosted National Emergency Numbers Association (NENA) Center Manager
Certification Program (CMCP) Course.
➢ Completed upgrade to the Equature audio, phone and radio recording system with
grant assistance from the Kentucky 911 Services Board.
➢ Shift Supervisor, Tony Coraggio, achieved NENA's CMCP certification.
➢ Completed computer server duplication and security upgrades.
501Page
➢ Implemented the use of Employee Journals to document performance year-round
for inclusion in annual evaluations.
➢ Transitioned employee records to an online server, reducing physical storage
needs.
➢ Coordinated with DOCJT to host more local training, minimizing travel time and
distance for State Mandated Training.
➢ Advanced the back-up 911 center by enhancing interoperability with the main
center.
➢ Maintained monthly technology unit partner meetings focused on maximizing the
use of available technology and resources.
➢ Increased supervisory engagement with partner agencies to strengthen
interagency relationships.
➢ Promoted a full-time CJIS/NCIC telecommunicator position.
FY2026 Goals:
➢ Completion and full installation of the 911 radio infrastructure project.
➢ Maintain Next Generation 911 standards at 100% compliance.
➢ Fully staff all open employee positions within the center.
➢ Continue to evaluate and measure services provided to all community partners.
➢ Continue to expand employee recruitment and outreach by engaging the local high
schools, colleges, job fairs and community outreach.
➢ Maintain New World Systems to the most up-to-date version available.
➢ Establish quarterly reporting for member agencies of the 911 Center.
➢ Establish a Radio User Group, consisting of representatives from each partner
agency, to meet on a quarterly basis.
➢ Expand the use of nationally recognized training standards and certifications
through APCO and NENA.
➢ Fully equip a back-up dispatch space and perform evacuation and testing drills on
a quarterly basis.
➢ Use of Virtual Academy to modernize the in-house training program for
professionalism and transparency.
➢ Complete in-house console upgrade to include seven fully operational console
positions.
➢ Expand the mobile Vesta system to ensure mobility and full five console
functionality at the backup 911 center.
➢ Complete multi -agency training on the new P25 radio system.
➢ Complete Vesta 911 phone system upgrade.
➢ Install UV air purification system to enhance healthier environment for 24/7 nature
of the Center.
➢ Continue reaching 100% compliance with DOCJT telecommunicator certification
and annual continuing education requirements.
➢ Strengthen partnerships with Western Kentucky 911 Centers to enhance training
opportunities, employee support, incident communication, and the overall
development of regional 911 operations.
51 IPage
Statement of Revenue and Expenditures: 911 Communications Services Fund
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
$1,772,614
$176,537
$250,092
$278,687
Taxes
$711,782
$725,159
$702,000
$2,860,000
Grants
$635,353
$767,685
$1,336,252
0
Charges for Service
$45,350
$62,648
$40,000
0
Interest Income
$5,871
$7,969
$9,817
$16,500
Interfund Transfers
Radio Fund
$113,470
$110,845
0
0
General Fund
$754,757
$783,084
$1,713,000
0
Total Revenue $2,266,583 $2,457,390 $3,801,069 $2,876,500
Expenditures
Personal Services
Contractual Services
Commodities
Capital Outlay
Interfund Transfers
$1,619,005
$1,772,614
$176,537
$250,092
$278,687
$281,619
$4,496
$771
$187,858
$152,294
$2,181,166
$2,242,635
$538,413
$448,021
$456,421
$336,545
$482,649
$174,000
$142,420
$142,294
Total Expenditures $2,266,583 $2,457,390 $3,801,069 $3,343,495
521 Oage
OPIOID SETTLEMENT FUND
Fund Description:
The Opioid Settlement Fund accounts for all revenue and expenditures as it relates to
the City's participation in the National Opioid Settlement.
Staffing Summary: Opioid Settlement Fund
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Deflection Specialist* 0.0
0.0
0.0
0.75
TOTAL 0.0
0.0
0.0
0.75
*Position split between Police and Opioid Settlement Fund
Statement of Revenue and Expenditures: Opioid Settlement Fund
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
Restitution $576,019 $643,292 $105,140 $239,750
Total Revenue $576,019 $643,292 $105,140 $239,750
Expenditures
Personal Services 0 0 0 $53,096
Interfund Transfers
General Fund 0 0 $64,200 0
Total Expenditures 0 0 $64,200 $53,096
531Page
MUNICIPAL AID PROGRAM (MAP) FUND
Fund Description:
The Kentucky Transportation Cabinet administers the revenue sharing program called
Municipal Aid Program (MAP) funded by motor fuel taxes as provided by KRS Chapter
177. Paducah's allocation of State motor fuel tax funds has historically averaged
$500,000 annually. MAP funding is based on a formula set out by the state of Kentucky.
Kentucky law requires the City to account for state shared gas tax money in a separate
fund. The City traditionally adds a fund transfer from the Investment Fund for the paving
(streets and sidewalks) program.
The City maintains approximately 446 lane miles of streets. The Engineering
Department ranks the streets in need of resurfacing, and continues the restoration of
streets, curbs, gutters, and sidewalks based on the priority list established and
maintained by the City Engineer and the Street Superintendent, in coordination with
local public utility companies and associated capital improvement projects.
Statement of Revenue and Expenditures: Municipal Aid Program Fund
Expenditures
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Revenue
$1,280
$1,280
$1,705
$1,705
Taxes
$527,517
$605,120
$580,000
$580,000
Interest Income
$46,038
$58,275
$55,000
$36,000
Interfund Transfers
$1,509,714
$2,168,206
$2,733,290
$3,116,000
General Fund
0
0
$231,585
0
Investment Fund
$1,200,000
$1,500,000
$2,000,000
$2,000,000
Bond Fund
0
$95,056
0
0
Total Revenue
$1,773,555
$2,258,451
$2,866,585
$2,616,000
Expenditures
Contractual Services
$1,280
$1,280
$1,705
$1,705
Commodities
0
0
0
0
Capital Outlay
$1,508,434
$2,166,926
$2,731,585
$3,114,295
Total Expenditures
$1,509,714
$2,168,206
$2,733,290
$3,116,000
541Page
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. Nearly 20% of all Investment Fund resources are dedicated to
debt service for capital investment and economic development for previous capital
projects, or for existing economic development agreements.
Statement of Revenue and Expenditures: Investment Fund
Expenditures —
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Revenue
Licenses & Permits
$6,521,531
$6,208,935
$6,750,000
$6,970,000
Fees
0
$32,780
0
0
Interfund Transfers
General Fund
$25,000
0
$70,000
0
Bond Fund
0
0
0
$500,000
Capital Projects Fund
$33,831
$553,178
0
0
Total Revenue
$6,580,362
$6,794,893
$6,820,000
$7,470,000
Expenditures —
Economic Development
Contractual Services
$21,120
$3,800
$33,900
$3,900
Contributions
$1,017,346
$1,048,346
$2,614,904
$1,529,000
Interfund Transfers
General Fund
$120,000
$120,000
$120,000
$120,000
MAP Fund
$1,200,000
$1,500,000
$2,000,000
$2,000,000
Debt Service Fund
$1,639,449
$1,522,838
$1,373,680
$1,094,540
Capital Projects Fund
$2,735,000
$2,193,725
$3,201,250
$3,140,000
Total Expenditures
$6,732,915
$6,388,709
$9,343,734
$7,887,440
55 IPage
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 Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
County Increment (Property Tax)
0
$24,222
$21,000
$25,000
City Increment
0
$68,828
$66,250
$70,000
State Increment
0
0
0
$50,000
Interfund Transfers
General Fund (Payroll & Property Tax)
0
0
$100,000
0
Total Revenue
0
$93,050
$187,250
$145,000
Expenditures
Interfund Transfers
Debt Service Fund 0 0 $66,250 $123,000
Total Expenditures 0 0 $66,250 $123,000
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561Page
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
571Page
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Revenue
Grants
$197,500
$197,500
$3,797,500
$250,000
Total Revenue
$197,500
$197,500
$3,797,500
$250,000
Expenditures
Contractual Services
$197,500
$197,500
$3,797,500
$250,000
Total Expenditures
$197,500
$197,500
$3,797,500
$250,000
571Page
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
581Page
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Revenue
Fines
$46,541
$47,739
$30,000
$30,000
Interest Income
$21,851
$34,703
$25,000
$27,000
Total Revenue
$68,392
$82,442
$55,000
$57,000
Expenditures
Contractual Services
$43,932
$40,308
$61,165
$61,165
Commodities
$26,576
$20,544
$55,000
$51,000
Total Expenditures
$70,508
$60,852
$116,165
$112,165
581Page
TRANSIENT ROOM TAX FUND
Fund Description:
The Room Tax Fund was established in FY2020 for the purpose of capturing all manner
of financial transactions associated with the City's 4% transient room tax. The room tax
is collected by hotels and like organizations based on gross receipts collected. Room
Tax receipts are submitted monthly to McCracken County, then transmitted directly to
the CVB (3%) and the Convention Center (1 %) as directed by interlocal cooperative
agreement with the County.
Statement of Revenue and Expenditures: Transient Room Tax Fund
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
Licenses $1,839,464 $1,802,253 $1,850,650 $1,855,000
Total Revenue $1,839,464 $1,802,253 $1,850,650 $1,855,000
Expenditures
Grants $1,839,464 $1,802,253 $1,850,650 $1,855,000
Total Expenditures $1,839,464 $1,802,253 $1,850,650 $1,855,000
591 Page
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 for
around a dozen notes/bond issues outstanding as of the end of the fiscal year. Final
maturity dates on these debt issues range from FY2026 to FY2045. 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 Section 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 $298,494,856.
The City's projected net general obligation indebtedness of $55 million at June 30, 2026
is well within this limit.
The table below illustrates the City's portion of debt service payments over the last few
years.
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$0.0
City's Share Versus
Total Debt Service Payments - $
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
601Page
Statement of Revenue and Expenditures: Debt Fund
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
Leases
$6,378
$724
0
0
Licenses & Permits
$655,076
$653,026
$656,670
$1,853,657
Property Rent & Sales
$103,822
$13,204
0
0
Charges for Service
0
$41,000
0
0
Interest Income
$67,564
$93,729
$30,000
$77,000
Other fees
0
$8,346
0
0
Interfund Transfers
$195,287
$193,979
$192,280
$192,565
General Fund
$1,030,776
$2,159,792
$1,445,270
$1,445,395
TIF
0
0
0
$123,000
E911
$141,858
$142,294
$142,420
$142,294
Investment Fund
$1,639,449
$1,522,838
$1,373,680
$1,094,540
Total Revenue
$3,644,923
$4,593,953
$3,648,040
$4,735,886
Expenditures
Contractual Services
$2,130
$2,130
$2,835
$2,835
Agent Fees KLC
2001 Series
$551,274
$548,954
$551,650
$551,050
2003 Series
$232,618
$41,000
0
0
2005 P F P F
$493,405
$491,547
$440,075
$182,295
2009 KLC
$183,221
$186,150
$184,300
$183,000
2009 KACO
$195,287
$193,979
$192,280
$192,565
2010 Series
$429,300
$429,100
$413,600
$413,250
Murray State University
$161,425
$161,426
$161,430
$161,426
2013 Series
$304,326
$1,239,732
$93,260
$90,780
2017 CFSB
$103,802
$104,072
$105,020
$103,637
2018A Series
$107,768
$108,931
$109,810
$110,431
2018B Series
$141,858
$142,294
$142,420
$142,294
2018C Series
$25,503
$219,379
$219,000
$218,610
2020A Series
$537,371
$797,500
$1,002,100
$1,263,100
2025A Series
0
0
0
$1,952,088
Total Expenditures
$3,469,288
$4,666,194
$3,617,780
$5,567,361
611 Page
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.
621 Page
APPROPRIATIONS
Project Name /Description
ID
File No.
Amount
SSR - Demo/Foreclosures
CD0102
9.325
$85,000
SSR - Homeowners Incent Program
CDO104
9.328
$750,000
E911 Radio/Tower
E91108
9.374
$2,682,795
DT - Roof Stabilization
DT0030
9.244
$75,000
DT - Upper Story Living
DT0033
9.253
$100,000
DT - Facade Grant Program
DT0035
9.257
$10,000
BUILD Grant
DT0050
6.314
$5,050,000
Riverport Grant Match
EDO117
13.202
$60,000
Remote Workers Incentive Program
EDO118
13.203
$20,000
Weyland Ventures
EDO119
13.155
$780,010
Annexations
EDO120
13.208
$50,000
FT - Virtualization
EQ0031
9.353
$35,000
Fire Training Field
FI0032
9.287
$150,000
Lien Recovery Program
MR0010
9.70
$50,000
Hotel Metropolitan: Mellon Grant
MR0102
6.368
$250,000
Main Street
MR0105
NA
$150,000
City Facilities Improvements
PF0079
9.33
$800,000
Future Facilities
PF0092
9.375
$300,000
PD Technology Set Aside
PO0101
9.291
$50,000
West Park Village
ST0042
NA
$500,000
Total Appropriations
$11,947,805
SOURCE OF FUNDING
General Fund
$1,625,010
Investment Fund
$3,140,000
Bond Fund
$7,182,795
Total Sources
$11,947,805
Source: FY2026 CIP Fund (4000) Revenues & Expenditures budget.
63 IPage
Statement of Revenue and Expenditures: Capital Improvements Fund
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
Grants
$2,029,657
$2,063,368
$17,183,214
0
Interest Income
0
0
0
0
Insurance
$1,533,192
$153,839
0
0
Loans
$1,213,469
0
$41,289
0
Charges for Service
$106,574
$146,908
$220,631
0
Other
$184,092
$802,331
$69,678
0
Property Rent & Sales
$2,671
$323
$152
0
Interfund Transfers
$194,820
$1,117,004
$3,043,784
$800,000
General Fund
$4,769,049
$3,520,736
$9,371,816
$1,625,010
Rental Fund
0
$121,608
0
0
E911 Fund
$46,000
$10,000
0
0
Investment Fund
$2,735,000
$2,193,725
$3,200,686
$3,140,000
Capital Projects Fund
$4,731,595
$4,346,042
$1,199,293
Bond Fund
0
$1,907,985
$8,182,797
$7,182,795
Total Revenue
$17,351,299
$15,266,865
$39,469,556
$11,947,805
Expenditures
Administration
$655,672
$145,654
$578,537
$210,000
Finance
$45,551
($21,769)
$2,850,007
$550,000
Technology
$308,901
$234,068
$748,765
$35,000
Clerk/Customer Exper.
$542
0
0
Planning
$1,266,729
$2,540,321
$5,595,080
$1,785,010
Police
$253,129
$98,072
$405,904
$50,000
Fire
$654,254
$1,022,575
$1,287,603
$285,000
Public Works
$194,820
$1,117,004
$3,043,784
$800,000
Engineering/Floodwall
$7,844,740
$3,161,348
$26,062,548
$5,550,000
Human Resources
0
0
0
0
Parks
$1,076,512
$3,093,161
$680,290
0
E911
0
$1,156,317
$3,585,214
$2,682,795
Interfund Transfers
General Fund
$1,918
$4,671
$17,672
0
Investment Fund
$33,831
$553,178
0
0
CDBG Fund
0
0
$250,000
0
Capital Projects Fund
$4,731,595
$4,346,042
$2,514,266
0
Bond Fund
0
0
$19,131
0
Other Trust Funds
$1,969
0
0
Total Expenditures
$17,070,163
$17,450,642
$47,638,801
$11,947,805
641Page
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 2025, the City issued tax exempt GOB 2025A for $25.815 million in two
series to fund the City's 2nd tranche commitment to the Sport Plex ($22.5M); and $4.5M
for the BUILD Grant (riverfront re -development) project (total bond proceeds
$27,003,074) as authorized by ordinance 2025-01-8833.
It is anticipated that TIF Fund revenues will partially fund the BUILD portion of the
borrowing in the amount of approximately $75K annually from the City and $25K from
the County from the local TIF agreement, while the unfunded portion will be covered by
the City's Investment Fund. The Sports Plex tranche 2 series will be covered, in part,
annually with % of 80% of the Sport Tourism Authority (STA) bed tax revenue at
approximately $528K per year, with the balance of the annual debt service expenditure
to be covered by the City's Investment Fund. This GOB (both series) will be paid off in
2044. The average annual debt service payment is $1.9M.
Statement of Revenue and Expenditures: Bond Fund
Actual Actual
FY2023 FY2024
Revised Adopted
FY2025 FY2026
Revenue
Bond Proceeds 0 0 0 0
Interest Income $704,774 $274,875 $400,000 $325,000
Total Revenue $704,774 $274,875 $400,000 $325,000
Expenditures
Contractual Services
0
$120,687
$946,520
$1,253,000
Debt Service
$2,531,649
$854,539
$10,982,480
$24,859,485
Interfund Transfers
Map Fund
0
$95,056
0
0
Investment Fund
0
0
0
$500,000
Capital Projects Fund
0
$1,907,985
$3,071,000
$7,182,795
Total Expenditures
$2,531,649
$2,978,267
$15,000,000
$33,795,280
65 IPage
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 three enterprise
funds: Solid Waste Fund, Transient Boat Dock, and Civic
Center Fund.
661Page
SOLID WASTE FUND
Fund Mission:
The Public Works Department oversees
the Solid Waste Fund and is dedicated to
serving the citizens of Paducah by
providing reliable quality solid waste
collections and voluntary recycling
opportunities. The Solid Waste Fund's
mission is to provide the best weekly solid
waste collections for approximately
11,500 City customers, approximately
900 commercial businesses with multiple
weekly collections, and to provide a
composting facility that serves all of
McCracken County.
Administration:
This division supervises, administers, and
manages the resources of all solid waste
funds. It ensures that solid waste
collection and disposal systems are
provided for the customers in an efficient,
effective, and economical manner, at or
below competitive market rates, and
adheres to state and federal regulations.
Administration maintains an inventory of
all rollouts and dumpsters. The annual
Spring Clean-up Day for Paducah and
McCracken County residents is organized
and managed by this division.
Residential Collection:
This division provides collection and
disposal of solid waste for the residential
and commercial roll-out customers as
well as curbside recycling for residential
customers. Residential solid waste
customers are on a once per week
schedule and residential recycling is twice
per month. Commercial roll-out
customers have the option of multiple
pickups per week, depending on the
customers' needs. This division also
assists in weekly collection of yard waste.
The division maintains an inventory of all
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 8t" Street provides
composting programs to meet federal and
state targeted goals of 25% reduction in
the solid waste stream. This facility
operates a bio -solids composting facility
by combining yard waste collected with
bio solids from the Paducah McCracken
Co. Joint Sewer Agency wastewater
treatment plant to produce an enriched
soil amendment. Paducah's composting
facility has been the model used by
several other communities to initiate their
own composting facilities.
671Page
Staffing Summary: Solid Waste Fund
Total Revenue
Actual Actual
Revised
Adopted
$7,013,500
FY2023 FY2024
FY2025
FY2026
Administration
Administration
$1,312,649
$1,144,801
Public Works Director
0.50
0.50
0.50
0.50
Assistant PW Director
0.25
0.25
0.25
0.25
Solid Waste Superintendent
0.0
1.0
1.0
1.0
Solid Waste Supervisor
2.0
1.0
1.0
1.0
Administrative Assistant
1.25
1.25
1.25
1.25
Residential Collection
$30,000
Interfund Transfers
$342,363
$320,000
Laborer
1.0
1.0
1.0
1.0
Truck Driver
13.0
13.0
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
TOTAL
25.0
25.0
25.0
25.0
Statement of Revenue and Expenditures: Solid Waste
Fund
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Revenue
Grants $103,345
$29,401
$669,071
$65,000
Property Rent & Sales $61,557
$57,081
$5,000
$5,000
Charges for Services $4,816,742
$4,933,001
$5,245,000
$6,792,500
Interest Income $134,149
$167,195
$137,000
$150,000
Other Fees $5,322
2,111
$1,000
$1,000
Total Revenue
$5,121,115
$5,188,789
$6,057,071
$7,013,500
Expenditures
Administration
$1,312,649
$1,144,801
$1,316,365
$1,403,436
Residential Collection
$2,126,113
$1,758,565
$2,619,257
$2,745,237
Commercial Collection
$1,471,143
$1,391,220
$1,814,915
$1,803,930
Compost
$519,569
$380,984
$1,392,815
$1,533,421
Landfill
$16,195
$17,029
$21,404
$20,000
Recycling
0
0
$30,000
$30,000
Interfund Transfers
$342,363
$320,000
$341,390
$516,495
Total Expenditures*
$5,788,032
$5,012,599
$7,536,146
$8,052,519
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year
681Page
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.
Staffing Summary: Transient Boat Dock Fund
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Laborer* 0.3 0.3 0.3 0.24
TOTAL 0.3 0.3 0.3 0.24
*Position split between Parks and Recreation and Transient Boat Dock Fund
Statement of Revenue and Expenditures: Transient Boat Dock Fund
Actual Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
Rental Income
$34,187
$25,359
$36,000
$36,000
Interest on Checking
$2,195
$2,237
$1,690
$1,000
Sales
$94,054
$53,987
$85,000
$68,000
Permits & Fees
$5,195
$2,365
$5,500
$5,500
Interfund Transfers
General Fund
0
0
$304,100
$30,044
Total Revenue
$135,631
$83,948
$432,290
$140,544
Expenditures
Personal Services
$21,103
$20,393
$21,311
$22,003
Contractual Services
$20,277
$22,881
$24,815
$33,465
Commodities
$81,272
$58,656
$396,555
$389,076
Total Expenditures
$122,652
$101,930
$442,681
$444,544
691Page
CIVIC CENTER FUND
Fund Description:
The main function of the Robert Cherry Civic Center is to provide rental services at a
competitive rate. The Robert Cherry Civic
Center held a ribbon -cutting ceremony on 1
Monday, February 26, 2024 after renovations
were completed. The upgraded facility V" '
boasts a new banquet hall equipped with �s
audio and visual technology, a new lobby,
office space, a catering kitchen, and
restrooms. 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. The Civic Center Fund was combined with the General
Fund in FY2024.
Statement of Revenue and Expenditures: Civic Center Fund
Expenditures
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Revenue
0
0
0
0
Rental Income
0
0
0
0
Interfund Transfers
0
0
0
0
General Fund
$367
0
0
0
Total Revenue
$367
0
0
0
Expenditures
Contractual Services
0
0
0
0
Commodities
0
0
0
0
Depreciation
0
0
0
0
Interfund Transfers
General Fund
$69,406
0
0
0
Total Expenditures
$69,406
0
0
0
701Page
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.
71 IPage
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
*Position split between funds (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
721Page
Actual
FY2023
Actual
FY2024
Revised
FY2025
Adopted
FY2026
Fleet Maintenance
Assistant PW Director*
0.25
0.25
0.25
0.25
Fleet Superintendent
1.0
1.0
1.0
1.0
Fleet Supervisor
1.0
1.0
1.0
1.0
Senior Admin Assistant
1.0
1.0
1.0
1.0
Fleet Mechanic II
5.0
5.0
5.0
5.0
TOTAL
8.25
8.25
8.25
8.25
*Position split between funds (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
721Page
Statement of Revenue and Expenditures: Fleet Maintenance Fund
73 IPage
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Revenue
Property Rent & Sales
$175
$1,600
0
0
Internal Service Rev.
$744,179
$801,414
$802,000
$802,000
Interest on Checking
0
$123
$500
$500
Other Fees
0
0
0
0
Interfund Transfers
General Fund
$54,750
0
$52,376
$194,630
Solid Waste
$22,363
0
$21,390
$79,495
Total Revenue
$821,467
$803,137
$876,266
$1,076,625
Expenditures
Personal Services
$629,654
$896,808
$720,301
$779,096
Contractual Services
$31,475
$22,941
$30,255
$31,535
Commodities
$75,046
$85,020
$100,150
$105,995
Rolling Stock
0
0
0
$150,000
Capital Outlay
0
0
$25,000
$10,000
Depreciation
$3,664
$3,325
$4,275
$16,200
Total Expenditures
$739,839
$1,008,094
$879,981
$1,092,826
73 IPage
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 Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
Property Rent
$1,079,142
$1,116,691
$1,222,905
$1,338,203
Insurance
$70,810
$18,228
$50,000
$50,000
Sales
($6,416)
$36,880
$25,000
$25,000
Interest Income
$141,632
$181,842
$142,000
$160,000
Interfund Transfer
0
$21,800
0
0
Total Revenue
$1,285,168
$1,375,441
$1,439,905
$1,573,203
Expenditures
Contractual Services
$57,195
$57,195
$59,255
$64,255
Commodities
0
0
$2,000
$2,000
Rolling Stock
0
0
$1,526,000
$1,723,510
Capital Outlay
0
0
0
0
Depreciation
$866,507
$785,936
$838,000
$1,064,000
Interfund Transfers
General Fund
0
0
0
0
Total Expenditures
$923,702
$843,131
$2,425,255
$2,853,765
741Page
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 Actual Revised Adopted
FY2023 FY2024 FY2025 FY2026
Revenue
Internal Service Revenues $1,275,188 $1,352,178 $1,278,140 $1,260,581
Interfund Transfers
General Fund $23,777 $87,077 $70,000 $70,000
Total Revenue $1,298,965 $1,439,255 $1,348,140 $1,330,581
Expenditures
Contractual Services $1,269,237 $1,353,497 $1,348,140 $1,330,581
Interfund Transfers
General Fund 0 0 0 0
Total Expenditures $1,269,237 $1,353,497 $1,348,140 $1,330,581
751Page
HEALTH INSURANCE FUND
Fund Mission:
The Health Insurance Fund is a self-insured internal service fund designed to capture all
manner of financial activities associated with the Employee Health Insurance Cafeteria
Plan.
The City of Paducah contracts with a third -party administrator to assist in managing the
health insurance program. Premiums charged to the employees and the City's
contributions are reviewed annually and adjusted as necessary to keep the self-funded
plan sustainable. Re -insurance is purchased through this fund to protect it against
catastrophic loss. The City cares about the health of their employees and is committed
to supporting wellness. A variety of wellness activities and preventative programs are
also included in this fund. As an `associate agency', the Joint Sewer Agency (JSA)
participates in the City's health insurance plan.
Statement of Revenue and Expenditures: Health Insurance Fund
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Revenue
Internal Service Revenues
$3,359,357
$3,414,673
$3,505,420
$3,458,760
Interest Income
$143,013
$194,008
$150,000
$158,000
Retiree Life Insurance
0
$3,881
$4,000
$2,000
Total Revenue
$3,502,370
$3,612,562
$3,659,420
$3,618,760
Expenditures
Contractual Services $3,671,423 $3,612,244 $3,568,050 $3,947,490
Interfund Transfers
General Fund $75,700 0 $91,370 $97,980
Total Expenditures $3,747,123 $3,612,244 $3,659,420 $4,045,470
761Page
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 one fiduciary fund;
Police & Fire Pension Fund (PFPF).
771Page
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
781Page
Actual
Actual
Revised
Adopted
FY2023
FY2024
FY2025
FY2026
Revenue
Property Rent & Sales
$310,144
$344,255
$260,000
$260,000
Interest Income
$84,164
$101,792
$100,500
$100,500
Other Fees
$3,595
$1,100
$500
$500
Interfund Transfers
General Fund
$260,000
$426,808
$310,000
$295,000
Total Revenue
$657,903
$873,955
$671,000
$656,000
Expenditures
Personal Services
$842,634
$774,453
$754,000
$699,000
Contractual Services
$40,752
$40,859
$32,465
$32,465
Commodities
$282
$276
$300
$250
Total Expenditures
$883,668
$815,588
$786,765
$731,715
781Page
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
I cJ-1I�
PADUCAH
aethe Best
➢ 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 45th Paducah Board of Commissioners began their terms on January 1, 2025.
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
791Page
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.
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
figures at 27,137. However, since Paducah is the economic, educational, medical, and cultural
801Page
hub of the region, daytime population can often swell to more than 80,000 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
Population- highly variable weather. The mean
Wr Year Population temperature is 57.8 degrees with a record
high of 108 and a record low of -15. Its
2020 27,137 position north of the Gulf contributes ample
2010 25,024 moisture for precipitation. Paducah typically
2000 26,307 receives 49 inches of precipitation with an
1990 27,256 average of nine inches of snow.
1980
1970
1960
29,315 Paducah's heritage is reflected in 19th century
31,627 architecture and a number of museums and
34,479 historic markers. Paducah, originally known
as Pekin, was settled around 1815. Settlers
Sources: U.S. Census Bureau and City of were attracted to its location at the confluence
Paducah Comprehensive Plan J 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.
81 IPage
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 and most recently in April
2025. The Ohio River reached nearly 53.3 feet in February 2019, the sixth highest crest on
record in Paducah. The crest in 2025 was less than 50 feet.
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
821Page
facility currently undergoing
significant cleanup. The
uranium enrichment plant led
to population growth in
Paducah in the mid -19th
century.
Economic Overview
Taxpayer
Kentucky Oaks Mall
Prosper Paducah LLC
Assessed Valuation
$45,465,000
25,680,000
% of Total
Assessed
Valuation
1.58%
0.89%
Boyd Co. FKA Whayne Supply Company
24,805,269
0.86%
Computer Services, Inc.
20,962,623
0.73%
LCP Paducah II LLC
15,674,484
0.54%
Menard LLC
14,950,001
0.52%
Hudson Technologies Co.
14,944,434
0.52%
Paducah Medical Investors
14,112,194
0.49%
Ducmall LLC
13,300,852
0.46%
Woodstone Enterprises LP
12,500,000
0.43%
TOTALS
$202,394,857
7.02%
Source: Property Valuation Administration; Assessed value as of January 1, 2023
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.
To assist residents and business owners with entrepreneurial goals along with business
retention and expansion, the City of Paducah 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.
83 IPage
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. In June 2023, a
new terminal opened to the
public with the celebratory
ribbon cutting on July 6, 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.
�.�.=�.:�.�=�•�:sue=�•i�:,:��•�ra�i•�•�a� With Paducah's easy
Fiscal Year Real Estate
Personal
Proert
Commercial
Residential
2024
$1,236,115,573
$1,187,796,499
$679,269,847
2023
$1,169,528,609
$1,044,566,181
$577,849,087
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
Source:
McCracken County
Property Valuation Administrator
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.
Paducah's Principal EmDlover_s 12Q2
Employer
Bon Secours Mercy Health, Inc.
Baptist Healthcare Systems
Walmart Associates, Inc.
Paducah Board of Education
Employees (1)
1518
1480
1012
594
% of Total Employment
5.22%
5.09%
3.48%
2.04%
Baptist Health Medical Group
ViWinTech Windows & Doors
West Kentucky Community & Technical
College
City of Paducah
Lowes of Paducah #465
GMRI
417 1.43%
397 1.36%
365 1.25%
339
321
288
Sources:
(1) City of Paducah Finance Department
(2) State of Kentucky – Office of Employment and Training. (Ratio based on
employment within County of McCracken)
1.16%
1.10%
0.99%
23.12%
851Page
-
-
I
Per
School
Fiscal
Population
Personal
Capita
Median
Unemployment
Enr ent
Year
(1)
Income (1)
Income
Age (1)
(121)
Rate (3)
—
—
(1)
2023-
27,137
511,240,320
20,430
41.4
2843
5.6%
2024
2022
27,137
$830,934,940
$30,620
43.8
2770
4.3%
2023
2021-
27,137
$830,934,940
$30,620
43.8
2832
4.6%
2022
2020-
27,137
$830,934,940
$30,620
43.8
2832
5.9%
2021
2019-
25,024
$511,240,320
$20,430
41.4
3,232
5.4%
2020
2018-
25,024
$511,240,320
$20,430
41.4
2,980
5.5%
2019
2017-
25,024
$511,240,320
$20,430
41.4
2,835
6.4%
2018
2016-
25,024
$511,240,320
$20,430
41.4
3,132
6.8%
2017
2015-
25,024
$511,240,320
$20,430
41.4
3,139
6.2%
2016
2014-
25,024
$511,240,320
$20,430
41.4
2,843
5.6%
2015
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
851Page
Educational Opportunities
Paducah and McCracken County have had significant investments in educational facilities over
the past decade. In 2024, the Paducah Independent School District opened a newly constructed
Head Start Building adjacent to Paducah Tilghman High School using $14.5 million in Federal
Disaster Relief Act funds. 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 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.
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
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
861Page
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.
_900015,population, Housing, and Education Overview
-
-
Quick
Quick Facts
Paducah
Kentucky
Po ulation 2020 Census
27,137
4,505,836
Population 2010 Census
25,024
4,339,367
Percent Chane 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, eercent, 2020
73.4%
87.5%
Black or African American alone, eercent, 2020
21.8%
8.5%
American Indian and Alaska Native alone, eercent, 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, 2019-2023
1240
235,118
Foreign born persons, percent, 2019-2023
2.7%
4.4%
Housing units, July 1, 2023
NA
2,036,728
Owner-occu ied housing unit rate, 2019,2023
54.1%
68.3%
Median value of owner -occupied housing units, 2019-2023
$164,600
$192,300
Households, 2019-2023
Persons per household, 2019-2023
Living in same house 1 year ago, percent of persons age 1 year+,
2019-2023
Language other than English spoken at home, % of persons age 5
years+, 2019-2023
High school graduate or higher, percent of persons age 25 years+,
2019-2023
Bachelor's degree or higher, percent of persons age 25 years+,
2019-2023
11,609
2.22
88.4%
3.1%
91.3%
28.4%
1,791,991
2.45
87.1%
6.4%
88.5%
27.0%
Median household income in 2023 dollars), 2019-2023
$51,243
$62,417
Per capita income in past 12 months in 2023 dollars), 2019-2023
$42,296
$34,960
Persons in poverty,percent
21.5%
16.4%
Source: U.S. Census Bureau
871Page
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. Tourism spending in McCracken County
totaled more than $314 million in 2022 which supported more than 2400 jobs and generated
$25.7 million in state and local taxes.
Paducah is called Quilt City
USA® based on the founding
of the American Quilter's
Society by quilt visionaries Bill
and Meredith Schroeder. The
annual AQS QuiltWeekTM
attracts approximately 30,000
local and international visitors
each April. These quilt and art
enthusiasts also visit the
National Quilt Museum of the
United States located in
downtown Paducah.
It
t M .
aftWi
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 was 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 and the Symphony holding its
first event in 2025.
The Hotel Metropolitan, a museum that pays tribute to African-American heritage, is minutes
from the downtown district. In 2023, the Hotel Metropolitan used funds from an African
American Cultural Heritage Foundation grant to improve the facility. In 2024, the City of
Paducah received a $1.34 million Humanities in Place grant from the Mellon Foundation on
behalf of the Upper Town Heritage Foundation to support the Hotel Metropolitan. The City has
signed a co -stewardship agreement with the organization. This grant funding will be used to
assist the Hotel Metropolitan in creating a sustainable, profitable, and vibrant future with new
programming, building improvements, and staffing.
Paducah 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.
'oke&1I44st°'i
In February 2024, the City
pledged its support to the
renovation of the Columbia
Theatre located at 504
Broadway. This 1927 facility,
which has been vacant for
years, needs significant
stabilization at an estimated
cost of $1.5 million. The City
has provided $500,000 toward
the effort.
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 provides a co -working
and business start-up incubator to create high tech jobs and startup companies in Paducah.
891Page
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. Currently, the Council is working on a public art implementation plan. In
2025, the Council distributed a request for proposals to launch public art on the Southside.
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. Over the next decade, 37 new residential structures were built with 92 structures
seeing significant rehabilitation. More than $14 million in permitted investment was incorporated
in the Fountain Avenue Neighborhood.
k ~
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 & 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.
901Page
The City is continuing to prioritize Southside. The Southside Steering Committee has been
meeting since February 2022. Plus, there is a focus on revitalization and incorporating public art
in the Walter Jetton Neighborhood, the site of The Dunlap project. In 2023, the City finalized a
package of residential and business incentive packages for the Southside. A Southside
Neighborhoods Revitalization Plan to enhance and expand the incentive package is being
finalized.
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 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. Over the past year, numerous discussions with stakeholders have
been held to determine the best path forward for Paducah Main Street with the decision, that is
supported by the City, to transition from a division of the Paducah Planning Department to a
nonprofit.
Paducah enjoys seeing new businesses open in the district and provides revitalization programs
for assistance. Programs include facade 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
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 Tax Increment Financing
District (TIF). Early in 2025, the City of Paducah met its capital investment milestone of $20
million in the district which activated the State's portion of the agreement. With this milestone,
Paducah will begin receiving distributions from the State.
Increasing the number of hotel rooms in downtown Paducah also is a downtown development
goal. However, one project has come to an end. In 2024, the City announced that the
partnership with Weyland Ventures for the City Block project was being dissolved. This project
would have led to the construction of a boutique hotel on the property that currently is a parking
lot at 2nd and Broadway. The parking area has been revitalized and the space that would have
held a hotel is ready for development. However, not long after the announcement of the
dissolving of that partnership, the City was able to announce a new partnership for a nearby
91 IPage
city -owned lot. The City was thrilled to announce in 2024 that 519 North 31d Street would be the
site of a new hotel. The City signed an agreement with National Hospitality, LLC for an Aloft
Hotel.
Embracing Our River Access
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 including
the new riverboat partner,
Viking Cruises. In June 2024, the City accepted a $3.5 million appropriation for the project
outlined in House Bill 1 as approved during Kentucky's legislative session.
The BUILD grant project was placed out to bid during the summer of 2024. After negotiations to
determine cost-cutting measures, the City approved an approximately $20.4 million agreement
with a local contractor. The 18 -month construction period commenced in November 2024. The
BUILD grant's transformative projects for Paducah's downtown and riverfront include
• A new dock structure and excursion landing plaza 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.
• Improvements near the transient boat dock to include green space and seating.
In October 2020, Paducah/McCracken County along with Calvert City celebrated being named
in the Tennessee RiverTowns Program. Paducah previously was a Pilot Community for the
Tennessee RiverLine Partnership. With the RiverTowns selection, we are working with other
communities toward a continuous system of multi -modal trail experiences such as paddling,
hiking, and biking along the 652 -mile Tennessee River from Knoxville, Tennessee, to Paducah.
921Page
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. In
2023, the Kentucky Recreation & Parks Society honored the program with the Outstanding
Program Award — Class 4 for the free paddling events that take participants along the Clarks,
Tennessee, and Ohio Rivers.
Parks & Recreation
For the eighth 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.
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.
In 2023, Paducah received the National
Park Service — River, Trails, and
Conservation Assistance Program grant.
This grant is assisting the community in
the public input process and design for
Greenway Trail extensions and bicycling loops. The National Park Service has worked with the
City and a steering committee to organize numerous public workshops and feedback surveys to
inform the trail and bike lane expansion plan. The City is working to finalize the draft plan in
order to set aside design funds for the fiscal year 2026 budget.
93 IPage
Paducah continues to invest in its largest and most frequently visited park, Bob Noble Park.
Over the past few years, the park has celebrated several enhancements including the following:
• The Music Garden, an interactive playground with outdoor musical instruments opened
in 2020 due to partnerships among the City, seven garden clubs of Paducah, and private
donors.
• The Noble Park Tennis Courts were resurfaced in 2024. Over the past few years, the
area has been improved with the addition of a restroom facility along with court
reconstruction and the additions of sidewalks and paved parking.
The Peck Education Trail, a project funded by the estate of J
2020. The half mile trail 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 opened an eight -court
pickleball facility across from the Noble
Park Tennis Courts on the east side of
Lake Montgomery.
The City approved in 2023 the
relocation of the Stuart Nelson Dog Parks to Noble Park.
in 2024.
Lane Peck, opened in
The dog parks were relocated
The City is partnering with McCracken County and the McCracken County Sports Tourism
Commission on the outdoor facilities designed 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 Paducah Sports Park's
construction began in 2024. The City also
approved moving the Stuart Nelson Dog Parks
to Noble Park with the relocation competed in 7- � � � ,�r,, • � � s_.
the spring 2024.
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 QuiltWeekTM, and
Barbecue on the River.
941Page
Commission Priorities
After holding strategic planning sessions in February 2025, the Paducah Board of
Commissioners adopted 10 priorities and three continuous improvement items. The items along
with their objectives are listed below:
Priority — City Facilities
• Continue to invest in aging city facilities through the implementation of projects identified
in the facilities survey and plan.
• Allocate money in the budget for building maintenance and continue to set aside funding
for the future facility projects (i.e. public safety and parks maintenance).
Priority — City Staffing Needs
• Evaluate staffing needs required to fulfill the city's mission and priorities.
• Evaluate recruitment and hiring processes for efficiency opportunities.
• Maintain focus on efficiency in all city departments.
Priority — Downtown/Economic Development.
• Retool downtown incentives to recruit anchor stores and explore ordinances related to
vacant buildings.
• Oversee and support the transition of Main Street to an external organization.
• Make downtown an attractive destination for commercial activity and entertainment
through beautification and seasonally themed amenities.
Priority — Growth
• Focus on selective annexation where appropriate and when deemed fiscally sensible.
Priority — Quality Housing
• Increase housing stock at all levels of pricing.
• Proactively recruit and build partnerships with housing developers.
• Develop our desirable city -owned lots with residential units.
• Provide impactful incentives that provide a measurable return on investment.
951Page
Priority — Quality of Life
• Focus on high level service delivery
that enhances city residents' views
of their community (i.e. trees,
neighborhood signage, recycling,
brush and bulk item pick up).
• Explore and implement
opportunities that allow local
government to enhance childcare
availability.
• Explore additional opportunities for
public/private transportation
providers.
• Explore opportunities to expand or enhance routes and/or hours of operation with the
Paducah Area Transit System and other community partners.
Priority — Residential Rental Property Occupancy Permitting
• Review and revise the current rental occupancy permit ordinance.
• Enforce a rental property occupancy permit ordinance.
• Implement a consistent inspection process through the addition of city staff.
Priority — Revenue Equity
• Continue to develop and implement tactics to ensure all businesses operating within the
city have business licenses.
• Evaluate current policies around revenue sources.
Priority - Southside Revitalization
• Execute a Southside Revitalization Plan by retooling commercial and residential
incentives, expanding the target area, and completing city improvement projects.
• Provide updates to the community on progress specifically related to Southside.
Priority — Support for Human & Social Services
961Page
• Support community efforts,
financially and otherwise, among,
social services addressing human
needs (i.e. homelessness, food
insecurities).
Continuous Improvement Items
• Mental Health Awareness.
• Stormwater.
• Trails and Bike Lanes.
971Page
THE BUDGET PROCESS
February 5, 2025 — Finance sends out budget calendar to departments
February 5, 2025 — Personal services population verified
March 7, 2025 — Payroll cost projections finalized for personal services
March 7, 2025 — Budget training
March 21, 2025 — Budget entry closed to departments
April 14 — April 18, 2025 — Department budget interviews with Finance Director
April 21 — April 24, 2025 — Department budget interviews with City Manager
April 28 — May 2, 2025 — Budget workshop with City Commissioners
May 27, 2025 — Introduce first reading of budget ordinance
June 10, 2025 — Second reading and adoption of budget ordinance
July 1, 2025 — Budget Book posted on City website
981Page
EMPLOYEE BUDGET CENSUS
CC Deaartment/Divisions
0102
MAYOR & COMMISSION*
0103
CITY MANAGER
2
TOTAL GEN GOVT
0201
ADMINISTRATION
0202
ACCOUNTING & BUDGET
0205
REVENUE
2024-
TOTAL FINANCE
0501 TECHNOLOGY
601 CUSTOMER EXPERIENCE
FY2023
FY2024
FY2025
FY2026
2
3
1
1202
PLANNING
Change
2022-
2023-
2024-
2025-
From
2023
2024
2025
2026
PY
5
5
5
5
0
7
5
5
6
1
12
10
10
11
1
2
2
2
2
0
4
4
4
4
0
5
6
6
6
0
11
12
12
12
0
6
8
8
8
0
4
4
5
5
0
1201
ADMINISTRATION
2
2
2
3
1
1202
PLANNING
5
5
5
5
0
TOTAL PLANNING
7
7
7
8
1
1601
ADMINISTRATIVE SERVICES
5
5
6
5.25
-0.75
1602
PATROL
63
61
61
62
1
1604
INVESTIGATIONS
19
21
21
21
0
1607
COPS GRANT
3
3
3
2
-1
TOTAL POLICE
90
90
91
90.25
-0.75
1801
ADMINISTRATION
3
3
3
3
0
1802
SUPPRESSION
60
60
60
63
3
1803
PREVENTION
11
11
11
12
1
1804
TRAINING
1
1
1
1
0
TOTAL FIRE
75
75
75
79
4
(1 of 3)
99IPage
(2 of 3)
1001Page
FY2023
FY2024
FY2025
FY2026
Change
2022-
2023-
2024-
2025-
From
CC
Department/Divisions
2023
2024
2025
2026
Py
2202
STREET MAINTENANCE
23
23
23
26
3
2216
MAINTENANCE
13.75
13.75
13.75
13.75
0
TOTAL EPW - PUBLIC WORKS
36.75
36.75
36.75
39.75
3
2201
ADMINISTRATION
4
4
4
4
0
2209
RESIDENTIAL
14
14
14
14
0
2210
COMMERCIAL
4
4
4
4
0
2211
COMPOST & RECYCLING
3
3
3
3
0
TOTAL SOLID WASTE
25
25
25
25
0
2215
FLEET MAINTENANCE
8.25
8.25
8.25
8.25
0
2401
ADMINISTRATION
3
3
3
3
0
2402
GROUNDS & CEM.
16.7
16.7
17.7
17.76
.06
2405
RECREATION
6
6
6
7
1
TOTAL PARKS & RECREATION
25.7
25.7
26.7
27.76
1.06
2406
BOAT DOCK
0.3
0.3
0.3
.24
-0.06
3307
ENGINEERING
6
6
7
7
0
3308
FLOOD CONTROL
5
5
5
5
0
TOTAL EPW - ENGINEERING
11
11
12
12
0
3511
RISK/HUMAN RESOURCES
4
5
5
5
0
4011
E911
23
23
23
23
0
OPIOID SETTLEMENT FUND
0
0
0
0.75
0.75
TOTAL FULL-TIME POSITIONS
339
341
345
355
10
* -The above amounts include
elected officials (5).
(2 of 3)
1001Page
(3 of 3)
101 IPage
FY2023
FY2024
FY2025
FY2026
Change
2022-
2023-
2024-
2025-
From
CC Department/Divisions
2023
2024
2025
2026
Py
Summary:
FY2023
FY2024
FY2025
FY2026
Change
GENERAL FUND
282.45
284.45
288.45
297.76
9.31
E911 FUND
23
23
23
23
0
OPIOID SETTLEMENT FUND
0
0
0
.75
.75
ENTERPRISE FUNDS
33.55
33.55
33.55
33.49
-0.06
FULL-TIME POSITIONS
339
341
345
355
10
(3 of 3)
101 IPage
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CONTRACT FUNDING RECOMMENDATIONS
Organization
Fund
Amount
Paxton Park Golf Board
24000401
580110
$
125,000
Easterseals
24000401580115
$
7,500
IDA
24000401580220
$
154,000
Paducah Historical Preservation Group
24000401
580225
$
2,500
Paducah Tennis Association
24000401
580335
$
3,000
Paducah Symphony Orchestra
24000401
580550
$
10,000
River Heritage Museum
24000401
580570
$
2,500
Market House Theatre
24000401
580600
$
20,000
Carson Center
24000401
580610
$
25,000
National Quilt Museum
24000401
580650
$
15,000
Midtown Alliance
24000401
580680
$
50,000
Maiden Alley Cinema
24000401
580710
$
3,500
AQS
24000401580720
$
25,000
Community Scholarship Foundation
24000401
580790
$
100,000
GPEDC
24000401580800
$
250,000
Sprocket
24000401580810
$
100,000
Barkley Regional Airport
24000401
580820
$
120,000
Paducah Arts Alliance
24000401
580840
$
3,000
Paducah Housing Authority
24000401
580860
$
7,500
Beautiful Paducah
24000401
580900
$
70,000
Family Service Society
24000401
580910
$
25,000
Columbia Theater
24000401
580940
$
365,000
Child Watch
24000401
580950
$
5,000
Hope Unlimited
24000401
580970
$
7,500
Paducah Cooperative Ministry
24000401
580980
$
15,000
Empty Bowls
24000401
580985
$
3,000
Paducah Senior Center
24000401
580990
$
5,000
BLOOM Initiative
24000401
580995
$
10,000
Total
$
1,529,000
103 IPage
CITY OF PADUCAH, KY FLEET ACQUISITION FY2026
Fleet Lease (7100)
Department
Year
Make/Model
Proj. Cost ($)
Public Works
2025
John Deere Skid Steer
$100,000
Public Works
2025
4500 Dump Truck
$110,000
Public Works
2025
Pac Mac Knuckleboom
$250,000
Fire
2025
Dodge Durango
$60,000
Parks
2025
Jeep (2)
$70,000
Parks
2025
Hustler ZTR
$8,000
Parks
2025
John Deere ZTR
$12,000
Parks
2025
Supervisor Truck
$40,000
Engineering
2025
Tech Vehicle
$40,000
Engineering
2025
5100E Tractor
$85,000
Police
2025
Admin Dodge Durango
$60,000
Police
2025
(9) Dodge Durango
$558,000
Police
2025
Command Vehicle
$150,000
Contingency for wrecked
All
2025
$124,000
vehicles
FY25 Carryover
2025
Wrecked Vehicle
$56,510
Total for Fleet Lease Trust Fund
$1,723,510
Dpt Year
Fleet Maint. 2025
Total for Fleet Maintenance Fund
Fleet Maintenance (7000)
Make/Model
3500 Ram Service Truck
Solid Waste (5000)
Proj. Cost ($)
$150,000
$150,000
Dpt Year Make/Model Proj. Cost ($)
Compost 2025 Front Loader $500,000
Compost 2025 ASL Truck $500,000
Total for Solid Waste Fund $1,000,000
Total for Fleet Acquitision Plan for FY2026 $2,873,510
1041Page
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.
—A plan of financial operation
embodying an estimate of Adopted
expenditures for any given period and the
Adopted 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 $5,000.
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.
105 IPage
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).
1061Page
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.
1071Page