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HomeMy WebLinkAboutFY2022 Budget BookCity of, Paducah Annual Budget Fiscal Year 2022 OUR -111 I TC -11 PADUCAH INTRODUCTION • How to Read This Document • City Manager's Budget Message • Budget Ordinance • City Mission & Core Beliefs • Directory • Staff Organizational Chart • Budgeted Depart. Staffing Summary • Financial Accounting Structure FINANCIAL/OPERATIONAL GENERAL FUND ...........................1 Gen. Fund Stmt. of Rev. & Exp ......... 2 Gen. Fund Stmt. of Rev. by Source .... 3 Administration ..............................4 Finance........................................8 Information Technology................11 City Clerk / Customer Experience ..... 13 Planning.......................................16 Police...........................................22 Fire...............................................26 EPW.............................................30 Public Works................................32 Parks and Recreation...................34 Human Rights..............................38 Engineering & Floodwall...............39 Human Resources ........................41 Other General Fund .....................43 OTHER GOVERNMENTAL FUNDS ....44 Rental Property Fund ...................45 Radio Fund...................................46 E911 Fund....................................47 Municipal Aid Program Fund ........50 Investment Fund ..........................51 CDBG Fund..................................52 Court Awards Fund ......................53 Transient Room Tax Fund ............ 54 Debt Service Fund........................55 Capital Projects Fund ...................57 Bond Fund....................................59 TABLE OF CONTENTS ENTERPRISE FUNDS.....................60 Solid Waste Fund .........................61 Transient Boat Dock.....................63 Civic Center Fund.........................64 Section 8 ......................................65 INTERNAL SERVICE FUNDS ...........66 Fleet Maintenance Fund...............67 Fleet Lease Trust Fund ................69 Insurance Fund ............................70 Health Insurance Fund .................71 FIDUCIARY FUNDS .......................72 AEPF............................................73 PFPF............................................74 STATISTICAL & SUPPLEMENTAL INFORMATION..............................75 APPENDICES The Budget Process.....................91 Employee Budget Census ............ 92 Outstanding Debt .........................95 Contract Funding Recommendations ..... 96 Fleet Acquisition Plan...................97 Glossary.......................................98 HOW TO READ THIS DOCUMENT Welcome Welcome to the published City of Paducah budget for the fiscal year beginning July 1, 2021 and ending June 30, 2022. Not only is this budget a financial plan from which you can learn about the City's finances, the FY2022 Budget Document has also been designed as an operations guide which gives you information pertaining to the production and performance of individual City department operations and staffing levels. Budget Format The document is divided into four major sections: Introduction, Financial/Operational, Statistical & Supplemental Information, and Appendices. The Introduction contains the City Manager's letter which is addressed to the Mayor and City Commissioners and explains the major policies and issues which impacted the development of the City's 2022 Fiscal Year Budget. This section also contains the City's mission statement and core beliefs, the official ordinance adopting the FY2022 Budget, and the City's Organization and Staffing Chart. The Financial/Operational section describes various aspects of the City's organization. This information is grouped first by fund and then by department. Like most local governments, the City of Paducah uses the fund method of accounting. Simply stated, a fund is a unit of the City which tracks the application of various public resources. For example, the Radio Fund is established to keep track of the use of the City's 800MHz radio system. Most people are particularly interested in the General Fund which is comprised of most of the City's operations such as Police, Fire, and Parks. The adopted FY2022 Budget is presented for every fund. The statements show the fund's financial condition over a number of years. Each fund statement begins with the actual audited revenue and expenditure amounts for the 2019 and 2020 fiscal years. The revised column reflects year to date budgeted revenue and expenditure amounts in the 2021 fiscal year. Finally, the adopted column reflects the 2022 fiscal year proposed budgeted amounts. Within each fund there are departments which further describe a component of the City's organization. Each department is presented with its mission statement, a history of staffing for the department and/or fund, the department's accomplishments from the outgoing fiscal year, goals for the upcoming fiscal year, and a table detailing its specific budget numbers. The Statistical & Supplemental Information section provides the history of and the statistical information about the City of Paducah. Finally, various appendices are presented towards the end of the document which more fully describe the budget process. June 30, 2021 Mayor Bray and the Honorable Board of Commissioners: The preparation and compilation of the City Manager's Adopted Budget began in January 2021. Team Paducah worked numerous hours over the past six months to construct this budget document. I am pleased to report that Team Paducah successfully met all scheduling requirements and was able to put forth a balanced budget for FY2022. This adopted budget meets all our financial obligations for FY2022 and still includes an adequate financial reserve, while purposefully aligning our fiscal resources with the following Board of Commissioners' adopted priorities: 1. Minority Inclusion 2. Downtown 3. Southside Enhancements 4. Remote Workers Incentive Program 5. Communications Enhancement 6. City Facilities 7. Annexation The budget process employed by the City this year was a modified version of the meetings conducted last year. Most remained virtual due to the COVID19 Pandemic protocols, but the meetings between the Finance Team, the City Manager's Office, and the Individual elected officials occurred in person. Social distancing was observed in the City's Team Room throughout these in-person meetings. This approved budget is driven by one of the City's core organizational values: "Fiscal Responsibility." We worked collaboratively with each department to keep this year's budget as close to last year's budget as possible, while still striving to be "Action -Oriented" in the provision of our core services. After these meetings concluded we conducted an in-person budget workshop where the details of the budget were shared with the public. FY2021 continued to be a year of adjustment for the City. We maintained a hiring freeze for most of our open positions throughout the year. We experienced a slow exodus from the COVID19 Pandemic. We observed a slow local economic rebound. We also experienced a Mayoral Election that saw the installation of Mayor George Bray as our new Mayor and the seating of 3 new Commissioners. Team Paducah is looking forward to a very productive year in FY2022 through the projects and purchases we have planned. Here is a snapshot of what the annual budget for FY2022 includes: The adopted FY2022 total budget is $64,298,570, not including interfund transfers out. The General Fund is $40,383,175. This is a 12.2% increase over the revised FY2021 budget. The adopted FY2022 Budget also meets all the City's annual debt obligations. In FY2022, the City's annual debt service is roughly $3.6 million dollars. In addition to the priorities set by the Board of Commissioners, the adopted FY2022 Budget includes other capital projects and purchases. Several of the projects and some of the purchases that began in FY2021 will continue into FY2022. Here is a list of some major projects and purchases that are planned to occur in FY2022: • Riverport Grant Match $100,000 • Street Rehabilitation $1,400,000 • Oak Grove Cemetery Building Repairs $80,000 • Continued implementation of the Tyler Technologies MUNIS ERP and ENERGOV $250,000 • Purchase of Fire Pumper $650,000 • Compost Yard and Facility Improvements $325,000 • Bob Noble Park Basketball Court Renovation $250,000 • Software Timekeeping $50,000 • Compost Yard Scarab $420,000 • Knuckle Boom Truck $170,000 • On-line Document Access $18,075 I want to thank Mayor Bray and the Board of Commissioners for their guidance in determining the priorities of the community through the budget process. I also want to thank the Leadership Team and staff for their hard work in developing the FY2022 budget. Finance Director Jonathan W. Perkins is the ultimate public steward. City Controller Audra Herndon, "Budget Wizard," is an asset to our Finance team and instrumental to the success of this annual process. Accountant Kamra Davenport, "Budget Warrior," is truly a dynamic team member that provided the backbone to this annual endeavor. I also want to thank Assistant City Manager Michelle Smolen for her excellent contributions and leadership through the budgeting process. Be the best! James W. Arndt City Manager ICMA-CM ORDINANCE NO. 2021-06-9692 AN ORDINANCE ADOPTING THE CITY OF PADUCAH. KENTUCKY, ANNUAL OPERATING BUDGET FOR THE FISCAL YEAR JULY 1, 2021, THROUGH ME 30, 2022, BY ESTIMATING REVENUES AND RESOURCES AND APPROPRIATING FUNDS FOR THE OPERATION OF CrrY GOVERNMENT 2022. WHEREAS, an Annual Operating Budget proposal has been prepared and delivered to the Board of Commissioners of the City of Paducah, KY; and, WHEREAS, the Board of Commissioners has revwwed and discussed the proposed Annual Operating Budget and desires to adopt it for Fiscal Year NOW, THEREFORE, BE IT ORDAINED by the City of Paducah, Kentucky as follows: Section I The Annual Operating Budget for the Fiscal Year bcgioning July 1, 2021 and ending June 30, 2022, including all sources of estimated revenues and appropriations for all City funds as set forth in Exhibit Number l attached hereto is hereby adopted. Section 2 The balance of all capital construction, renovation, improvement projects, and grants currently approved and. or nearing completion arc hereby approved for rc-appropriation and carry over forthe Fiscal Year beginning July I, 2021 and ending June 30, 2022 Section 3 The City docs hereby adopt the following financial management politics: A. The General Fund's minimum undesignated cash balance shall be 10%ofthe General Fund's budgeted appropriations. The Investment Fund's minimumundesigmated cash balance shall be 10% oftbe Investment Fund's budgeted appropriations The Solid Waste Funds minimum unreserved cash balance shall be 10% of the Solid Waste's budgeted operating expenses. The Debt Service Fund's minimum cash balance shall be not less than 5400,000. B. The City Manageror designee is authorized to transfer appropriated amounts between funds, departmental budget line items, projects, between divisions of departments, and between departments as shown in Exhibit Number 1. C. Appropriations designated as Commission contingency shall be obligated upon approval by the City Commission by Municipal Order. D Funds appropriated as Administrative contingency shall be obligated at the discretion ofthe City Manager, however, the Board of Commissioners shall be notified five calendar days prior to obligation ofthe proposed expenditure. Ifany individual member ofthe Board of Commissioners requests Commission review of a proposed expenditure, the City Manager shall bring expenditure before the Commission for approval by municipal order, or not proceed. E City Manager shall assure that recurring revenues and resources arcgrcatcrthan orcqual to recurring expenditures. The City Manager or his des ignee shall be authorized to increase appropriations in an amount not to exceed any unanticipated increases in revenue or resources. F. The City Manager has the authority to enact a budget allocation program or to transfer funds to or from any departmental line item appropriation Department Directors shall be responsible for keeping all appropriated accounts within their respective department positive. G. As vehicles are acquired, the City will fully find the Fleet Lente Trust Fund in order to replace rolling stock owned by the Flat Lease Trust Fund as it achieves obsolescence The Fleet Lease Trust Fund shall be funded with monthly lease charges assigned to rolling stock as determined bythe Finance Director or his designee. All rolling stock is owned by the City's Fleet Lease Trust Fund, and leased to respective departments for use. H. The City will maintain a self-tnsutance fund called Health Insurance Trust Fund through the use of user fees as set by administrative policy. I. The City will continue to maintain the Appoint.ve Employees Pension Fund (AEPF) in a fully funded status through sound financial management and/or annual General Fund transfers as designated in the budget document The AEPF maybe combined with the PFPF should it be determined, by the Finance Director, that such a combination is administratively more effective and/or financially prudent. J In fiscal year 2006, the City issued a General Obligation Bond (GOB) forthc Police and Firefighters' Penton Fund (PFPF) bringing the fund up to an actuarially sound basis; however, the multi-year recession starting in fiscal year 2009 reduced the fund's corpus leaving a new unfunded liability. Funding is provided in the General Fund of this ordinance to further address the PFPF unfunded liability. IC The City will provide to all eligible employees up to a 3727 per month credit (for the months of July - December 202 1) to be applied to the Comprehensive Health Insurance Benefit Plan (Cafeteria Plan) as directed by the employee. In January 2022, this monthly credit maybe adjusted by the Board of Commissioners as recommended by the City Manager or his designee L The City will maintain a special fund called Investment Fund, and is considered an extension of the General Fund The Investment Fund is funded with a 1/2 cent portion of the City's occupational license fee (employee payroll withholding tax) This fund is dedicated to the following expenditures: economic development, neighborhood te-development, infrastructure capital investment, property tax relief, and pension obligations. M The Oak Grove Cemetery (PF0048) project will be funded in the following manna: 20% of all cemetery lot sales, and 5%of all cemetery crypt sales will be credited to the project Proceeds arc to be used solely for the general are, maintenance, and embellishments of the cemetery. Section 4. The provisions of this Ordinance are hereby declared to be severable, and if any section, phrase or provision shall for any reason be dec lured invalid, such declaration of invalidity shall not affect the validity of the remainder of this Ordinance. Section 5. All prior Municipal Orders or Ordinances or parts of any Municipal Order or Ordinance in conflict herewith are hereby repealed. Section K This ordinance %hall be read on two tepuate days and will become efgPdivq&pgG p}blieation in fall pursuant to KRS Chapter 424 ay or nTTE cJ, AC-41�� indsay Parish. C Introduced by the Board of Commissioners, June 8, 2021 Adopted by the Board of Commissioners, June 22, 2021 Recorded by Lindsay Parish, City Clerk, June 22, 2021 Published by The Paducah Sun, June 25, 2021 ORDIFINANCE1Budgct FY2022 i A' Total Expenditures 5 40183,175 S 11.471x75 S 1,435,000 S 3.640.640 S 6,5%,120 S 7,496'40 S 1,100,92.5 Y 72,124,075 RmrvesUtilivcd S 13.67$ 195) S (292.7651 $ - 3 4-170 } (1.741-160) S 19811,825) S (416.1161 S (7,002.885) City of Paducah Annual Operaliap Budget for All Fumy and Categories of Government Estimated Appropriations & Expenditures FV2022 (July 1, 2021 to June 30, 2022) Exhibit No. 1 Central Special Capital Debt Enterprise internal Trust Fund Revenues Projects Service Funds Service Funds Total Sources: Fines $ 83,500 S 30,000 S S - S - 5 - S - 113,500 Grants 805,000 1,244,315 0 53,500 _ - 2,102,815 Interest Income 140,000 126,100 4,500 20,000 15.000 10000 405,650 Band Proceeds - 0 _ 0 Charges for Service 739,060 30,000 _ 4,618,520 5,342,545 0 10,730,125 Other Pecs 54,800 - 0 - 1,000 55,800 Occupational License 25,703,500 6,000,000 654,560 - - - 32,358,060 Permits & Fees 578,000 - - 5,000 - - $83,000 Property Rent 428,325 2;9,410 0 21,000 1,011,500 - 1,740,235 Property Taxes 71558,500 - - - _ 7,558,500 Recreation Feea 106,500 - - - 106,500 Sales 21,300 - 95,000 25,000 260,000 391,300 Other Taxes - 1,151,0011 - - - - 1,151,000 Total $ 36,218,485 S 9.860.825 3 - S 659,060 S 4,903,020 S 6,394,045 S 361,050 $ 57,296,485 Fund Transfcrs In $ 489,295 $ 2,317,985 S 1,435,000 S 2,935,950 S 51,740 $ 221,870 S 323,665 $ 7,825,505 Total Sources S 36.707,,7180 $ 11.178,810 S 1.435,00 S 3,645,010 S 4,854'60 S 6,615915 S 684,715 S 65,121,990 E%peaditu res: _.dministration S 2,030,365 S - S 400,000 S - $ - t 3 - $ 2,430,365 Finance 1,284,750 1,750,130 3.640,640 - 6,807,370 - 13,482,890 lnfotrnation Technology 924,250 - - - - 924,250 Customer Experience 486,290 - - - - 486,290 Planning 752,905 - 395,000 - - - 1,147,90$ Police 11,852,260 90,800 - - - - 11,943,060 Fite 10.076,500 - 110,000 - - - 10,186,500 Public Works 4,649,010 1,402,000 200,000 - 6,104,240 619,370 - 12,974.620 Parks 3,507,865 - 330.000 - 132.765 - - 3,970,630 Cable Authority 85.945 - - - - - 85,945 Iluman Rights 17,030 - - - 17,030 Engineering 1,693,485 - - - - - 1,693.485 Iluman Resources 499,915 - - - 499,915 Investment Fund - 1,041,480 - - - 1.041.480 E911 2,313,380 - - - - 2.313.380 Solid Waste - _ - 0 Pensions - - - - 1,100,825 1,100,825 Fund'rransfers Out 2,522,605 4,873,785 - 359,115 70,000 - 7,825,505 Total Expenditures 5 40183,175 S 11.471x75 S 1,435,000 S 3.640.640 S 6,5%,120 S 7,496'40 S 1,100,92.5 Y 72,124,075 RmrvesUtilivcd S 13.67$ 195) S (292.7651 $ - 3 4-170 } (1.741-160) S 19811,825) S (416.1161 S (7,002.885) VISION, MISSION AND VALUES Vision Statement Paducah is a city where people strive to reach their full potential through lifelong learning, healthy lifestyle, creativity, culture, and compassion for one another. Mission Statement The City of Paducah is mission -drive and values based. Our mission is "To Be the Best City in the World". Organizational Values There are six organizational values guiding the City's actions. Solution -Driven: We believe in proactively working together to discover innovative solutions that meet our current and future needs. Customer Experience: We believe in providing excellent service delivery for both our internal and external customers through a welcoming and respectful environment. Every Person Matters: We believe that every member of Team Paducah is critically important as we strive to accomplish our mission, and every person that chooses to live, work, and play in our City matters. ➢ Action -Oriented: We believe Paducah leads through responsiveness, positive forward momentum, and a thirst to always improve. r Fiscal Responsibility: We believe in the prudent stewardship of public funds. ➢ Personal Accountability: We believe in holding each other accountable to insure our core values are intentionally fulfilled as we strive to carry out our mission. cj- PADUCAH Be the Best DIRECTORY MAYOR George Bray BOARD OF COMMISSIONERS Sandra Wilson — Mayor Pro -Tem Raynarldo Henderson David Guess Carol Gault City Manager............................................................................................. James Arndt Finance Director....................................................................... Jonathan Perkins, CPA CityClerk................................................................................................Lindsay Parish Information Technology Director........................................................... Stephen Chino Planning Director............................................................................ Nicholas Hutchison Police Chief..................................................................................................Brian Laird FireChief...................................................................................................... Steve Kyle Public Works Director................................................................................ Chris Yarber Parks and Recreation Director.................................................................... Amie Clark CityEngineer............................................................................................ Rick Murphy Human Resources Director...................................................................Stefanie Suazo Public Information Officer....................................................................................Pam Spencer Q V J Q Z O H Q N_ Z Q O BUDGETED DEPARTMENTAL STAFFING SUMMARY All positions shown are full-time equivalent (FTE) and are for Fiscal Years Boat Dock 0 0 0.3 0.3 0.3 TOTAL ALL FUNDS 332.0 333.0 330.0 335.0 339.0 'Includes (5) elected officials 2Clerk / Customer Experience Department created FY2020 with positions from Administration, Planning, and Fire 3Engineering/Public Works split into separate departments during FY2020 2018 2019 2020 2021 2022 General Fund Administration' 12.0 12.0 10.0 11.0 12.0 Finance 11.0 11.0 12.0 11.0 11.0 Information Technology 5.0 6.0 4.0 4.0 5.0 Clerk/ Cust. Exp.2 0 0 5.0 5.0 5.0 Planning 8.0 9.0 7.0 7.0 7.0 Police 87.0 87.0 87.0 87.0 90.0 Fire 77.0 76.0 74.0 75.0 75.0 Engineering / Public Works3 44.3 44.3 44.25 0 0 Public Works3 0 0 0 38.0 38.0 Parks and Recreation 27.0 27.0 27.7 25.7 25.7 Engineering3 0 0 0 11.0 11.0 Human Resources 3.0 3.0 3.0 4.0 4.0 Total General Fund 274.3 275.3 273.95 278.7 283.7 Solid Waste Fund Solid Waste 26.2 26.2 25.25 25.5 25.5 Fleet Maint. Fund Fleet Maintenance 6.5 6.5 6.5 6.5 6.5 E911 Fund E911 22.0 22.0 23.0 23.0 23.0 Section 8 Fund Section 8 3.0 3.0 1.0 1.0 0.0 Transient Boat Dock Fund Boat Dock 0 0 0.3 0.3 0.3 TOTAL ALL FUNDS 332.0 333.0 330.0 335.0 339.0 'Includes (5) elected officials 2Clerk / Customer Experience Department created FY2020 with positions from Administration, Planning, and Fire 3Engineering/Public Works split into separate departments during FY2020 FINANCIAL ACCOUNTING STRUCTURE The accounts of the City of Paducah are organized and operated by separating the City's distinct functions into funds. A fund is an accounting entity with a self -balancing set of accounts that records all financial transactions for government functions. Fund accounting separates funds according to their purpose and is used to meet certain accounting, legal, and contractual provisions. Funds are classified into the following categories: Governmental, Proprietary, and Fiduciary. Each classification may be further divided into separate fund types: Governmental Funds Governmental funds are used to account for most of the City's general activities. They are budgeted based on the modified accrual basis of accounting, which means revenues are recorded when available and measurable, and expenditures are recorded when the services or goods are received and the liabilities are incurred. Debt Service Funds and Capital Project Funds account for the activity by which they are named, debt service and capital projects, respectively. Special revenue funds account for money that must be used for a specific purpose. For example, all revenue and expenditures related to the City's Municipal Aid Program (MAP) are accounted for in the MAP Fund. Finally, the General Fund is used to account for receipts and payments that do not belong to another fund. This is often referred to as the "Operating Fund." Proprietary Funds Proprietary Funds account for operations that function similar to a private commercial operation, in which services are financed through user charges, and expenditures include the full cost of operations. Accounting records for the City's proprietary funds are maintained on an accrual basis; that is, the effects of financial transactions, events, and circumstances are recognized in the period(s) in which they occur regardless of when the cash is received or paid. The City maintains two types of proprietary funds. Enterprise Funds account for operations that are financed and operated in a manner similar to private business. The "customers" of these operations are primarily external. Internal Service Funds account for operations that serve other funds or departments within the government on a cost -reimbursement basis. The "customers" of these operations are internal, within the government itself. Fiduciary Funds Fiduciary Funds are used to account for assets held in trust by the City for the benefit of individuals or other entities. The City's fiduciary funds are made up of the City's two pension funds: Appointive Employee Pension Fund (AEPF) and Police and Fire Pension Fund (PFPF). These funds are accounted for on the accrual basis of accounting. LL a3 N a) a L c Q O LL 0- cn cn LL L �U 7 LL c a> (n E� C: L > LL O 0 L LL w ` W JQ a> C C c� LL m Uc Co U U LL 0 m c� LL a> U 0-0 `cn C)- U 7 c c C13 c LL a> : T) -,x: CLL LL (n U W c ca p V) a3 -C � LL EL C LLN U - LL IL -a LL CU O U L LL w ` W JQ C C C LL LL coU Co U 0 m c� LL �L L � U 7 LL c C13 W a3 co U U LL � c cn 0- LL EL LLN U - LL IL L LL w ` W JQ �I E c Q 7 C 0-0 co m �caLL )cm�c ca o cO U �~ _ n L LL U � m C. Q- C cn � a c � -a G70) LL � QC:LLc�� c0LL c�� >� N W C U a C LL U 0 m m O � a� c mML LL y a3 co U U � 0c 0- LLN U - CU U �I E c Q 7 C 0-0 co m �caLL )cm�c ca o cO U �~ _ n L LL U � m C. Q- C cn � a c � -a G70) LL � QC:LLc�� c0LL c�� >� N W C U GOVERNMENTAL FUNDS GENERAL FUND Governmental funds are used to account for resources traditionally associated with government which are not required legally or by sound financial management to be accounted for in another fund. All City Departments that do not operate with an earmarked source of revenue are budgeted in the General Fund. These departments include: Administration, Finance, Information Technology, City Clerk/Customer Experience, Planning, Police, Fire, Public Works, Parks and Recreation, Human Rights, Engineering/Floodwall, and Human Resources. The General Fund is the largest fund within the City of Paducah; the majority of the budget can be found within the General Fund. 1 I Page GENERAL FUND STATEMENT OF REVENUE AND EXPENDITURES Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenues Fines $83,185 $100,825 $73,500 $83,500 Grants $1,182,351 $1,199,878 $843,000 $805,000 Interest Income $498,814 $338,641 $157,000 $140,000 Charges for Service $671,617 $715,695 $723,580 $739,060 Other Fees $89,742 $242,906 $59,300 $54,800 Licenses $25,162,460 $25,157,710 $23,043,000 $25,703,500 Permits & Fees $525,318 $539,887 $523,000 $578,000 Property Rent $417,943 $400,202 $428,000 $428,325 Taxes $7,390,284 $7,459,369 $7,292,000 $7,558,500 Recreation Fees $128,230 $52,123 $117,000 $106,500 Sales $59,965 $22,272 $23,300 $21,300 Interfund Transfers $809,822 $1,505,959 $1,135,933 $489,295 Total Revenues $37,019,731 $37,735,467 $34,418,613 $36,707,780 Expenditures Administration $1,436,158 $1,725,184 $1,853,323 $2,030,365 Finance $1,117,134 $1,098,249 $1,140,305 $1,284,750 Information Technology $538,698 $525,076 $726,900 $924,250 Clerk/Customer 0 $398,473 $429,745 $486,290 Experience Planning 684,893 $586,152 $656.245 $752,905 Police 9,715,875 $9,900,937 $10,732,240 $11,852,260 Fire $8,613,248 $8,958,144 $9,315,980 $10,076,500 Engineering/Public Works $5,711,780 $5,456,246 0 0 Public Works 0 0 $4,222,225 $4,649,010 Parks and Recreation $3,255,263 $3,240,206 $3,304,110 $3,507,865 Cable Authority $106,415 $103,665 $88,570 $85,945 Human Rights $16,406 $16,304 $17,025 $17,030 Engineering / Floodwall 0 0 $1,455,290 $1,693,485 Human Resources $347,869 $329,937 $356,360 $499,915 Audit Adjustments $324,073 $291,729 0 0 Interfund Transfers $3,637,502 $4,506,254 $1,685,605 $2,522,605 Total Expenditures $35,505,314 $37,136,556 $35,983,923 $40,383,175 2 1 P a g e GENERAL FUND STATEMENT OF REVENUES BY SOURCE Taxes Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Fines $4,693,362 $4,920,885 $5,030,000 $5,275,000 Warrant Service Fee $28,433 $21,946 $25,000 $25,000 Nuisance Violations $32,196 $58,659 $36,000 $40,000 Other Fines $22,556 $20,220 $12,500 $18,500 Grants $321,242 $344,841 $355,000 $400,000 State Incentive - Police $364,093 $377,531 $415,000 $415,000 State Incentive - Fire $339,954 $333,900 $398,000 $375,000 Other Grants $478,304 $488,448 $30,000 $15,000 Interest Income $498,814 $338,641 $157,000 $140,000 Charges for Service $59,965 $22,272 $23,300 $21,300 Tax Collection Fee - PJC 0 $7,583 $7,500 $7,500 Tax Collection Fee - School $200,643 $197,152 $195,000 $195,000 Overhead (Admin) Charges $284,700 $313,780 $315,000 $340,000 Other Charges for Service $186,274 $197,180 $206,080 $196,560 Licenses & Permits Payroll Tax $16,349,044 $16,226,345 $14,400,000 $16,300,000 Insurance Tax $4,486,038 $4,712,859 $4,800,000 $5,275,000 Business License $4,367,410 $4,307,270 $3,800,000 $3,900,000 ABC License $157,720 $148,345 $157,000 $157,000 License Penalties $201,650 $139,785 $215,000 $200,000 Revenue sharing with County ($399,402) ($376,895) ($329,000) ($128,500) Permits & Fees KY Telecommunication Tax $282,095 $309,099 $284,000 $325,000 Building & Electrical $211,235 $189,714 $205,000 $190,000 Other Permits & Fees $31,988 $41,074 $34,000 $63,000 Property Rent & Sales Forest Hills Lease $378,906 $386,208 $392,000 $398,325 Other Property Rent & Sales $39,037 $13,994 $36,000 $30,000 Taxes Real Current Year $4,693,362 $4,920,885 $5,030,000 $5,275,000 Personal Current Year $630,307 $585,126 $635,000 $635,000 Vehicle Tax County $770,092 $706,928 $790,000 $770,000 PJC Tax Collection $324,026 $327,840 0 0 Local Bank Deposit Tax $321,242 $344,841 $355,000 $400,000 PILT - Paducah Power $250,663 $255,112 $255,000 $258,000 Annexation Rebates ($36,965) ($67,610) ($57,000) ($78,500) Other Taxes $437,557 $386,247 $284,000 $299,000 Recreation Fees $128,230 $52,123 $117,000 $106,500 Sales $59,965 $22,272 $23,300 $21,300 Other Fees $89,743 $242,906 $59,300 $54,800 Interfund Transfers $809,822 $1,505,959 $1,135,933 $489,295 Total Revenues $37,019,732 $37,735,467 $34,418,613 $36,707,780 31 ADMINISTRATION Department Mission: The Administration Department consists of the Board of Commissioners and the City Manager's Office. The Department operates under the City's mission statement, which is "To Be the Best City in the World." There are six organizational values guiding the department: ➢ Solution -Driven: We believe in proactively working together to discover innovative solutions that meet our current and future needs. ➢ Customer Experience: We believe in providing excellent service delivery for both our internal and external customers through a welcoming and respectful environment. ➢ Every Person Matters: We believe that every member of Team Paducah is critically important as we strive to accomplish our mission, and every person that chooses to live, work, and play in our City matters. ➢ Action -Oriented: We believe Paducah leads through responsiveness, positive forward momentum, and a thirst to always improve. ➢ Fiscal Responsibility: We believe in the prudent stewardship of public funds. ➢ Personal Accountability: We believe in holding each other accountable to insure our core values are intentionally fulfilled as we strive to carry out our mission. Board of Commissioners: Paducah operates under a City Manager form of government. Citizens elect four, non- partisan Commissioners and a Mayor to serve on the Board of Commissioners, with the Board appointing the City Manager to carry out the Board's policies. The Mayor may vote on all matters brought before the Board and may introduce legislation and policy review. The Mayor presides as the Chair of the Board of Commissioners' meetings and is the ceremonial head of City government representing the City in the community and with associated government agencies. City Manager's Office: The City Manager is a professional appointed by the Paducah Board of Commissioners and serves as Chief Administrative Officer (CAO) of the city. The City Manager's Office works as a team to assist the Board in formulating goals, objectives, policies, budgets, and programs in addition to translating policy and visionary ideas into tangible results through the day-to-day supervision of the city departments. Additionally, the office oversees the preparation of the annual operating budget, strategic plan, and capital improvement plan. The communication function and grants administration also reside in the City Manager's Office. The Public Information Officer serves the community by providing accurate and timely communications through news releases and other engagement tools, by managing the content on the City's website and social media accounts, and by producing programming on the City's public access channel, Government 11. The Grants Administrator applies for and administers federal, state, and private grants. 41 ?age Staffing Summary: Administration Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Mayor & Commissioners Mayor 1.0 1.0 1.0 1.0 Commissioner 4.0 4.0 4.0 4.0 City Manager City Manager 1.0 1.0 1.0 1.0 Assist. to City Manager 1.0 0.0 0.0 0.0 Assist. City Manager 0.0 1.0 1.0 1.0 Public Information Officer 1.0 1.0 1.0 0.0 Communications Manager 0.0 0.0 0.0 1.0 ERP Manager 0.0 0.0 0.0 1.0 Business Systems Analyst 0.0 1.0 1.0 1.0 Grants Administrator 0.0 0.0 1.0 1.0 Administrative Assist. III 1.0 1.0 1.0 0.0 Senior Admin Assistant 0.0 0.0 0.0 1.0 City Clerk' City Clerk 1.0 0.0 0.0 0.0 Executive Assistant II 1.0 0.0 0.0 0.0 Legal Corporate Counsel 1.0 0.0 0.0 0.0 TOTAL 12.0 10.0 11.0 12.0 'City Clerk division moved to Clerk / Customer Experience Department FY2020 2Grants Administrator position moved from Finance during FY2020 5 1 P a g e FY2021 Accomplishments ➢ Conducted a New Member Board of Commissioners orientation process to assist the newly elected officials with their roles Held an annual retreat with the Commissioners to create the 12 Priority Action items ➢ Completed quarterly reports for the WIN Action Items and the annual report for all action items for the Strategic Plan ➢ Held our annual Leadership Team fall retreat with a focus on the continued use of Strengths Finder ➢ Successfully negotiated 3 -year collective bargaining agreement with AFSCME ➢ Completed the recruitment of the Parks and Recreation Director and Planning Director ➢ Implemented a new pay and classification table based on a compensation study focusing on market competitive pay rates and internal equity ➢ Continued to manage through the COVID19 Pandemic Crisis, focused on providing a continuity of service for our residents and crisis communications ➢ Adopted and implemented a balanced budget ➢ Developed a Communication Enhancement Plan as one of the Board of Commissioners' Priorities using feedback from elected officials, local media, departmental feedback, and best practices research ➢ Launched an email marketing platform to build City brand recognition, optimize outreach, and increase traffic to city's website ➢ Held two townhall public meetings for the Southside region of neighborhoods Initiated quarterly luncheons with local media to enhance relationships and build trust ➢ Modernized city services through the go -live of the Tyler Technologies software with Munis Property Taxes, Codes and Permitting, and credit card payments; also began the HR/Payroll Munis implementation ➢ Applied for 23 grants; out of the 11 results so far, 10 have been awarded, totaling $2.6 million FY2022 Goals ➢ Continue to oversee the implementation and complete the quarterly reporting for the Board of Commissioners 12 Priority Action Items ➢ Continue to work with the Board of Commissioners on the proposed expenditures for the 2020 bond proceeds ➢ Complete the recruitment and implement a robust on -boarding program for the new City Manager ➢ Continue to implement Communication Plan elements and elevate communications as a pro -active approach through the City culture ➢ Redesign City of Paducah website (paducahky.gov) to provide fresh and modern look with enhanced navigation ➢ Continue effort to modernize services by upgrading the Tyler Technologies software modules, implementing online services, the go -live of HR/Payroll modules, and beginning the Enterprise Asset Management and electronic time keeping modules ➢ Continue to be aggressive in seeking grant opportunities with a focus on grants that will directly benefit the community 6 1 P a g e Department Budget Summary: Administration Department Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services $908,219 $821,972 $865,090 $1,043,945 Contractual Services $359,210 $359,463 $610,033 $659,670 Commodities $107,744 $77,658 $85,200 $108,750 Contributions $267,747 $466,092 $293,000 $218,000 Total Dept. Budget $1,642,920 $1,725,185 $1,853,323 $2,030,365 Division Summary: Total Dept. Budget $1,642,920 $1,725,185 $1,853,323 $2,030,365 City Clerk division moved to Customer Experience Department FY2020 2 Other includes Non -Departmental, Memberships & Contingency, and Civic Beautification divisions of Administration 7 1 P a g e Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Mayor & Commiss. Personal Services $181,264 $184,114 $202,645 $212,785 Contractual $1,314 $1,230 $1,340 $1,290 Services Commodities $27,553 $18,780 $51,115 $50,750 City Manager Personal Services $521,957 $637,858 $662,445 $831,160 Contractual $14,136 $9,000 $185,315 $13,980 Services Commodities $40,011 $35,958 $32,285 $58,000 City Clerk' Personal Services $177,664 0 0 0 Contractual $9,580 0 0 0 Services Commodities $19,518 0 0 0 Corporate Counsel Personal Services $27,334 0 0 0 Contractual $127,541 $156,935 $161,450 $160,000 Services Commodities $1,753 $1,547 $1,800 0 Other2 Contractual $206,639 $192,298 $261,928 $484,400 Services Contributions $267,747 $466,092 $293,000 $218,000 Commodities $18,909 $21,373 0 0 Total Dept. Budget $1,642,920 $1,725,185 $1,853,323 $2,030,365 City Clerk division moved to Customer Experience Department FY2020 2 Other includes Non -Departmental, Memberships & Contingency, and Civic Beautification divisions of Administration 7 1 P a g e FINANCE Department Mission: Our Mission is to serve the public to the best of our ability, to make sound fiscal decisions, to maintain accurate and timely accounting records, to provide information and support, and to accomplish our goals with a sense of pride and a spirit of cooperation. The Finance Department consists of three divisions: Administration, Accounting & Budget, and Revenue. Administration: Administration oversees the general operation, which includes: budget preparation, accounting/payroll, debt management, budget monitoring, revenue collection, business license/payroll taxes, cash/investments management, and technical assistance to other City departments, governmental agencies, and outside agencies. Accounting & Budget: The Accounting and Budget Division is responsible for preparing financial reports, including monthly financial statements, the annual budget, and the Comprehensive Annual Financial Report. This division processes bi-weekly payroll for all employees and prepares all manner of payroll -related reports, along with processing all purchase requisitions entered by departments, issuing over 6,000 vendor payments a year. Revenue: The Revenue Division is responsible for the billing and collection of property tax bills, business licenses, payroll taxes, municipal insurance premium taxes, and all other miscellaneous revenue received from all sources. This division works closely with other departments for business licensing compliance, and coordinates collection efforts with legal staff to collect delinquent accounts. Staffing Summary: Finance Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Administration Director of Finance 1.0 1.0 1.0 1.0 Executive Assistant 1 1.0 1.0 1.0 0.0 Senior Admin Asst 0.0 0.0 0.0 1.0 Accounting & Budget Controller 1.0 1.0 1.0 1.0 Senior Accountant 0.0 0.0 0.0 1.0 Accountant 3.0 3.0 3.0 2.0 Grants Administrator 0.0 1.0 0.0 0.0 Revenue Revenue Manager 1.0 1.0 1.0 1.0 Revenue Auditor 1.0 1.0 1.0 1.0 Revenue Technician 11 0.0 1.0 0.0 0.0 Revenue Technician 1.0 2.0 3.0 3.0 Account Clerk 2.0 0.0 0.0 0.0 TOTAL 11.0 12.0 11.0 11.0 8 1 P a g e FY2021 Accomplishments: ➢ Updated the General fund's 5 -year revenue/expenditure trend projections ➢ Applied for the 30th consecutive GFOA Certificate of Achievement for Excellence in Financial Reporting for the FY2020 Comprehensive Annual Financial Review ➢ Coordinated foreclosure actions for numerous delinquent property tax accounts ➢ Utilized social media in an effort to detect business licensing non-compliance ➢ Maintained the City's bond rating ➢ Prepared the FY2022 budget ➢ Implemented ERP software Phase 4 — Property Taxes ➢ Implemented the acceptance of credit card payments ➢ Began ERP software Phase 5 — Human Resource/Payroll implementation FY2022 Goals: ➢ Continue to monitor opportunities to refinance debt issues when possible ➢ Refine the General Fund's 5 -year projection tool for revenues and expenditures ➢ Produce an audit document worthy of receiving the GFOA Certificate for Achievement for Excellence in Financial Reporting ➢ Refine ERP software Phase 1 — Accounting, Budget, Purchasing ➢ Refine ERP software replacement Phase 2- Business Licenses and General Billing ➢ Refine ERP software Phase 4 — Property Taxes ➢ Complete implementation of ERP software Phase 5 — Human Resources/Payroll ➢ Continue to streamline the look and evaluate the functionality of the City of Paducah Budget document ➢ Maintain the City's bond rating of AA - Continue developing methods, processes, procedures, and partnerships in an effort to attain 100% business license and payroll tax compliance ➢ Continue efforts to collect delinquent accounts, including but not limited to: property taxes, business licenses, and payroll taxes 9 1 P a g e Department Budget Summary: Finance Department Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services $899,881 $915,070 $941,170 $1,075,640 Contractual Services $143,819 $112,677 $126,845 $126,770 Commodities $68,029 $70,502 $72,290 $82,340 Capital Outlay $5,405 0 0 0 Total Dept. Budget $1,117,134 1,098,249 $1,140,305 $1,284,750 Division Summary: Revenue Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Administration $292,764 $309,089 $345,330 $373,410 Personal Services $269,229 $281,781 $235,285 $323,330 Contractual Services $3,026 $2,759 $3,265 $2,920 Commodities $7,147 $8,986 $9,070 $10,855 Capital Outlay $5,405 $0 $0 $0 Accounting & Budget Personal Services $337,888 $324,201 $360,555 $378,900 Contractual Services $60,652 $42,296 $50,445 $52,385 Commodities $18,337 $19,496 $16,495 $18,620 Revenue Personal Services $292,764 $309,089 $345,330 $373,410 Contractual Services $80,141 $67,622 $73,135 $71,465 Commodities $42,545 $42,019 $46,725 $52,865 Total Dept. Budget $1,117,134 $1,098,249 $1,140,305 $1,284,750 Other Commodities ZI $50,000 $82,340 24% 39% $27,270 13% 9,215 Other 5% 19% Contractual Services Finance FY2022 Contractual Services & Commodities Total Budget $209,110 Audit Computer Software Maintenance 101Page INFORMATION TECHNOLOGY Department Mission: The mission of the City of Paducah Information Technology (IT) Department is to provide quality, cost-effective IT services while advancing the use of technology in city government to increase excellence in operational efficiency and responsiveness. The Information Technology Department's mission is accomplished by providing professional and technical services in: ➢ Network and telecommunication infrastructure; Application software deployment, training, and support; Geospatial data, information, analysis, and solutions. The Information Technology department consists of two divisions: IT Network Administration and Geographic Information Systems (GIS). IT Network Administration: Information Technology administers and maintains the City network operations center providing voice and data communications and network resources to all City departments, E911, and the Joint Sewer Agency. Paducah's voice and data network reaches over 20 locations throughout the City interconnected via Paducah Power's high-speed fiber optic network. The IT department administers and maintains a wireless mobile network for Paducah Police and Fire Departments as well as hardware, software, and network infrastructure for E911 operations. Geographic Information Systems: The GIS division is responsible for the administration and maintenance of the City's geographic information systems and plays the lead role in the continued operation of the McCracken and Paducah GIS Consortium (MAP -GIS). This division overseas all GIS software and hardware upgrades, new data acquisition, web publishing, and mobile app development along with maintenance and updates to existing geospatial data. Support and training are provided for all City departments using GIS. This division provides contractual GIS services to McCracken County, E911, and the Joint Sewer Agency. Technical assistance is also shared with Paducah Power and Paducah Water. Staffing Summary: Information Technology 11 IPage Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Director Information Tech 1.0 1.0 1.0 1.0 Network Administrator 1.0 1.0 1.0 2.0 Help Desk Technician 1.0 1.0 1.0 1.0 GIS Manager 1.0 0.0 0.0 0.0 GIS Specialist 1.0 1.0 1.0 1.0 Software Technician 1.0 0.0 0.0 0.0 TOTAL 6.0 4.0 4.0 5.0 11 IPage Department Budget Summary: Information Technology Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services $365,190 $387,988 $395,785 $500,885 Contractual Services $101,058 $86,692 $256,635 $343,595 Commodities $40,392 $36,098 $36,330 $41,770 Capital Outlay $32,058 $14,297 $38,150 $38,000 Total Dept. Budget $538,698 $525,075 $726,900 $924,250 121Page CITY CLERK AND CUSTOMER EXPERIENCE Department Mission: The mission of the City Clerk and Customer Experience Department is to revolutionize Paducah by placing citizens at the center of every decision. We accomplish this mission by creating accessible information, fostering empathy, improving communication, and supporting each citizen's journey. ➢ Accessible Information We believe that interacting with government should not be complicated. It should be straight -forward and understandable. Our department is in charge of ensuring that the ordinances and municipal orders passed by the City Commission are accurate, understandable and accessible to the public. ➢ Fostering Empathy We know that the best cities are compassionate cities. The City Clerk and Customer Experience Department makes empathy a driving force in process design and in each interaction with citizens and businesses. ➢ Oaen Communication We recognize that open communication and transparency in government are key to building community trust. From open records requests and open commission meetings to open conversations and clear processes, we are striving to be open with how we communicate with the public. Supportinq Journeys We understand that each person in our community is unique, with their own passions, needs and abilities. It's our job to make sure each person knows that they matter to us by mapping their journeys, understanding their needs and implementing the right technologies to meet and exceed expectations. ➢ Citizens at the Center We believe the purpose of government is to create better lives for the citizens we serve. By understanding our citizens, their journeys and experiences, we can actively improve quality of life and trust in local government. 131Page Department Divisions: City Clerk: As the official custodian of records for the City, the City Clerk with the help of the Assistant City Clerk, prepares, maintains and safeguards the official City records. The Clerk's office is in charge of preparing ordinances, municipal orders, minutes, and agendas for the Board of Commissioners while ensuring everything is easily accessible to the public. The Clerk's office also assists the City Manager with applications for alcohol licenses for the City of Paducah and assists the Mayor with appointments to city boards and commissions. Customer Experience: The Customer Experience Department is in charge of assisting citizens and businesses with navigating city government, acting as liaisons and advocates. Customer Experience Representatives schedule kick-start meetings for building projects, oversee the OpenCounter Scope My Project software, handle general inquiries and complaints, and solicit and maintain feedback data. We are in charge of making recommendations for continual improvements to internal processes and customer experiences. Staffing Summary: Customer Experience Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 City Clerk / Director of Customer 0.0 1.0 1.0 1.0 Exp. Exec. Assist. I I /Assist. City Clerk 0.0 1.0 1.0 0.0 Assistant City Clerk 0.0 0.0 0.0 1.0 Senior Cust Exp Representative 0.0 0.0 0.0 1.0 Cust. Exp. Representative 0.0 3.0 3.0 2.0 TOTAL 0.0 5.0 5.0 5.0 141Page FY2021 Accomplishments: ➢ Implemented Tyler 311 for online inquiries, complaints and reports ➢ Assisted the Paducah Health Department with COVID-19 Vaccine scheduling ➢ Received grant funds and completed the records scanning project through the Kentucky Department for Libraries & Archives ➢ Established and supported the Creative & Cultural Council ➢ Maintained OpenCounter Scope My Project with an average of 75 users per month accessing the Zoning and Business Portals to plan future projects ➢ Hosted the Creative Business Bootcamp Transitioned to virtual Kick -Start meetings and hosted over 15 meetings for potential renovations/start-ups/expansions Assisted with the Orientation for a new Board of Commissioners FY2022 Goals: Apply for KDLA grant funding to provide new binding for permanent record books Implement new software to host all City of Paducah ordinances and minutes online ➢ Create board member job descriptions for each City board and commission ➢ Support ongoing efforts of the Paducah Creative & Cultural Council ➢ Create additional creative business programming using the National Endowment for the Arts grant funding ➢ Continue to support local businesses by hosting Kick -Start Meetings Work cross -departmentally to implement the Entertainment Destination Center program in downtown Paducah ➢ Assist with enhancements to the public assembly permitting process Implement a training session for all Chairpersons of City boards and commissions ➢ Revise and update the Paducah Code of Ethics and provide training to elected and appointed officials to be designated as a KLC Certified City of Ethics Department Budget Summary: Customer Experience 151Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services 0 $354,192 $375,435 $406,120 Contractual Services 0 $15,020 $30,500 $34,095 Commodities 0 $29,260 $23,810 $26,800 Capital Outlay 0 0 0 $19,275 Total Dept. Budget 0 $398,472 $429,745 $486,290 151Page Department Mission The Department of Planning exists to ➢ Guide the land use, planning, and development process in the City of Paducah Ensure the orderly and efficient use and reuse of land now and for the future ➢ Maximize the health, safety, and economic well-being for all residents Facilitate the creation of quality spaces that enhance the quality of life for Paducah's citizens The department consists of professionals who work to provide the highest quality of service possible in the areas of land use and development, long-range planning, housing, and community and economic development. Responsibilities The foundational guide for a fulfilling the department's mission is the Comprehensive Plan for the City of Paducah; that Plan ideally is inclusive, transparent, unbiased and reflects the comprehensive values of the entire community and protects the public interest. The Comprehensive Plan can be implemented in a variety of ways. The most common tool to implement the Comprehensive Plan is through the zoning ordinance. One of the chief responsibilities of the department includes reviewing site plans and plats for compliance and providing staff review and support for the land use decision- making bodies, specifically, the Planning Commission, the Board of Adjustment, and the Historical and Architectural Review Commission (HARC). The department must also tend to the ordinance's update needs. The Comprehensive Plan can also be implemented through the City's annexation activities, strategic projects, and focused programs. In FY21, the Planning Department continued to lead initiatives to support the city's local businesses during the COVID-19 pandemic and aid in efforts in business recovery and growth. The new year welcomed a new Mayor and new Commission. In 2021, the Commission prioritized 12 initiatives. The Planning Department is the project lead for the following: PLANNING n PADUCAH 161Page 1. Downtown Development: Concentrate effort to support, enhance, celebrate and improve our thriving downtown community In FY21, the City of Paducah received final approval from the State and established the city's first Tax Increment Financing (TIF) District. The TIF brings $20.4 million of new revenues to facilitate infrastructure investment in Downtown/Riverfront and spur private investment. In FY21, the City also executed a development agreement with Weyland Ventures to invest $21 million in Downtown. The City Block Project assists the City in meeting the State's minimum requirements for activating the TIF. In addition to private mixed-use development, the City Block project includes new public infrastructure, open space, and public parking. TIF and City Block build on 20 years of planning initiatives to support the revitalization of Downtown and the Riverfront. Much of this work began under Paducah Main Street. The Principal Planner serves as the Paducah Main Street Director, recruiting business and linking partner associations, downtown stakeholders, and the Main Street Board of Directors. The Board includes nine appointed community members. They are responsible for assisting with the Main Street accreditation process and advancing projects that execute the Four -Point Main Street approach to community revitalization: Design, Promotion, Organizational Capacity, and Economic Vitality. Build a diverse economic base Create an inviting, inclusive atmosphere Catalyze smart new investment Celebrate historic character Cultivate a strong entrepreneurship ecosystem40 Foster accessible. people centered public spaces ECONOMIC DESIGN VITALI COMMUNITY TRANSFORMATION AIL ORGANIZATION PROMOTION Build leadership & strong organizational capacity Market district's defining assets Ensure broad community engagement Communicate unique features through storytelling Forge partnerships across sectors Support buy -local experience The Main StreetApproach is a time -tested framework for community -driven, comprehensive revitalization. Under the Main Street program, Staff is responsible for implementing several economic development initiatives, including: Downtown Incentive Programs: fagade grants, new business grants, roof stabilization grants, and the upper story residential grant program. 171Page • Entertainment Destination Center: enables pedestrians to purchase to -go cocktails and carry on sidewalks, along the riverfront, and in common areas. Supports directly bars, restaurants, and entertainment venues. Draws people to Downtown to shop, dine, stay, and partake in cultural attractions. • Dining at Market House Square: Street closure, expanded sidewalk cafes, music and entertainment. • Downtown Design Guidelines: Articulates design guidelines for historic buildings and new infill construction in historic district. • Local Grows Here Campaign: Marketing campaign to attract and grow local businesses. Includes OPEN! Flags for every Downtown business, branded merchandise, print/radio/social media marketing 2. Remote Workers Incentive Program: Create and implement an effective incentive program to attract and retain remote workers. The Business Development Specialist leads this new Commission Priority. The Remote Workers Incentive Program seeks to attract new professionals to move to Paducah, while keeping their current job. The proposed project combines a suite of initiatives: • Market Paducah's high quality of life, good schools, and affordability • Direct assistance for moving and set-up expenses • Perks packages to cultural organizations, local businesses, and professional networks • Consider a 1 -year payroll tax rebate program to eliminate barrier to entry 3. Southside Enhancements: Targeted empowerment, engagement, and beautification of Southside neighborhoods. The Southside region comprises of eight distinct neighborhoods. The Planner I leads this multi -departmental, multi -pronged community development initiative to bring attention, engagement, and resources to a historically undeserved area. In June, the City kicked off the Rise and Shine project. Rise and Shine is an 8 -week initiative that encourages neighbors to work together to spruce up their neighborhoods and take full advantage of a week of free, expanded city services. At the end of the week, neighbors, community organizations, and city staff gather together to celebrate. Rise and Shine is the first initiative of a larger strategy to understand community values and needs, and direct resources to strengthen existing communities. The scope of this project will look at beautification, neighborhood stabilization, housing development, access to open space, and infrastructure improvements. 4. Annexation: Proactively annex adjacent properties into city corporate boundaries The Senior Planner is responsible for working with property owners to assess and implement annexations into the city limits. Priority is given to industrial, commercial, and multi -family residential properties. In FY21, the City annexed three properties. The City seeks to annex six properties in FY22. 181Page In addition to these Commission Priority projects, the Planning Department provides support to other boards, committees, and commissions: Civic Beautification Board, Creative and Cultural Council, Demolition Control Board, Main Street committees (4), Tree Advisory Board, and Urban Renewal and Community Development Agency (URCDA). Staffing Summary: Planning Planning Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Administration 1.0 0.0 0.0 0.0 Director of Planning 1.0 1.0 1.0 1.0 Senior Admin Assistant 0.0 0.0 0.0 1.0 Executive Assistant 1 1.0 1.0 1.0 0.0 Admin. Assistant 11 1.0 0.0 0.0 0.0 Planning Planner 1 1.0 0.0 0.0 0.0 Grants Administrator 1.0 0.0 0.0 0.0 Community Dev. Planner 1.0 0.0 0.0 0.0 Downtown Dev. Specialist 1.0 0.0 0.0 0.0 Arts & Culture Coordinator 1.0 0.0 0.0 0.0 Planning Project Manager 1.0 0.0 0.0 0.0 Business Dev. Specialist 0.0 1.0 1.0 1.0 Principal Planner 0.0 1.0 1.0 1.0 Senior Planner 0.0 1.0 1.0 1.0 Planner 0.0 0.0 0.0 2.0 Associate Planner 0.0 1.0 1.0 0.0 Neighborhood Planner 0.0 1.0 1.0 0.0 TOTAL 9.0 7.0 7.0 7.0 FY2021 Accomplishments: ➢ Land Use and Zoning Application Reviews for Public Hearing ■ 60 applications to the Planning Commission ■ 13 applications to the BOA ■ 16 applications to the HARC ■ 3 annexations ➢ Economic Development: ■ Final Approval of Tax Increment Financing (TIF) Project by the Kentucky Economic Development Finance Authority. Awarded $21.4 million over a 20 - year period. ■ Executed City Block Development Agreement. Weyland Ventures will invest $21 million in new hotel and mixed-use housing/commercial development. City will build $3 million new Town Square. 191Page ■ Implemented the Entertainment Destination Center for Downtown and Riverfront. Program directly supports 20 bars, restaurants, and entertainment venues, and facilitates foot traffic and street activity throughout Downtown. ■ Retained Retail Strategies to recruit new retail and restaurant businesses ➢ Business Growth and Expansion: ■ Business Retention meetings (one-on-one) held with 66 unique businesses. ■ Launched Industry Lunches. First lunch held with River Industry. ■ Small Business Development Guide reprinted and re -distributed. ➢ Downtown Development Incentives: • 3 New Business Grants approved. $33,750 in public funds awarded. Leverages $2.3 million in private investment. • 4 Roof Stabilization Projects. $54,000 in public funds awarded. Leverages $178,000 in private investment. • 0 Upper story grants approved — funds reallocated to meet budget constraints from COVID • 0 Fagade Grants approved — funds reallocated to meet budget constraints from COVID. ➢ Tennessee RiverLine ■ Completed pilot project and promoted to official RiverTowns Program ■ Granted 12 new kayaks from University of Tennessee ■ Launched free summer paddling events in June 2021. ➢ Neighborhoods and Housing ■ Initiated the Southside Neighborhoods Initiative. Includes to -date two Town Hall listening sessions, eight Rise and Shine spruce up events, community development through ongoing neighbor -to -neighbor and volunteer work, and the first round of community engagement. ■ Awarded $100,000 for roof rehabilitation at the Dunlap Apartments/Jetton Schoolhouse Redevelopment Project. $14.5 million project will create 42 workforce apartments, new performance space for Paducah Symphony, and a music school. ■ Completed 16 Land Use & Building Condition Surveys. ■ Initiated Northside Historic Neighborhood District Survey, the first step to listing the neighborhood on the National Historic Register. ■ Transferred 9 surplus property ■ Updated zoning ordinance to allow for multi -family in H:2 LowerTown neighborhood 201Page Department Budget Summary: Planning Department Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services $558,706 $510,645 $535,050 $653,300 Contractual Services $41,190 $19,871 $71,285 $18,585 Commodities $80,670 $50,451 $46,815 $79,020 Capital Outlay $4,327 $5,186 $3,095 $2,000 Total Dept. Budget $684,893 $586,153 $656,245 $752,905 Division Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Administration Personal Services $260,354 $210,663 $205,850 $213,540 Contractual Services $9,545 $6,156 $18,940 $8,670 Commodities $34,369 $13,191 $5,405 $10,360 Capital Outlay $4,327 0 $3,095 $2,000 Planning Personal Services $298,352 $299,982 $329,200 $439,760 Contractual Services $31,645 $13,715 $52,345 $9,915 Commodities $46,301 $37,260 $41,410 $68,660 Capital Outlay 0 $5,186 0 0 Total Dept. Budget $684,893 $586,153 $656,245 $752,905 21 IPage Department Mission: The Paducah Police Department is committed to the prevention of crime, the protection of the lives, property, and rights of all citizens and the improvement of the quality of life for all members of our community. We will provide quality police services, ethically, fairly, and equally in partnership with the members of our community. The Police Department consists of 3 divisions: Administration, Operations, and Support Services. Administration: The Administration division oversees the day-to-day operations of the Police Department. It is comprised of the Chief of Police and his assistant; the Office of Professional Standards; Training; and Community Resources. This division is responsible for budget, personnel, accreditation, internal affairs, policy review, and all departmental training. It also includes the Community Resource Officer (CRO) position, designed to be a liaison between the department and the community's schools, groups, and organizations. The CRO also is responsible for the department's Citizens' Police Academy, Jr. CPA, Coffee with a Cop, and Neighborhood Watch programs. POLICE Operations: The Operations division often is referred to as the "backbone" of the police department. It is the most visible of the three divisions with uniformed officers patrolling the streets in marked police cruisers. These officers annually answer tens of thousands of calls for service and perform preliminary investigations of all criminal activity. They strive each day to have positive, proactive interaction with members of our community. They conduct proactive patrols, investigate suspicious activity, enforce traffic laws, and investigate thousands of traffic crashes each year. Within this division are several specialized units: three K9 teams; Special Weapons and Tactics (SWAT) Team; Crisis Negotiation Team; Bomb Squad; Collision Reconstruction Team; Bike Patrol; and DARE instructor. Support Services: The Support Services Division is the investigative and record-keeping arm of the police department. It is made up of three units: General Investigations, Drug Enforcement, and Records and Evidence. General Investigations Unit detectives conduct in-depth investigations of major crimes — from forgery and fraud to computer crimes to arson and murder. The detectives of the Drug Unit focus on illegal drug activity, including both street drugs and prescription drugs, and "vice" activities, such as prostitution and human trafficking. The Records and Evidence Unit maintains all the department's records, including crime and vehicle collision reports, and logs and maintains the integrity of hundreds of pieces of evidence each month. 221Page Staffing Summary: Police Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Administration Police Chief 1.0 1.0 1.0 1.0 Captain 1.0 1.0 1.0 1.0 Police Officer 2.0 2.0 2.0 2.0 Senior Admin Assistant 0.0 0.0 0.0 1.0 Executive Assistant II 1.0 1.0 1.0 0.0 Operations (Patrol) Assistant Chief 1.0 1.0 1.0 1.0 Captain 4.0 4.0 4.0 4.0 Sergeant 9.0 7.0 7.0 7.0 Police Officer 47.0 49.0 50.0 50.0 Support Services (Investigations) Assistant Chief 1.0 1.0 1.0 1.0 Captain 1.0 1.0 1.0 1.0 Sergeant 2.0 2.0 2.0 2.0 Police Officer 9.0 9.0 8.0 8.0 Record Division Manager 1.0 1.0 1.0 1.0 Senior Records Clerk 0.0 0.0 0.0 1.0 Records Clerk III 1.0 1.0 1.0 0.0 Records Clerk 0.0 0.0 0.0 3.0 Records Clerk II 0.0 0.0 1.0 0.0 Records Clerk 1 3.0 3.0 2.0 0.0 Crime Analyst 1.0 1.0 1.0 0.0 Crime Analyst II 0.0 0.0 0.0 1.0 Senior Evidence Technician 0.0 0.0 0.0 1.0 Evidence Technician 11 1.0 1.0 1.0 0.0 Evidence Technician 0.0 0.0 0.0 1.0 Evidence Technician 1 1.0 1.0 1.0 0.0 COPS Grant Police Officer 0.0 0.0 0.0 3.0 TOTAL 87.0 87.0 87.0 90.0 FY2021 Accomplishments: ➢ The number of major crimes and collisions dropped significantly due, in part, to the novel coronavirus. There were no major injuries to personnel. ➢ Det. Kevin Wilson was named Employee of the Year for 2020. He was recognized for his passion for investigative work and his strong work ethic. He was primary investigator for 56 cases. He closed 21 of those cases with arrests and 17 others with a positive clearance. Although we were unable to hold a traditional awards ceremony, all of the department's employees were honored for their work and dedication during the 23 1 Page COVID-19 pandemic. Additionally, 51 employees were honored for outstanding performance of duty and six citizens were recognized for their assistance to officers in 2020. The Police Foundation funded the purchase of a third K9, Bary, who is partnered with Officer Ben Anthony. ➢ Nathan Antonites was promoted to captain. Two officers retired and two resigned — one to take a job in the private sector and the other to join a law enforcement agency closer to his family. Although still below full staffing level, the department hired six new officers. ➢ In cooperation with Paducah Independent Schools, the department finalized a grant and created a School Resource Officer Program. Beginning in August 2021, officers will be assigned to Paducah Tilghman High School, Paducah Middle School and one officer rotating through the elementary schools. We continued our department's focus on being involved in the community, along with engaging our citizens and visitors to help prevent crime. ➢ We continued with the advancement of the department's technology capabilities. ➢ We continued digital forensic investigations on cell phones and other digital media with more than 302 examinations, assisting 18 state, local and federal agencies. ➢ We completed the replacement of our current in -car camera system. This project began in FY21. ➢ We received nearly $1.2 million in grants, used to purchase a new Remotec FX robot for the Bomb Squad, in -car and hand-held radios and less lethal equipment and to fund three school resource officers, digitization of records and education and traffic details. FY2022 Goals: ➢ Operational Efficiency: Continue the success of the 10 -hour shift model, and finalize assessment of current geographical zone boundaries to identify more efficient ways to deploy resources. Crime and Collision Reduction: We will continue using a problem -oriented approach to address crime problems. A collision reduction plan is being created to help reduce the number of vehicle collisions, focusing on education, enforcement and engineering. Community Engagement: We implemented a School Resource Officer program, and officers will be in Paducah's public schools full time beginning July 1, 2021. We will continue operating under a community policing philosophy and increase our daily interactions with community members. Increased involvement within the City school system will be a priority. ➢ Personnel: We are seeking ways to increase the overall health and wellness of our personnel, while continuing to focus on the development of their knowledge, skill, and abilities by providing quality training. Retention and recruitment will remain of high priority in the effort to achieve full staffing. ➢ Technology: We will expand our usage of social media and continue utilizing technology to improve the efficiency of the department 241Page Department Budget Summary: Police Department Summary: Division Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Administration Actual Actual Revised Proposed Personal Services FY2019 FY2020 FY2021 FY2022 Personal Services $8,018,303 $8,238,087 $9,069,205 $9,984,150 Contractual Services $406,676 $424,327 $455,705 $545,335 Commodities $1,287,597 $1,098,476 $1,207,330 $1,322,775 Capital Outlay $3,300 $140,045 0 0 Total Dept. Budget $9,715,876 $9,900,935 $10,732,240 $11,852,260 Division Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Administration Personal Services $606,957 $611,887 $641,485 $682,350 Contractual $300,645 $314,677 $324,660 $412,260 Services Commodities $390,274 $232,325 $284,150 $327,920 Operations (Patrol) Personal Services $5,598,875 $5,806,628 $6,480,415 $6,883,695 Contractual $66,457 $73,373 $82,840 $89,610 Services Commodities $726,389 $699,434 $742,705 $783,800 Capital Outlay 0 $140,045 0 0 Support Services (Investigations) Personal Services $1,812,471 $1,819,572 $1,947,305 $2,144,955 Contractual $39,574 $36,277 $48,205 $43,465 Services Commodities $170,934 $166,717 $180,475 $188,055 Capital Outlay $3,300 0 0 0 COPS Grant Personal Services 0 0 0 $273,150 Commodities 0 0 0 $23,000 Total Dept. Budget $9,715,876 $9,900,935 $10,732,240 $11,852,260 251Page Department Mission: The Fire Department's Mission is comprised of 3 goals: Educate to Prevent Harm Education and prevention are the focal points of the Paducah Fire Department. We develop and provide programs and services that promote safety, and actively educate the public in Fire Safety and Prevention. Protect We strive to have a safe environment for our personnel and the people within our community. We accomplish this through prompt delivery of emergency services and by providing a safe environment in which to visit, work, and live. The Fire Department consists of 4 divisions: Administration: FIRE Be Kind and Helpful We show that we care about our lives and the lives of others by conducting ourselves in a courteous and professional manner. 4 A - Administration is responsible for general management of all divisions of the Fire Department. Suppression: The Suppression Division operates 5 fire stations that cover more than 21 square miles in the City of Paducah. The stations possess 5 engine companies, 2 aerial companies, and 2 rescue units for the purpose of responding to fire emergencies and for rescue assistance. Prevention: The Prevention Division is responsible for city-wide fire prevention in the form of the fire safety program, the construction program, the code enforcement program, fire investigation, and public education. The fire safety program is carried out by the Fire Marshal section which conducts fire prevention inspections using the Kentucky Fire Prevention Code annually on residential, assembly, education, business, mercantile, storage, factory and industrial, high hazard, and utility and miscellaneous type use groups. The Fire Marshal's office also offers discussions, demonstrations on fire safety, and education that is free of charge to all legitimate civic organizations, businesses, schools, churches, and healthcare facilities. The new construction program is carried out by the construction section that ensures that building and electrical work done within the city complies with codes, laws, and regulations mandated by the State. Not only are building plans reviewed for compliance with codes, but inspections are also made at predetermined stages of construction. Inspectors advise and confer with contractors and/or property owners before and during construction to help ensure compliance. The code enforcement program is carried out by the code enforcement section that enforces all applicable laws, 261Page rules, and regulations in order to provide a healthy, clean, and pleasant environment for the citizens of Paducah. Training: Firefighters have more than 300 hours of continued education each year. The Training Officer coordinates education in the areas of EMS, firefighter skills, hazmat, pump operations, and others. These education requirements ensure that the level of competency of the members of the Fire Department is the highest achievable, and maximize the resources of personnel and equipment available to best protect and serve the citizens of the City. Staffing Summary: Fire Suppression Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Administration 3.0 3.0 3.0 3.0 Fire Chief 1.0 1.0 1.0 1.0 Dep. Fire Chief Fire Prevention 1.0 1.0 1.0 1.0 Deputy Fire Chief Operations 1.0 1.0 1.0 1.0 Executive Assistant 1 1.0 1.0 0.0 0.0 Suppression Fire Assistant Chief 3.0 3.0 3.0 3.0 Captain 15.0 15.0 15.0 15.0 Lieutenant 15.0 15.0 15.0 15.0 Firefighter* 27.0 29.0 29.0 29.0 Prevention Deputy Fire Marshal 0.0 0.0 0.0 2.0 Dep. Fire Marshall 1 1.0 1.0 1.0 0.0 Dep. Fire Marshall II 1.0 0.0 0.0 0.0 Dep. Fire Marshall III 0.0 1.0 1.0 0.0 Chief Building Inspector 1.0 1.0 1.0 1.0 Dep. Building Inspector 0.0 0.0 0.0 1.0 Dep. Building Inspector 1 1.0 1.0 1.0 0.0 Chief Electrical Inspector 1.0 1.0 1.0 1.0 Dep. Electrical Inspector 0.0 0.0 0.0 1.0 Dep. Electrical Inspector II 1.0 1.0 1.0 0.0 Permit Technician 1.0 0.0 1.0 1.0 Code Enforcement Officer 3.0 3.0 3.0 3.0 Senior Admin Assistant 0.0 0.0 0.0 1.0 Executive Assistant 1 1.0 1.0 1.0 0.0 Training Battalion Chief/Training Officer 1.0 1.0 1.0 1.0 TOTAL 76.0 77.0 77.0 77.0 *Including 2 authorized positions not budgeted 271Page FY2021 Accomplishments: ➢ Implemented pandemic response plans and policies ➢ CY2020 – Responded to 3010 incidents; ➢ Initiated 14 foreclosures; ➢ Demolished 35 structures; ➢ CY2020 – 964 permits issued for $45.5 million valuation; ➢ CY2020 – 1594 inspections for building and electrical; ➢ CY2020 – 129 inspections for fire marshals; ➢ CY2020 – 5482 inspections for code enforcement; ➢ CY2020- 0 consultations; ➢ Trained 7 new recruits; ➢ CY2020 –Trained 11,486 man-hours; ➢ Implemented Energov ➢ Deployed Body Worn Cameras in the Fire Prevention Division ➢ Reached agreement for a 3 -year contract with the IAFF ➢ Successfully implemented remote working for all non -suppression personnel ➢ Implemented comprehensive medical program FY2022 Goals: ➢ Initiate National Accreditation Process ➢ Continue foreclosure and demolition actions ➢ Maintain inspection certifications and inspection schedules ➢ Complete annual recertification's and updates for training ➢ Strive to maintain 2 -week plan review time ➢ Continue to maintain high training standards to serve Paducah ➢ Continue to be active in local, regional, and state response teams ➢ Continue to be active in regional meetings for code enforcement consistency ➢ Community Outreach Programs—Smoke Detector Programs, Men Who Cook, MDA Fill the Boot, Breast Cancer Awareness, United Way Firehouse Chili, Car Seat Program, Courtesy Surveys, Iron Mom Support, Dragon Boat Race Support, Firehouse Tours, Operation Warm—Coats for Kids, Kids Christmas, Fire Safety House, Lunch Program, BBQ on the River, Big Brown Truck Pull, Parade Support, Quilt Show Support, Citizens Academy, Firefighter for A Day, Fountain Avenue Fall Festival, 9/11 Memorial Stair Climb in Nashville, Fill the Fire Truck School Supplies 281Page Department Budget Summary: Fire Department Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services $7,367,663 $7,741,049 $7,951,790 $8,621,770 Contractual Services $331,886 $289,492 $436,230 $439,550 Commodities $749,804 $773,621 $783,560 $860,665 Capital Outlay $163,895 $153,982 $144,400 $154,515 Total Dept. Budget $8,613,248 $8,958,144 $9,315,980 $10,076,500 Division Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Administration Personal Services $506,762 $481,663 $478,625 $532,955 Contractual $25,955 $23,637 $56,230 $50,100 Services Commodities $51,898 $65,612 $59,565 $70,215 Capital Outlay 0 0 $7,500 0 Suppression Personal Services $5,920,506 $6,342,981 $6,543,650 $6,968,080 Contractual $94,957 $96,168 $106,705 $106,645 Services Commodities $580,592 $610,429 $606,055 $656,385 Capital Outlay $163,895 $143,252 $136,900 $154,515 Prevention Personal Services $833,868 $802,292 $812,250 $975,025 Contractual $207,754 $166,333 $269,685 $280,160 Services Commodities $67,694 $74,208 $65,945 $75,565 Capital Outlay 0 $10,730 0 0 Training Personal Services $106,527 $114,113 $117,265 $145,710 Contractual $3,220 $3,354 $3,610 $2,645 Services Commodities $49,620 $23,372 $51,995 $58,500 Total Dept. Budget $8,613,248 $8,958,144 $9,315,980 $10,076,500 291Page ENGINEERING/PUBLIC WORKS Department Mission: Engineering and Public Works have been combined for budgetary purposes for several years. During FY2020, the decision was made to separate them into Engineering / Floodwall and Public Works (Facility Maintenance, Solid Waste, Fleet Maintenance, and Streets). This page remains in this book for historical purposes only. Staffing Summary: Engineering/Public Works Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Engineering Services City Engineer & Pub. Wks 0.8 0.75 0 0 Director* Assistant City Engineer 0.0 1.0 0 0 Storm Water & Drain. Engineer 1.0 0.0 0 0 Engineering Project Manager 1.0 1.0 0 0 Engineering Technician 1.0 1.0 0 0 Executive Assistant 1 1.0 1.0 0 0 Administrative Assistant 111* 0.5 0.5 0 0 Floodwall Operations EPW Floodwall Superintendent 1.0 1.0 0 0 Floodwall Operator 4.0 4.0 0 0 Streets (Maintenance & Lighting) Assistant EPW Director* 0.25 0.25 0 0 EPW Street Superintendent 1.0 1.0 0 0 EPW Street Supervisor 2.0 2.0 0 0 Equipment Operator 3.0 3.0 0 0 Concrete Finisher 2.0 2.0 0 0 Right-of-way Maintenance 13.0 13.0 0 0 Facility Maintenance Assistant EPW Director* 0.25 0.25 0 0 EPW Fleet/Maintenance 0.5 0.5 0 0 Superint. EPW Maintenance Supervisor 1.0 1.0 0 0 Laborer 5.0 5.0 0 0 Traffic Technician 1.0 1.0 0 0 Master Electrician 0.0 0.0 0 0 Journeyman Electrician 1.0 1.0 0 0 Maintenance Technician 4.0 4.0 0 0 TOTAL 44.3 44.25 0 0 *Position split between funds in EPW (Public Works, Maintenance, Solid Waste, and Fleet Maintenance) 301Page Budget Summary: Engineering/Public Works Department Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services $3,265,501 $3,134,113 0 0 Contractual Services $213,213 $185,034 0 0 Commodities $2,233,066 $2,137,100 0 0 Capital Outlay 0 0 0 0 Total Dept. Budget $5,711,780 $5,456,247 0 0 Division Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Engineering Services Personal Services $468,093 $427,661 0 0 Contractual Services $8,145 $5,537 0 0 Commodities $21,199 $15,872 0 0 Capital Outlay 0 0 0 0 Floodwall Operations Personal Services $755,301 $670,357 0 0 Contractual Services $30,553 $42,325 0 0 Commodities $413,831 $228,498 0 0 Streets (Main. & Light.) Personal Services $1,252,824 $1,248,424 0 0 Contractual Services $136,102 $98,476 0 0 Commodities $1,499,813 $1,595,322 0 0 Capital Outlay 0 0 0 0 Facility Maintenance Personal Services $789,283 $787,671 0 0 Contractual Services $38,413 $38,696 0 0 Commodities $298,223 $297,408 0 0 Total Dept. Budget $5,711,780 $5,456,247 0 0 31 IPage PUBLIC WORKS Department Mission: It is our mission to provide effective and efficient maintenance and support services for all citizens of Paducah. We strive to use cost effective resources to deliver quality services for the maintenance of streets and City facilities. Streets: The Street Maintenance division is responsible for the maintenance of approximately 446 lane miles of City roadways in addition to right-of-way's, sidewalks, alleys, curbs and gutters, independent storm sewer facilities, the landscaping of downtown and landscaped areas outside of City parks. Street Maintenance maintains more than 3,000 traffic signs and 6,000 storm inlets. This division as requested assists the Engineering Department with work associated with all City street restoration and rehabilitation coupled with Municipal Aid Program. Although lights are occasionally added to existing roadways, the majority of new lights come from new developments. Facility Maintenance: The Facility Maintenance division is responsible for the maintenance and care of 30 buildings (20 City employee occupied, 10 leased facilities), and 12 City owned/operated traffic signals. This division provides support staff to the Parks Department for facilities including pools, shelters, playground equipment, and the skate park. Additionally, the Facility Maintenance Division provides custodial services of City -owned facilities and downtown restrooms, and maintains the aesthetics of decorative lighting systems on various City properties. Staffing Summary: Public Works Streets (Maintenance & Lighting) Public Works Director* Assistant PW Director* Administrative Assistant* Administrative Assistant III* Street Superintendent Street Supervisor Landscape Supervisor Equipment Operator Concrete Finisher Right-of-way Maintenance Laborer Facility Maintenance Public Works Director* Assistant PW Director* Administrative Assistant Administrative Assistant III* Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 0.0 0.0 0.25 0.25 0.0 0.0 0.25 0.25 0.0 0.0 0.0 0.25 0.0 0.0 0.25 0.0 0.0 0.0 1.0 1.0 0.0 0.0 2.0 2.0 0.0 0.0 1.0 1.0 0.0 0.0 3.0 3.0 0.0 0.0 2.0 2.0 0.0 0.0 13.0 13.0 0.0 0.0 2.0 2.0 0.0 0.0 0.25 0.25 0.0 0.0 0.25 0.25 0.0 0.0 0.0 0.25 0.0 0.0 0.25 0.0 32 1 Page Fleet/Maintenance Superint. 0.0 0.0 0.50 .50 Maintenance Supervisor 0 0.0 $1,685,745 0.0 1.0 1.0 Janitor/Collector $98,710 0.0 Commodities 0.0 0.0 4.0 Laborer $1,558,415 0.0 0 0.0 5.0 0.0 Traffic Technician Facility Maintenance 0.0 0.0 1.0 1.0 Master Electrician 0 0.0 $742,665 0.0 1.0 1.0 Maintenance Technician 0 0.0 $38,645 0.0 5.0 5.0 0 TOTAL 0 Total Dept. Budget 0 38.00 38.0 *Position split between funds in Public Works (Street, Maintenance, and Solid Waste) $4,649,010 Budget Summary: Public Works Department Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services 0 0 $2,265,995 $2,636,955 Contractual Services 0 0 $139,600 $129,565 Commodities 0 0 $1,815,585 $1,881,490 Capital Outlay 0 0 $1,045 $1,000 Total Dept. Budget 0 0 $4,222,225 $4,649,010 Division Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Streets (Main. & Light.) Personal Services 0 0 $1,523,330 $1,685,745 Contractual Services 0 0 $98,710 $90,920 Commodities 0 0 $1,503,825 $1,558,415 Capital Outlay 0 0 $1,045 $1,000 Facility Maintenance Personal Services 0 0 $742,665 $951,210 Contractual Services 0 0 $40,890 $38,645 Commodities 0 0 $311,760 $323,075 Total Dept. Budget 0 0 $4,222,225 $4,649,010 FY 2021 Accomplishments: ➢ Continued all services with no interruption despite Pandemic (Covid-19) ➢ Successfully integrated downtown beautification & right-of-way mowing into PW ➢ Began updating necessary safety training for all PW staff FY2022 Goals: ➢ Reach & maintain approved staffing level ➢ Continue to beautify & improve downtown ➢ Continue to support Southside cleanup efforts 331Page Department Mission: Our mission is to provide an affordable and positive comprehensive system of recreation programs designed to enhance the quality of life for the residents of Paducah as well as surrounding communities. The Parks Department consists of three divisions- Administration, Recreation and Parks Maintenance, and Special Events. Administration: Administration is responsible for all planning and new development of the Parks Department. Administrative staff handles special event permits, scheduling of facilities, sale of cemetery lots, assisting with budget preparation, and budget monitoring. Park security through the Park Ranger program falls under this division. The Administrative division oversees all other divisions within the Parks Department. PARKS AND RECREATION _ Wiz: v rx•'.p. Recreation and Parks Maintenance: The Recreation and Parks Maintenance Division is charged with providing quality programs, services, spaces, and amenities to the community. The division maintains and operates 29 parks facilities, trails, and green spaces, including the Paducah Recreation Center, the Noble Park Pool, and the splash pads at Coleman Park and Brockenborough Park. The division supports community festivals and events, as well as provides well maintained sports playing facilities. The maintenance and operation of Oak Grove Cemetery and the Transient Boat Dock also falls under this division. Special Events: Special Events is tasked with the operation of the Farmers' Market, the organization and operation of the Riverfront Concert Series, the July 4t" Independence Day Celebration, and two parades, in addition to other large-scale community events. The Special Events Division also provides support services to recreation events and logistics for community events. 341Page Staffing Summary: Parks and Recreation Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Administration Director of Parks Services 1.0 1.0 1.0 1.0 Assistant Dir of Parks 0.0 0.0 0.0 1.0 Assistant Dir of Recreation 0.0 0.0 0.0 1.0 Assistant Dir of Parks & Rec 0.0 0.0 1.0 0.0 Parks & Rec 0.0 0.0 0.0 1.0 Superintendent Recreation Superintendent 1.0 1.0 1.0 0.0 Recreation Specialist 2.0 1.0 2.0 2.0 Senior Admin Assistant 0.0 0.0 0.0 2.0 Executive Assistant 1 1.0 1.0 1.0 0.0 Administrative Assistant 111 1.0 1.0 1.0 0.0 Administrative Assistant 0.0 0.0 0.0 1.0 Administrative Assistant 11 1.0 1.0 1.0 0.0 Assistant Rec. Specialist 0.0 2.0 0.0 0.0 Parks Maintenance Park Maint. Superintendent 1.0 1.0 0.0 0.0 Cemetery Sexton 1.0 1.0 1.0 1.0 Supervisor 1.0 1.0 2.0 2.0 Laborer* 12.0 10.0 8.0 10.7 Right of Way Maintenance 3.0 1.0 1.0 1.0 Maintenance Technician 1.0 0.0 0.0 0.0 Special Events Special Events Coordinator 1.0 1.0 0.0 0.0 Special Events Superint 0.0 0.0 1.0 1.0 Recreation Specialist 0.0 1.0 1.0 1.0 Laborer 0.0 2.0 2.0 0.0 Right of way Maintenance 0.0 1.0 1.0 0.0 Maintenance Technician* 0.0 0.7 0.7 0.0 TOTAL 27.0 27.7 25.7 25.7 One position split between Parks and Recreation and Transient Boat Dock tt Ih.l 351Page FY2021 Accomplishments: ➢ Completion of the Music Garden at Noble Park-, Completion of the Peck Addition in Noble Park-, Completion of the parking lot and sidewalks at the tennis courts in Noble Park-, ➢ Pickleball lines installed on the junior tennis courts-, The City's Transient Dock was awarded Boaters Choice Award in 2020 for the 4th straight year-, ➢ Farmers' Market continues to grow to include second location at Carson Park-, ➢ Independence Day Celebration was a success. We were one of the only cities in the state to host a firework display through partnership with Paxton Park. FY2022 Goals: y Maintenance- Adding an assistant director and continue implementation of maintenance operations plan. Improvements to cemetery to include repairs to Sexton House for reopening to the public. Improvements to Independence Park to add second dog park. Recreation and Special Events- Adding an assistant director-, growing Farmers' Market to include third location on the Southside, adding Movies on the River program, and growing Street Beats program. Increase revenue while improving program quality and efficiencies. Administration- Continue implementation of cemetery database system. Increase revenue through facility reservations. AlCOW -- -- 36Page Budget Summary: Parks and Recreation Department Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services $2,125,185 $2,163,217 $2,105,655 $2,372,640 Contractual Services $234,311 $213,992 $199,740 $188,195 Commodities $895,767 $862,998 $998,715 $947,030 Total Dept. Budget $3,255,263 $3,240,207 $3,304,110 $3,507,865 Division Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Administration Personal Services $665,487 $542,700 $552,175 $510,325 Contractual Services $55,535 $53,867 $58,495 $56,940 Commodities $148,965 $149,899 $159,225 $165,725 Parks Maintenance Personal Services $985,660 $911,067 $974,820 $1,166,740 Contractual Services $139,702 $128,925 $90,925 $86,585 Commodities $335,326 $357,593 $396,550 $361,000 Recreation Personal Services $212,580 $344,104 $361,485 $535,585 Contractual Services $31,801 $23,120 $40,220 $37,070 Commodities $276,556 $220,313 $325,620 $301,755 Special Events Personal Services $261,458 $365,346 $217,175 $159,990 Contractual Services $7,273 $8,080 $10,100 $7,600 Commodities $134,920 $135,193 $117,320 $118,550 Total Dept. Budget $3,255,263 $3,240,207 $3,304,110 $3,507,865 371Page PADUCAH HUMAN RIGHTS COMMISSION (PHRC) Department Mission: The Paducah Human Rights Commission was formed May 26, 1964, the same year the U.S. Civil Rights was initially established, to safeguard all individuals within the City and McCracken County from discrimination in housing, employment, and public services. The Paducah Human Rights Commission: ➢ Advocates for human and civil rights Investigates and mediates discrimination complaints, and when appropriate, provides referrals to other governmental agencies ➢ Resolves community disputes and issues involving individual or systematic illegal discrimination Collaborates with and advises the City of Paducah on human rights issues/concerns Collaborates with public and private sectors to promote education on how to prevent and eliminate discrimination citywide FY2021 Accomplishments: ➢ The Human Rights Commission operated at limited capacity due to COVID-19 FY2022 Goals: ➢ Fully appoint and train the Human Rights Commission Budget Summary: Human Rights 381Page Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Personal Services $10,707 $10,538 $10,825 $10,840 Contractual Services $96 $97 $400 $390 Commodities $5,603 $5,669 $5,800 $5,800 Total Dept. Budget $16,406 $16,304 $17,025 $17,030 381Page ENGINEERING/FLOODWALL Department Mission: It is the mission of the City of Paducah Engineering Department to provide effective and efficient support services for all citizens of Paducah. The Engineering Department is composed of Engineering Services and Floodwall Operations. Engineering Services: Engineering Services provides engineering support services for various governmental departments and divisions, administers infrastructure related capital improvements, and administers storm water, right-of-way, and other regulatory responsibilities and regulations required by the State & Federal Government. This division is responsible for commercial site review, and provides reliable professional assistance to the public, ensuring the construction and maintenance of public infrastructure is carried out in a cost-effective manner, in accordance with sound engineering principles, practices, and regulations, helping protect the health, safety and welfare of the public. Floodwall Operations: Floodwall Operations executes all operation and maintenance functions for the City's floodwall and related appurtenances in an efficient, effective manner, in order to ensure the highest level of preparedness for the protection of the community's health, safety, and welfare that may be threatened during flooding conditions from the Ohio & Tennessee Rivers. The floodwall consists of a concrete and earthen levee system that extends 12.25 miles (9.25 miles of earthen levee and 3.0 miles of concrete) as well as 12 pump stations, numerous discharge pipes, vehicular openings, and other interrelated parts. The Paducah Floodwall system protects and minimizes the flood risk for 11,000 acres, over 20,000 people and an estimated $1.2 billion of assets. Staffing Summary: Engineering/Floodwall Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Engineering Services City Engineer 0.0 0.0 1.0 1.0 Assistant City Engineer 0.0 0.0 1.0 1.0 Engineering Project Manager 0.0 0.0 1.0 1.0 Engineering Technician 0.0 0.0 1.0 1.0 Engineering Technician III 0.0 0.0 1.0 1.0 Senior Admin Assistant 0.0 0.0 0.0 1.0 Executive Assistant II 0.0 0.0 1.0 0.0 Floodwall Operations EPW Floodwall Superintendent 0.0 0.0 1.0 1.0 Floodwall Operator 0.0 0.0 4.0 4.0 TOTAL 0 0 11.0 11.0 391Page Budget Summary: Engineering/Floodwall Department Summary: 401Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services 0 0 $1,112,770 $1,344,270 Contractual Services 0 0 $52,540 $49,125 Commodities 0 0 $289,980 $300,090 Total Dept. Budget 0 0 $1,455,290 $1,693,485 Division Summary: Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Engineering Services Personal Services 0 0 $532,240 $707,540 Contractual Services 0 0 $5,930 $6,325 Commodities 0 0 $20,100 $29,095 Floodwall Operations Personal Services 0 0 $580,530 $636,730 Contractual Services 0 0 $46,610 $42,800 Commodities 0 0 $269,880 $270,995 Total Dept. Budget 0 0 $1,455,290 $1,693,485 401Page HUMAN RESOURCES AND RISK MANAGEMENT Department Mission: The mission of the Human Resources and Risk Management Department is to provide effective human resource management programs, focused on person -centered services that are policy compliant, and to facilitate the recruitment, retention, and development of a sustainable quality workforce, aligning with the City's strategy. Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every City of Paducah customer. The Human Resources and Risk Management Department consists of two functions: Human Resources Administration and Risk Management. Human Resources Administration: Administration formulates polices and develops programs in the full range of employment strategies to ensure compliance and services of the highest quality. They work with the Finance Department in designing and implementing programs funded by the Health Insurance Fund, which is a self-insured fund for the employee health insurance cafeteria plan. Risk Management: Risk Management assists in prevention of accidents, injuries, and workers' compensation insurance costs for the City of Paducah through enhanced loss control efforts, and reinforces risk training and strategies for the City's 300+ full-time employees. They negotiate and process payments from the Insurance Fund for expenditures related to liability, workers' compensation, property insurance, and deductibles. Staffing Summary: Human Resources and Risk FY2021 Accomplishments: ➢ One LOVE Award given in the Department Completed City-wide compensation study with appropriate adjustments made ➢ New Compensation Policies were adopted Updated the Wellness Program Collective Bargaining Negotiations with AFSCME 41 IPage Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Director of HR 0.0 0.0 0.0 1.0 HR/Risk Director 1.0 1.0 1.0 0.0 Risk Manager 0.0 0.0 1.0 1.0 HR Generalist 2.0 2.0 2.0 1.0 Administrative Assistant 0.0 0.0 0.0 1.0 TOTAL 3.0 3.0 4.0 4.0 FY2021 Accomplishments: ➢ One LOVE Award given in the Department Completed City-wide compensation study with appropriate adjustments made ➢ New Compensation Policies were adopted Updated the Wellness Program Collective Bargaining Negotiations with AFSCME 41 IPage ➢ Health Insurance costs have remained flat over the past 10 years Began regular scheduled bi-monthly Safety Committee Meetings FY2022 Goals: ➢ Munis HR module implementation Safety Teams: Overall reduction of accidents by 10% thru the development of safe work procedures and practices ➢ Onboard a Risk Manager ➢ City-wide Diversity & Inclusion training ➢ Policy & Procedure Manual review ➢ Updating our MSDS sheets to SDS sheets Budget Summary: Human Resources and Risk Management Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Personal Services $242,794 $233,633 $265,140 $396,635 Contractual Services $46,667 $39,175 $50,170 $39,425 Commodities $58,408 $57,128 $41,050 $63,855 Total Dept. Budget $347,869 $329,936 $356,360 $499,915 421Page OTHER GENERAL FUND DIVISIONS This page contains the Budget Summaries for the Cable Authority, Audit Adjustments, and Interfund Transfers. Budget Summary: Cable Authority 431Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Contractual Services $105,855 $103,583 $88,070 $85,445 Commodities $560 $82 $500 $500 Total Budget $106,415 $103,665 $88,570 $85,945 Budget Summary: Audit Adjustments* Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Leave Expense $47 ($36,111) 0 PJC Property Tax $324,026 $327,840 0 0 Total Budget $324,073 $291,729 0 0 *The Audit Adjustments cost center is used for year-end financial statement presentation entries only Budget Summary: Interfund Transfers (out) Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 General Fund 0 0 0 0 Investment Fund 0 $140,997 0 $285,000 E911 Fund $599,013 $747,514 0 $650,000 Debt Service Fund $490,556 $491,357 $761,915 $1,029,445 Capital Projects Fund $1,839,485 $2,441,668 $249,500 0 Transient Boat Dock $15,107 $11,017 $55,480 $33,715 Civic Center Fund $30,848 $42,932 $55,575 $18,025 Rental Prop. Fund $50,327 $35,297 0 0 Fleet Main. Fund $117,086 $110,454 $131,510 $95,755 Insurance Fund $122,063 $131,061 $75,000 $87,000 AEPF Fund $13,459 $13,386 $13,625 $13,665 PFPF Fund $359,560 $340,560 $343,000 $310,000 Total Budget $3,637,504 $4,506,243 $1,685,605 $2,522,605 431Page OTHER GOVERNMENTAL FUNDS In addition to the General Fund, the City utilizes eleven other Governmental Funds. These funds are: Rental Property Fund, Radio Depreciation & Operation Fund, E911 Fund, Municipal Aid Program Fund, Investment Fund, CDBG Fund, Court Awards Fund, Transient Room Tax Fund, Debt Service Fund, Capital Projects Fund, and Bond Fund. 441Page RENTAL PROPERTY FUND Fund Description: The purpose of the Rental Property Fund is to capture all manner of financial transactions associated with property that is owned but not occupied by the City of Paducah. These buildings include: ➢ Seaman's Church Institute/River Heritage Museum/Maiden Alley Cinema ➢ Market House Theater/Market House Museum/Yeiser ➢ Probation & Parole Building ➢ W.C. Young Community Center ➢ Oscar Cross Boys & Girls Club, Park Avenue location On a lease by lease basis, the Public Works Department acting as landlord continues to monitor, assess, and in some cases may have maintenance responsibilities that become necessary to sustain the viability of these city owned assets. Statement of Revenue and Expenditures: Rental Property Fund Expenditures Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Revenue $13,875 $13,835 $14,255 $13,615 Property Rent & Sales $132,216 $132,216 $132,210 $132,210 Interfund Transfers General Fund $50,327 $35,297 0 0 Total Revenue $182,543 $167,513 $132,210 $132,210 Expenditures Contractual Services $13,875 $13,835 $14,255 $13,615 Commodities $23,278 $53,934 $90,700 $89,300 Interfund Transfers General Fund $89,689 $104,641 $27,255 $29,295 Total Expenditures $126,842 $172,410 $132,210 $132,210 451Page RADIO DEPRECIATION & OPERATION FUND Fund Description: The Radio Depreciation/Operation Fund was established in FY2001 for the purpose of capturing all manner of financial transactions associated with the City's 800 MHz radio system. The Radio Depreciation & Operation Fund is used to account for the cost of operating the City's 800 MHz radio system in a manner similar to private business. The intent of the City of Paducah is to capture the cost of providing services on a continuing basis, financed primarily through user charges. utility Others, 50 Companies, 29 800 MHz Radio Units City of Paducah, 361 Statement of Revenue and Expenditures: Radio Depreciation Fund Expenditures Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Revenue $18,632 $18,251 $38,610 $22,215 Property Rent & Sales $115,376 $129,767 $138,652 $147,200 Interest Income $26,714 $21,723 $6,000 $500 Total Revenue $142,090 $151,490 $144,652 $147,700 Expenditures Contractual Services $18,632 $18,251 $38,610 $22,215 Commodities 0 0 $50,000 $25,000 Interfund Transfers General Fund 0 $266,700 $10,500 0 911 Fund 0 0 $789,375 $464,985 Total Expenditures $18,632 $284,951 $888,485 $512,200 461Page 911 COMMUNICATIONS SERVICES FUND Department Mission: The mission of 911 Communications Services (a division of the Police Department) is to provide timely and appropriate response to requests for assistance in case of emergency throughout the City of Paducah and McCracken County; facilitating the development of highly trained, proficient, dedicated, and self -motivated personnel; constantly seeking ways to improve the performance of its employees and the quality of the services they provide to the community; and accomplishing the above within all legal and constitutional requirements through cooperation with governmental and community agencies and the public. 911 Communications Services consists of three divisions; Administration, Support Personnel, and Communications Personnel. Administration: Administration oversees and manages the 911 center as they process more than 170,000 annual calls for service to nearly 70,000 members of the community, creates and enforces policy, and creates the budget for the center. The Division Manager of 911 oversees the daily operation of the center and reports to the Paducah Police Department Chief of Police. Support Personnel: The 911 center has an Administrative Assistant III that works in a support role of the Division Manager. The 911 Systems Administrator was reclassified from the previous Data Administrator position. This position is responsible for administering the CAD and ensuring all addresses within Paducah and McCracken County are correct, to include reviewing permits for new structures and adding information to our software to ensure responder's safety. The 911 Systems Administrator is also responsible for the 911 database and the radio alias administration. Additionally, this role includes all maintenance and entry into the CAD (Computer Aided Dispatch) system, mapping with Geo Fence Alerts and Hazard proximity alerts for first responder safety. The Terminal Agency Coordinator (TAC) ensures all CJIS/LINK/NCIC data entry is correct and maintained pursuant to FBI/Kentucky State Police guidelines. This position is a special assignment of a Telecom municator that serves as the single point of contact for the systems as well as the subject matter expert for the Division. This was a new position that began in fiscal year 2020. Communications Personnel: Current authorized staffing in the communications division is twenty. This is comprised of four Supervisors and sixteen Telecommunicators that work twelve-hour shifts 471Page Staffing Summary: 911 Communications Services FY2021 Accomplishments: ➢ Implemented a new Quality Assurance Program The Communications Supervisors completed the Association of Professional Communications Officials (APCO) Communications Center Supervisor Certification Course ➢ Promoted two new Communications Training Officers - they will attend APCO CTO Class in August We have improved our Grade of Service (GOS) up to 98% of all 911 calls answered in less than 10 seconds. The national standard is 90% is less than 15 seconds. A year ago, we were at 93%. Our GOS for Non -Emergency (NE) calls is now at 97% answered in less than 10 seconds up from 93% a year ago and this is with an increase in call volumes of 13% over a year ago. ➢ We have improved our response times in communications and are answering 911, entering the call and dispatching officers to priority 1 calls in 1:52, a year ago it was 2:15. ➢ We adjusted the supervisor's hours to 5-5 to allow for smoother shift change and pass on of information. Completed an audit and inventory of all radios on the system After an emergency outage on Christmas day due to an explosion in another state, we purchased 4 new laptops for emergency situations and the loss of equipment of use of the 911 center. We also acquired Government Emergency Telecommunications Service (GETS) to enable us to access prioritized cellular and landline service in an emergency Remodeled the kitchen and added a break room to allow the folks to sit and eat away from the consoles, improves morale and allows for breaks 481Page Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 E911 Division Manager 1.0 1.0 1.0 1.0 Assistant Division Manager 1.0 1.0 1.0 1.0 Senior Admin Assistant 0.0 0.0 0.0 1.0 Administrative Secretary 1.0 1.0 1.0 0.0 System Administrator 0.0 0.0 1.0 1.0 Data Entry Clerk 1.0 1.0 0.0 0.0 Supervisor 4.0 4.0 4.0 4.0 Tele -communicator 14.0 14.0 14.0 14.0 Terminal Agency Coordinator 0.0 1.0 1.0 1.0 TOTAL 22.0 23.0 23.0 23.0 FY2021 Accomplishments: ➢ Implemented a new Quality Assurance Program The Communications Supervisors completed the Association of Professional Communications Officials (APCO) Communications Center Supervisor Certification Course ➢ Promoted two new Communications Training Officers - they will attend APCO CTO Class in August We have improved our Grade of Service (GOS) up to 98% of all 911 calls answered in less than 10 seconds. The national standard is 90% is less than 15 seconds. A year ago, we were at 93%. Our GOS for Non -Emergency (NE) calls is now at 97% answered in less than 10 seconds up from 93% a year ago and this is with an increase in call volumes of 13% over a year ago. ➢ We have improved our response times in communications and are answering 911, entering the call and dispatching officers to priority 1 calls in 1:52, a year ago it was 2:15. ➢ We adjusted the supervisor's hours to 5-5 to allow for smoother shift change and pass on of information. Completed an audit and inventory of all radios on the system After an emergency outage on Christmas day due to an explosion in another state, we purchased 4 new laptops for emergency situations and the loss of equipment of use of the 911 center. We also acquired Government Emergency Telecommunications Service (GETS) to enable us to access prioritized cellular and landline service in an emergency Remodeled the kitchen and added a break room to allow the folks to sit and eat away from the consoles, improves morale and allows for breaks 481Page FY2022 Goals: ➢ Continue to develop the communications supervisory staff Improve call processing times with a goal of 1:30 to process priority 1 calls ➢ Implement an interactive voice response (IVR) like other city departments where the caller can push 1 for property taxes, 2 for the jail etc. We will have a one button bypass for units in the field for calls from off icers/deputies/firefights who may have had to wait in the past to get through. This should reduce the number of incoming calls (particularly county when they are closed) ➢ Modify the schedule to have one telecommunicator working 5-5 to improve the level of service and reduce the margin for error at shift change Statement of Revenue and Expenditures: 911 Communications Services Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Taxes $748,024 $721,371 $720,000 $670,000 Grants $516,241 $446,962 $660,290 $644,315 Charges for Service $33,155 $29,343 $35,000 $30,000 Interest Income $4,676 $2,049 $1,000 $500 Interfund Transfers $33,459 $144,918 $160,425 $146,420 Radio Fund 0 0 $789,375 $464,985 General Fund $599,013 $747,514 0 $650,000 Total Revenue $1,901,109 $1,947,239 $2,205,665 $2,459,800 Expenditures Personal Services $1,531,540 $1,472,633 $1,681,370 $1,904,855 Contractual Services $124,759 $122,593 $114,920 $158,445 Commodities $211,350 $207,096 $248,950 $250,080 Capital Outlay 0 0 0 0 Interfund Transfers $33,459 $144,918 $160,425 $146,420 Total Expenditures $1,901,108 $1,947,240 $2,205,665 $2,459,800 491Page MUNICIPAL AID PROGRAM (MAP) FUND Fund Description: The Kentucky Transportation Cabinet administers the revenue sharing program called Municipal Aid Program (MAP) funded by motor fuel taxes as provided by KRS Chapter 177. Paducah's allocation of State motor fuel tax funds has historically averaged $500,000 annually. MAP funding is based on a formula set out by the state of Kentucky. Kentucky law requires the City to account for state shared gas tax money in a separate fund. The City traditionally adds a fund transfer from the Investment Fund for the paving (streets and sidewalks) program. The City maintains approximately 446 lane miles of streets. The Engineering Department ranks the streets in need of resurfacing, and continues the restoration of streets, curbs, gutters, and sidewalks based on the priority list established and maintained by the City Engineer and the Street Superintendent, in coordination with local public utility companies and associated capital improvement projects. Statement of Revenue and Expenditures: Municipal Aid Program Fund Expenditures Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Revenue $1,200 $1,200 $1,200 $1,280 Taxes $510,805 $489,823 $480,000 $481,000 Interest Income $16,751 $12,631 $3,000 $3,000 Interfund Transfers Investment Fund $849,750 $600,000 $600,000 $918,000 Solid Waste Fund $200,000 $200,000 0 0 Total Revenue $1,577,306 $1,302,454 $1,083,000 $1,402,000 Expenditures Contractual Services $1,200 $1,200 $1,200 $1,280 Commodities 0 0 0 0 Capital Outlay $1,422,853 $1,181,330 $1,219,800 $1,400,720 Interfund Transfers Capital Projects Fund 0 $170,000 $250,000 0 Total Expenditures $1,424,053 $1,352,530 $1,471,000 $1,402,000 501Page INVESTMENT FUND Fund Description: The City of Paducah levies a tax of 2% called an Occupational License Fee, also known as the Payroll Tax. The fee is paid by people who work within the City of Paducah. For every $1.00 earned, $.02 is paid to the City. The fee is the largest revenue source for the City. In 2005, the City of Paducah increased the fee from 1.5% to its current 2%. The first 1.5% of the fee is placed into the General Fund with the remaining 0.5% placed into the Investment Fund. Expenditures from the Investment Fund are dedicated to economic development, neighborhood redevelopment, infrastructure/capital investment, and property tax relief. Over 1/3 of all Investment Fund resources are dedicated to debt service for capital investment and economic development for previous capital projects, or for existing economic development agreements. Statement of Revenue and Expenditures: Investment Fund Expenditures — Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Revenue Licenses & Permits $5,299,698 $5,264,573 $4,800,000 $5,000,000 Interfund Transfers $427,750 $281,904 $332,330 $900,750 General Fund 0 $140,996 0 $285,000 Debt Service Fund 0 0 $154,000 0 Capital Projects Fund $78,919 $134,081 0 0 Total Revenue $5,378,617 $5,539,650 $4,954,000 $5,285,000 Expenditures — Economic Development Contractual Services $665,317 $706,558 $755,920 $140,730 Contributions $427,750 $281,904 $332,330 $900,750 Interfund Transfers General Fund $360,000 $277,200 $175,000 $70,000 MAP Fund $849,750 $600,000 $600,000 $918,000 Debt Service Fund $1,765,553 $1,678,816 $2,036,235 $1,810,085 Capital Projects Fund $1,268,500 $1,413,255 $1,368,075 $1,435,000 Total Expenditures $5,336,870 $4,957,733 $5,267,560 $5,274,565 51 IPage COMMUNITY DEVELOPMENT BLOCK GRANT FUND Fund Description: The Community Development Block Grant (CDBG) program is a federal program that provides communities with resources to address a wide range of unique community development needs. Beginning in 1974, the CDBG program is one of the longest continuously run programs at HUD. Each activity must meet one of the following national objectives for the program: benefit low- and moderate -income persons, prevention or elimination of slums or blight, or address community development needs having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community for which other funding is not available. The Four Rivers Behavioral Health is the recipient of these funds. Statement of Revenue and Expenditures: CDBG Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Grants $197,500 $197,500 $202,500 $600,000 Total Revenue $197,500 $197,500 $202,500 $600,000 Expenditures Contractual Services $197,500 $197,500 $202,500 $600,000 Total Expenditures $197,500 $197,500 $202,500 $600,000 521Page COURT AWARDS FUND Fund Description: At the conclusion of successful prosecutions of criminal investigations, the court system in Kentucky awards law enforcement agencies money and property that was seized. These assets are then used by the agency toward other investigations; in effect, using criminals' cash to investigate other criminals. Historically, The Paducah Police Department has used its Court Awards Fund to finance drug investigations through payments to confidential informants and as "buy" money. Funds have also been used to purchase in -car computers and other investigative tools. The Court Awards Fund balance is very fluid; money seized by law enforcement agencies is in "suspense" until it is released to the agency by the courts, which happens at various times during the year. On average, more than half of the available balance is in "suspense" at any given time. The money is used by the department, according to federal guidelines and restrictions, to purchase drugs, pay informants and conduct other criminal investigations. Federal regulations prevent this money from being used to supplant General Fund dollars and all purchases must receive approval from the Chief of Police before being completed. Statement of Revenue and Expenditures: Court Awards Fund 531Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Fines $98,330 $28,954 $30,000 $30,000 Interest Income $5,795 $4,358 $1,200 $2,000 Total Revenue $104,125 $33,312 $31,200 $32,000 Expenditures Contractual Services $19,445 $30,665 $60,750 $60,800 Commodities 0 $7,500 $4,850 $30,000 Total Expenditures $19,445 $38,165 $65,600 $90,800 531Page TRANSIENT ROOM TAX FUND Fund Description: The Room Tax Fund was established in FY2020 for the purpose of capturing all manner of financial transactions associated with the City's 4% transient room tax. The room tax is collected by hotels and like organizations based on gross receipts collected. Room Tax receipts are submitted monthly to McCracken County, then transmitted directly to the CVB (3%) and the Convention Center (1 %) as directed by interlocal cooperative agreement with the County. Statement of Revenue and Expenditures: Transient Room Tax Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Licenses 0 $790,534 0 $1,000,000 Total Revenue 0 $790,534 0 $1,000,000 Expenditures Grants 0 $790,534 0 $1,000,000 Total Expenditures 0 $790,534 0 $1,000,000 541Page DEBT SERVICE FUND Fund Description: The Debt Service Fund is used to account for the accumulation of resources for, and the payments of, principal, interest, and related costs of debt. The City of Paducah considers debt financing for major, non-recurring items, which are typically capital in nature. The Debt Service Fund currently accounts for the activity in around a dozen notes/bond issues outstanding as of the end of the fiscal year. Final maturity dates on these debt issues range from FY2024 to FY2040. The primary funding source for debt service payments is the Investment Fund, although there are also other income sources including General Fund, E911 Fund, as well as the County Transient Room Taxes. Pursuant to §158 of the Kentucky Constitution, the City shall not incur net general obligation indebtedness to an amount exceeding 10% of the value of taxable property within the City as estimated by the last certified assessment previous to the incurring of the indebtedness. The City's current legal debt margin is $210,849,660. The City's projected net general obligation indebtedness of $42.3 million at June 30, 2022 is well within this limit. In addition, per Administrative Policy FIN -27, the annual debt service requirement, which includes principal and interest, shall not exceed 10% of General Fund revenues. For FY2022, the City's net debt service payments ($3.6 million gross, less $655 thousand provided by other funding sources) will be approximately 8.1 % of General Fund revenues. The table below illustrates the City's portion of debt service payments over the last few years. ❑ Debt Service $5.0 Payments City's Share Versus ■ City's Share of $4.0 $4.46 Total Debt Service Payments aymt $3.34 o$3.05 $3.16 $3.16 $ .171 $ = $2.83 298 $2.98 � $3.0 $ L315 $ .052 $ .057 8 127 $ Z.133 $ .139 $2.0 1.86 _ Wr $1.0 $0.0 2014 2015 2016 2017 2018 2019 2020 2021 2022 551Page Statement of Revenue and Expenditures: Debt Fund 561Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Licenses & Permits $685,091 $686,352 $686,715 $654,560 Property Rent & Sales $289,000 $371,290 $289,000 0 Charges for Service $50,770 $52,071 $51,275 0 Interest Income $15,981 $26,792 $13,000 $4,500 Other fees $66,875 $231,631 0 0 Interfund Transfers General Fund $490,556 $491,357 $761,915 $1,029,445 E911 $33,459 $144,918 $145,795 $146,420 Investment Fund $1,765,553 $1,678,816 $2,036,235 $1,810,085 Total Revenue $3,397,285 $3,683,227 $3,983,935 $3,645,010 Expenditures Contractual Services $2,000 $2,000 $2,000 $2,130 Agent Fees KLC $902 0 0 0 2001 Series $578,568 $581,738 $582,640 $550,750 2003 Series $229,395 $228,690 $229,000 $233,625 2004 Series $390,541 $393,142 $391,555 0 2005 PFPF $486,556 $491,357 $491,165 $489,945 2009 KLC $181,142 $183,058 $186,900 $185,275 2009 KACO $200,075 $199,165 $197,250 $196,295 2010 Series $452,850 $427,597 $428,800 $429,200 Murray State University $175,000 $175,000 $175,005 $175,005 2013 Series $302,633 $302,998 $302,825 $301,440 2017 CFSB $106,524 $104,615 $104,080 $103,810 2018A Series $22,591 $108,557 $110,180 $111,560 2018B Series $33,459 $144,918 $145,795 $146,420 2018C Series $67,070 $232,943 $220,000 $177,685 2018D Series 0 0 $135,000 0 2020A Series 0 0 $268,750 $537,500 Interfund Transfers General Fund 0 0 $500,000 0 Investment Fund 0 0 154,000 0 Total Expenditures $3,229,306 $3,575,778 $4,624,945 $3,640,640 561Page CAPITAL PROJECTS FUND Fund Description: The Capital Improvements Fund is used to account for the acquisition and construction of major capital facilities and equipment other than those financed by proprietary and trust funds. Capital projects accounted for in this fund include all long-lived infrastructure such as greenway trails, riverfront development, streets, sidewalks, parks and public buildings, along with equipment like fire trucks, radios, police cars, road graders and bulldozers, telecommunications equipment, and computer hardware and software. The source of funding for these projects typically includes transfers from other funds (primarily the Investment Fund), bond proceeds, or grants/endowments. Most of the appropriations included in the Capital Improvement Fund are derived from the City's 5 -year Capital Improvement Plan, which is continually reviewed and updated. Project Name/Description ID File No. Amount Appropriations- Riverport Authority Grant Match EDO 117 13.202 $100,000 Munis Software Purchase EQ0022 9.238 250,000 Time Keeping Software EQ0022 9.238 50,000 SSR — Beautification/Clean up CD0103 9.327 10,000 SSR — Homeowners Incentive CDO104 9.328 50,000 SSR — Business Grants CD0116 13.201 40,000 SSR — Foreclosures CDO102 9.325 35,000 SSR — Demolitions CDO102 9.325 50,000 Roof Stabilization Grants DT0030 9.244 50,000 Upper Story Living Grants DT0033 9.253 45,000 Fa ade Grants DT0035 9.257 5,000 Downtown Business Grants DT0038 9.260 45,000 TIF 'going live' DT0052 9.329 50,000 Remote Workers Incentive Program EDO118 13.203 100,000 Lien Recovery/Foreclosures MR0010 9.70 25,000 City Facilities Improvements PF0079 9.330 200,000 Noble Park: Basketball Court PAO120 9.332 250,000 Oak Grove Cemetery Building Repairs PF0080 9.331 80,000 Total Appropriations $1,435,000 Source of Funding - Investment Fund 2400 $1,435,000 Bond Fund 4200 $0 Total Sources $1,435,000 Source: FY2022 CIP Fund (4000) Revenues & Expenditures budget. 571Page Statement of Revenue and Expenditures: Capital Improvements Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Grants $1,102,519 $1,483,324 $2,175,025 0 Interest Income 0 $1,430 ($1,430) 0 Insurance $11,825 0 $1,200,000 0 Loans $133,749 $463,262 $4,002,989 0 Charges for Service $1,380 $33,080 $25,059 0 Other $318,685 $290,720 $310,661 0 Property Rent & Sales $3,392 $6,172 $10,488 0 Interfund Transfers $5,382,580 $2,300,069 $10,453,265 $200,000 General Fund $1,839,485 $2,441,678 $352,040 0 E911 Fund 0 0 0 0 MAP Fund 0 $170,000 $250,000 0 Investment Fund $1,268,500 $1,413,255 $1,368,075 $1,435,000 Capital Projects Fund $969,717 $801,338 $125,155 0 Bond Fund $2,798,761 $383,913 $2,050,000 0 Solid Waste Fund 0 0 0 0 Civic Center Fund 0 0 $14,820 0 Total Revenue $8,448,013 $7,488,172 $11,882,882 $1,435,000 Expenditures Administration $398,211 $1,348,816 $832,366 $400,000 Finance ($3,682) $21,419 0 0 Information Technology $171,235 $67,531 $301,673 0 Clerk/Customer Exper. 0 $31,836 $25,404 0 Planning $532,736 $587,785 $871,170 $395,000 Police $176,620 $103,258 $1,235,630 0 Fire $863,469 $259,768 $169,596 $110,000 Engineering/Public $5,382,580 $2,300,069 $10,453,265 $200,000 Works Human Resources 0 $8,750 $18,600 0 Parks $742,648 $1,111,944 $1,177,782 $330,000 E911 $994,660 $364,189 $75,553 0 Interfund Transfers General Fund $133 $172,419 $38,179 0 Rental Fund 0 0 0 0 MAP Fund 0 0 $3 0 Investment Fund $78,919 $134,081 0 0 Capital Projects Fund $969,717 $801,338 $134,081 0 Total Expenditures $10,307,246 $7,313,203 $15,333,302 $1,435,000 581Page BOND FUND Fund Description: The Bond Fund accounts for all manner of financial transactions associated with bond proceeds. Most bond proceeds are eventually transferred to capital projects within the Capital Improvements Fund. In January 2020 (FY2020), the City issued tax exempt GOB 2020A for $20.52 million to fund various capital projects (bond proceeds $20 million) as authorized by ordinance 2019-11-8598. The City's Insurance Premium Tax was increased by the Board of Commission action in November 2019 (2019-11-8597) by 1%, which is expected to provide $700K/year for the General Fund. The increase in the Insurance Premium Tax ($700K), coupled with anticipated decreases in future annual debt service payments (over time) is expected to fund the annual debt through 2040. The average annual debt service payment is $1.44 million. Statement of Revenue and Expenditures: Bond Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Bond Premium $332,097 0 0 0 Bond Proceeds $5,370,000 $20,520,000 0 0 Interest Income $25,838 $87,826 $110,500 $120,100 Total Revenue $5,727,935 $20,607,826 $110,500 $120,100 Expenditures Contractual Services $1,174,724 $181,627 $51,000 0 Debt Service $2,903,336 $246,771 0 0 Interfund Transfers Capital Projects Fund $2,798,761 $383,913 $50,000 0 Total Expenditures $6,876,821 $812,311 $101,000 0 591Page ENTERPRISE FUNDS Enterprise Funds are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. The City utilizes four enterprise funds: Solid Waste Fund, Transient Boat Dock, Civic Center Fund, and Section 8 Fund. 601Page Fund Mission: The Public Works Department oversees the Solid Waste Fund and is dedicated to serving the citizens of Paducah by providing reliable quality solid waste collections and voluntary recycling opportunities. The Solid Waste Fund's mission is to provide the best weekly solid waste collections for approximately 11,500 City customers, approximately 900 commercial businesses with multiple weekly collections, and to provide a composting facility that serves all of McCracken County. Administration: This division supervises, administers, and manages the resources of all solid waste funds. It ensures that solid waste collection and disposal systems are provided for the customers in an efficient, effective, and economical manner, at or below competitive market rates, and adheres to state and federal regulations. Administration maintains an inventory of all rollouts and dumpsters. The annual Spring Clean-up Day for Paducah and McCracken County residents is organized and managed by this division. Residential Collection: This division provides collection and disposal of solid waste for the residential and commercial roll-out customers as well as curbside recycling for residential customers. Residential solid waste customers are on a once per week schedule and residential recycling is twice per month. Commercial roll-out customers have the option of multiple pickups per week, depending on the customers' needs. This division also assists in weekly collection of yard waste. The division maintains an inventory of all SOLID WASTE FUND rollouts and manages their repair and replacement on an as needed basis. Commercial Collection: This division is responsible for the collection and disposal of commercial solid waste materials contained in dumpsters varying in size from 2 cubic yards to 8 cubic yards. Our commercial customers may require service ranging from once per week to as many as six times per week. This division maintains an inventory of all dumpsters and manages their repair and replacement on an as needed basis. Bulk, Brush, & Leaf: This division of Solid Waste provides collection of separated green waste to include tree limbs, bagged grass clippings, bagged leaves, and brush. This division also provides by separate fee the collection and disposal of bulk goods that are not of solid waste or green nature that may include the disposal of household furniture and goods. Compost and Yard Debris Recycling: The City of Paducah's compost facility is located on North 8t" Street provides composting programs to meet federal and state targeted goals of 25% reduction in the solid waste stream. This facility operates a bio -solids composting facility by combining yard waste collected with bio solids from the Paducah McCracken Co. Joint Sewer Agency wastewater treatment plant to produce an enriched soil amendment. Paducah's composting facility has been the model used by several other communities to initiate their own composting facilities. 61 IPage Staffing Summary: Solid Waste Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Administration City Engineer & Pub. Wks Director 0.2 0.25 0.0 0.0 Public Works Director* 0.0 0.0 0.50 0.50 Assistant PW Director* 0.5 0.5 0.50 0.50 Solid Waste Supervisor 2.0 2.0 2.0 2.0 Administrative Assistant 0.0 0.0 0.0 1.50 Administrative Assistant III* 1.5 1.5 1.50 0.0 Residential Collection Laborer 3.0 2.0 2.0 3.0 Truck Driver 9.0 9.0 11.0 11.0 Commercial Collection $1,163,849 $1,264,457 $1,401,440 $1,321,680 Truck Driver 4.0 4.0 4.0 4.0 Compost and Yard Debris Recycling $159,569 0 0 0 Compost Supervisor 1.0 1.0 1.0 1.0 Compost Equipment Operator 2.0 2.0 2.0 2.0 Laborer 1.0 1.0 1.0 0.0 Bulk, Brush, & Leaf $5,097,495 $5,875,053 $5,928,250 $6,463,355 Right-of-way Maintenance 2.0 2.0 0.0 0.0 TOTAL 26.20 25.25 25.50 25.50 Statement of Revenue and Expenditures: Solid Waste Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Grants $71,329 $14,001 $54,000 $53,500 Property Rent & Sales $75,923 $72,986 $5,000 $40,000 Charges for Services $4,597,398 $4,629,908 $4,629,520 $4,618,520 Interest Income $90,982 $67,991 $20,000 $20,000 Insurance 0 $108,500 0 0 Total Revenue $4,835,632 $4,893,386 $4,708,520 $4,732,020 Expenditures Administration $1,121,755 $1,347,256 $1,282,005 $1,391,295 Residential Collection $1,429,460 $2,012,940 $2,217,545 $2,246,135 Commercial Collection $1,163,849 $1,264,457 $1,401,440 $1,321,680 Compost $535,728 $647,785 $568,545 $1,097,130 Bulk, Brush & Leaf $159,569 0 0 0 Landfill $22,212 $19,784 $35,000 0 Recycling $57,098 $17,716 $50,000 $48,000 Interfund Transfers $607,824 $565,115 $373,715 $359,115 Total Expenditures* $5,097,495 $5,875,053 $5,928,250 $6,463,355 *Capital acquisitions are transferred to the balance sheet at the close of the fiscal year 621Page Fund Description: The function of the Paducah Riverfront Transient Dock is to provide a mooring facility for transient boaters and visitors to our community. The dock will provide fueling services, sanitary pump -outs, and overnight docking with electric service. Parks & Recreation is responsible for overseeing the reservations and operation of the Transient Dock. Engineering and Public Works oversees transition operations during periods of Ohio River flooding. TRANSIENT BOAT DOCK FUND .., FY2021 Accomplishments: Awarded Boater's Choice Award for fourth straight year. Staffing Summary: Transient Boat Dock Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Maintenance Technician* 0.0 0.3 0.3 0.0 Laborer* 0.0 0.0 0.0 0.3 TOTAL 0.0 0.3 0.3 0.3 *Position split between Parks and Recreation and Transient Boat Dock Fund Statement of Revenue and Expenditures: Transient Boat Dock Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Rental Income $20,752 $21,755 $12,500 $21,000 Interest on Checking $134 $154 0 0 Sales $54,906 $46,868 $35,000 $45,000 Permits & Fees $3,705 $4,165 $3,000 $5,000 Interfund Transfers General Fund $15,107 $11,017 $55,480 $33,715 Total Revenue $94,604 $83,959 $105,980 $104,715 Expenditures Personal Services $20,191 $15,488 $20,305 $18,945 Contractual Services $20,750 $21,934 $20,740 $23,385 Commodities $52,106 $46,412 $64,560 $62,385 Total Expenditures $93,047 $83,834 $105,605 $104,715 631Page Fund Description: The main function of the Robert Cherry Civic Center is to provide rental services at a competitive rate. Paducah Parks & Recreation is responsible for overseeing the rentals at the Robert Cherry Civic Center including handling the reservations, obtaining set up information, and making sure that all documentation is in place prior to the rental date. An outside vendor is contracted to provide cleaning and set up services for the events. CIVIC CENTER FUND Statement of Revenue and Expenditures: Civic Center Fund Expenditures Actual FY2019 Actual FY2020 Revised FY2021 Proposed FY2022 Revenue $15,891 $12,239 $17,775 $2,525 Rental Income $29,784 $15,423 $20,000 0 Interfund Transfers $10,021 $10,021 $10,025 $10,025 General Fund $30,848 $42,932 $55,575 $18,025 Total Revenue $60,632 $58,355 $75,575 $18,025 Expenditures Contractual Services $15,891 $12,239 $17,775 $2,525 Commodities $45,044 $35,730 $42,980 $15,500 Depreciation $10,021 $10,021 $10,025 $10,025 Interfund Transfers Capital Projects Fund 0 0 $14,820 0 Total Expenditures $70,956 $57,990 $85,600 $28,050 641Page SECTION 8 FUND Fund Description: Section 8 Housing is a federally funded, assisted housing choice program through the U.S. Department of Housing and Urban Development (HUD) that provides critical housing assistance to low-income, elderly, and disabled families in Paducah/McCracken County by subsidizing a portion of the family's monthly rent of privately -owned housing units through the Housing Choice Voucher (HCV) program. This program allows eligible residents to choose their housing from the private market paying a portion of rent & utilities directly to the landlord. Beginning November 30, 2018, the City contracted with the Paducah Housing Authority to administer the HCV in order to achieve & maintain a high-level of service and increase efficiency. This partnership enabled the program to have knowledgeable back- up and support staff, office facilities that better accommodate children, and one location for housing needs. On January 22, 2019, the Section 8 offices opened at 2330 Ohio Street. The high level of service of the past has continued under the new administration. Paducah Housing Authority has hired support staff and provides inspection support. The contract between the City and Paducah Housing Authority came to an end in November 2020. Staffing Summary: Section 8 Fund 651Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Section 8 Housing Coordinator 0.0 1.0 1.0 0.0 Section 8 Program Admin. 1.0 0.0 0.0 0.0 Housing Specialist 1.0 0.0 0.0 0.0 Planner 1 1.0 0.0 0.0 0.0 TOTAL 3.0 1.0 1.0 0.0 Statement of Revenue and Expenditures: Section 8 Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Grants $126,899 $91,507 $95,545 0 Total Revenue $126,899 $91,507 $95,545 0 Expenditures Personal Services $107,833 $86,537 $88,710 0 Contractual $14,270 $4,577 $4,665 0 Services Commodities $4,802 $394 $450 0 Total Expenditures $126,905 $91,508 $93,825 0 651Page INTERNAL SERVICE FUNDS Internal Service Funds are used to accumulate and allocate costs internally among the City's various functions. The City utilizes four internal service funds: Fleet Maintenance Fund, Fleet Lease Fund, Insurance Fund, and Health Insurance Fund. 661Page FLEET MAINTENANCE FUND Fund Mission: The Public Works Department oversees the Fleet Maintenance Fund and strives to establish efficient and effective delivery of City fleet services by providing customers with safe, reliable, economical, and environmentally sound transportation and related support services. These services are responsive to the needs of the various city departments, and maximize vehicle value and equipment investment. The Fleet Maintenance Fund maintains and repairs all City vehicles and provides outside service to Concord Fire Department. They have sole authority and responsibility for the acquisition and disposal of all rolling stock and equipment owned by the City of Paducah. Staffing Summary: Fleet Maintenance Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Fleet Maintenance Fleet/Maintenance Superint.* 0.5 0.5 0.5 0.5 Fleet Supervisor 1.0 1.0 1.0 1.0 Senior Admin Assistant 0.0 0.0 0.0 1.0 Administrative Assistant III 1.0 1.0 1.0 0.0 Fleet Mechanic II 4.0 4.0 4.0 4.0 TOTAL 6.5 6.5 6.5 6.5 *Position split between funds (Public Works, Maintenance, Solid Waste, and Fleet Maintenance) FY2021 Accomplishments: ➢ Continued all services with no interruption despite pandemic (Covid-19) ➢ Began updating necessary safety training for all PW staff ➢ Acquired additional customer from outside City organization ➢ Maintained ASE & EVT certifications FY2022 Goals: ➢ Acquire more customers from outside City organization ➢ Maintain ASE certifications and add EVT certifications ➢ Reorganize and improve inventory storage 671Page Statement of Revenue and Expenditures: Fleet Maintenance Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Property Rent & Sales $586 $1,195 0 Internal Service Rev. $406,739 $413,994 $402,000 $479,000 Other Fees $56 0 0 0 Interfund Transfers General Fund $117,086 $110,454 $131,510 $95,755 Solid Waste $47,824 $45,115 $53,715 $39,115 Total Revenue $572,291 $570,758 $587,225 $613,870 Expenditures Personal Services $392,362 $597,087 $499,160 $521,510 Contractual Services $27,063 $26,155 $30,400 $31,085 Commodities $56,033 $56,314 $59,115 $61,275 Depreciation $6,368 $5,225 $5,550 $5,500 Total Expenditures $481,826 $684,781 $594,225 $619,370 681Page FLEET LEASE TRUST FUND Fund Mission: The Fleet Lease Trust Fund is used to account for all manner of financial activity regarding the accumulation of funds for, and the purchase of, vehicles and heavy equipment used by departments operating out of the General Fund. The Fleet Lease Trust Fund, created in FY1999, ensures that appropriate funding is available for the replacement of vehicles and heavy equipment owned by the City. When a new unit is purchased, a lease amount is calculated by dividing the cost of the unit over its expected useful life. Each department (lessee) pays the lease amount monthly into the Fleet Lease Trust Fund. When the unit comes to the end of its useful life and is ready for auction, the funds accumulated from the lease payments and interest earned provide the funds to replace the unit. All units included in this fund are owned by the fund itself, not the lessee Department, and Fleet Maintenance has the sole authority and responsibility for management (including acquisition and disposal) of Fleet Lease Trust Fund Units. Solid Waste and Fleet Maintenance Fund vehicles are not included in the Fleet Lease Trust Fund. Statement of Revenue and Expenditures: Fleet Lease Trust Fund 691Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Property Rent $966,246 $1,005,575 $985,000 $1,011,500 Insurance $20,939 $48,025 0 0 Sales $48,672 $32,457 $25,000 $25,000 Interest Income $92,580 $56,264 $20,000 $8,000 Total Revenue $1,128,437 $1,142,321 $1,030,000 $1,044,500 Expenditures Contractual Services $53,000 $53,069 $53,000 $53,195 Commodities $819 $676 $1,000 $1,000 Capital Outlay 0 0 $1,167,000 $911,700 Depreciation $874,703 $841,699 $919,000 $900,000 Interfund Transfers General Fund 0 $250,000 0 0 Total Expenditures $928,522 $1,145,444 $2,140,000 $1,865,895 691Page INSURANCE FUND Fund Mission: The Insurance Fund was designed to account for all manner of revenues and expenditures associated with the City's insurance activities, including the cost to provide insurance on a continuing basis through user charges. All lines of coverage are generally acquired through the Kentucky League of Cities Insurance Program with coverage for: public official's liability, general liability, vehicle damage and liability, property damage, law enforcement liability, workers' compensation insurance, commercial crime coverage, and all other special lines of coverage. In FY2007, the City adopted a $5,000 `first dollars' paid deductible program for workers' compensation insurance policy. Similar deductible programs were set up in FY2007 to address public officials ($10,000) and law enforcement liability ($25,000) insurance policies. In FY2016, property damage coverage `first dollars' deductibles were set in place for ($25,000). Statement of Revenue and Expenditures: Insurance Fund Revenue Interest Income Internal Service Revenues Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 0 $234 $1,252,282 $1,199,859 0 0 $1,362,405 $1,260,945 Interfund Transfers General Fund $122,063 $131,061 $75,000 $87,000 Total Revenue $1,374,345 $1,331,154 $1,437,405 $1,347,945 Expenditures Contractual Services $1,247,016 $1,290,292 $1,437,405 $1,401,875 Interfund Transfers General Fund 0 $50,000 0 0 Total Expenditures $1,247,016 $1,340,292 $1,437,405 $1,401,875 701Page HEALTH INSURANCE FUND Fund Mission: The Health Insurance Fund is a self-insured internal service fund designed to capture all manner of financial activities associated with the Employee Health Insurance Cafeteria Plan. The City of Paducah contracts with a third -party administrator to assist in managing the health insurance program. Premiums charged to the employees and the City's contributions are reviewed annually and adjusted as necessary to keep the self-funded plan sustainable. Re -insurance is purchased through this fund to protect it against catastrophic loss. The City cares about the health of their employees and is committed to supporting wellness. A variety of wellness activities and preventative programs are also included in this fund. As an `associate agency', the Joint Sewer Agency (JSA) participates in the City's health insurance plan. Statement of Revenue and Expenditures: Health Insurance Fund Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Internal Service Revenues $3,489,057 $3,482,099 $3,704,000 $3,602,600 Interest Income $41,077 $58,779 $25,000 $7,000 Total Revenue $3,530,134 $3,540,878 $3,729,000 $3,609,600 Expenditures Contractual Services $3,293,894 $2,828,105 $3,664,000 $3,539,600 Interfund Transfers General Fund 0 $65,000 $65,000 $70,000 Total Expenditures $3,293,894 $2,893,105 $3,729,000 $3,609,600 71 IPage FIDUCIARY FUNDS Fiduciary funds are used to account for assets held in trust by the government for the benefit of individuals or other entities. The City utilizes two fiduciary funds; Appointive Employees' Pension Fund (AEPF) and Police & Fire Pension Fund (PFPF). 721Page APPOINTIVE EMPLOYEES' PENSION FUND (AEPF) Fund Description: The Appointive Employees' Pension Fund (AEPF) of the City of Paducah was established in 1946. It was authorized by the Kentucky Revised Statues. The fund was put in place to cover all civil service employees of the City of Paducah except police and fire fighters, which have their own retirement plan. Starting in 1975, eligible employees voted to migrate into the Kentucky County Employees Retirement System (CERS) which is administered by the State of Kentucky. The AEPF plan closed to any new members following the 1975 CERS vote. In the past, the AEPF's source of funding has been from investments; however, all Fund assets were exhausted by the end of FY2016. Future funding will come from the General Fund for the remaining life of the Fund for the remaining pensioner. Statement of Revenue and Expenditures: AEPF Fund 731Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Interfund Transfers General Fund $13,459 $13,386 $13,625 $13,665 Total Revenue $13,459 $13,386 $13,625 $13,665 Expenditures Personal Services $10,372 $10,372 $10,375 $10,375 Contractual Services $3,073 $3,000 $3,220 $3,305 Commodities $14 $14 $30 $20 Total Expenditures $13,459 $13,386 $13,625 $13,700 731Page POLICE & FIRE PENSION FUND (PFPF) Fund Mission: The Police and Fire Pension Fund (PFPF) of the City of Paducah was created in 1956 to provide retirement, disability, and death benefits for police and fire fighters and their beneficiaries. On August 1, 1988, the plan was closed to new entrants and current active duty police and firemen of the City were given a choice of remaining in this plan or transferring into the Kentucky County Employees Retirement System (CERS), which is administered by the State of Kentucky. This fund is primarily funded by a $6 million bond that was issued in 2005. Although it was anticipated that this bond would carry the fund to term, the downturn in the economy in 2008 led to decreased investment earnings and an unfunded liability. An annual transfer from the General Fund is made to meet the minimum actuarial requirement. Statement of Revenue and Expenditures: PFPF Fund 741Page Actual Actual Revised Proposed FY2019 FY2020 FY2021 FY2022 Revenue Property Rent & Sales $352,504 $185,489 $300,000 $260,000 Interest Income $109,000 $95,440 $100,000 $100,050 Other Fees 0 $13 0 $1,000 Internal Service Revenues $13,017 $8,870 0 0 Interfund Transfers General Fund $359,560 $340,560 $343,000 $310,000 Total Revenue $834,081 $630,372 $743,000 $671,050 Expenditures Personal Services $1,033,958 $965,299 $981,000 $982,400 Contractual Services $43,203 $41,886 $30,050 $29,105 Commodities $301 $300 $300 $300 Total Expenditures $1,077,462 $1,007,485 $1,011,350 $1,011,805 741Page City of Paducah Statistical & Supplemental Information Mission, Vision, and Organizational Values Vision Statement - Paducah is a city where people strive to reach their full potential through lifelong I I G I I learning, healthy lifestyle, creativity, culture, and compassion for one another. Missioncit - To be the best tatement in the world. PADUCAH S y Be the Best Organizational Values Solution -Driven: We believe in proactively working together to discover innovative solutions that meet our current and future needs. Customer Experience: We believe in providing excellent service delivery for both our internal and external customers through a welcoming and respectful environment. Every Person Matters: We believe that every member of Team Paducah is critically important as we strive to accomplish our mission, and every person that chooses to live, work, and play in our City matters. Action -Oriented: We believe Paducah leads through responsiveness, positive forward momentum, and a thirst to always improve. r Fiscal Responsibility: We believe in the prudent stewardship of public funds. Personal Accountability: We believe in holding each other accountable to insure our core values are intentionally fulfilled as we strive to carry out our mission. Government Structure and Partner Agencies Paducah operates under a City Manager Plan form of government as outlined in Kentucky Revised Statutes (KRS) 83A.150. Paducah's citizens voted on November 8, 1932, to utilize the City Manager Plan. In 1934, L.V. Bean began serving as Paducah's first City Manager with Mayor E.G. Scott. The Paducah Board of Commissioners is comprised of the Mayor and four Commissioners elected at large on a non-partisan basis. The Mayor is elected for a four-year term and each Commissioner for a two-year term. The Mayor and Commissioners have equal voting powers. The 43rd Paducah Board of Commissioners began their terms on January 1, 2021. The Paducah Board of Commissioners sets the policies that govern the City. The City Manager, who is appointed by the board, serves as the chief administrative officer. The City Manager is responsible for the day-to-day operations of the City government which includes approximately 330 full-time employees. The City Manager also is responsible for preparing the 751Page budget, submitting it to the board for adoption, and administering it. Department directors report directly to the City Manager. In January 2021, City Manager Jim Arndt announced that he would be leaving the City in the summer of 2021 to pursue a professional consulting career. Arndt has served as Paducah's City Manager since July 1, 2018. The Paducah Board of Commissioners is conducting a national recruitment process for the next City Manager using the executive search firm, GovHR USA. The City of Paducah is comprised of 11 main departments: Administration, Customer Experience/City Clerk, Police, Fire, Finance, Parks & Recreation, Information Technology, Planning, Engineering, Public Works, and Human Resources. The Paducah Board of Commissioners also appoints various boards, commissions, and advisory groups that oversee quasi -governmental agencies and/or help in the decision-making process. Paducah Water, Paducah Power System, and the Paducah -McCracken County Joint Sewer Agency are separate agencies that operate under boards appointed by the elected officials. Other utilities in Paducah including Atmos Energy and Jackson Purchase Electric operate privately. An independent board of directors, the Paducah -McCracken County Convention Center Corporation (PMCCC), oversees two convention center facilities and the dome pavilion in downtown Paducah. The facilities are managed by VenuWorks which began working in Paducah in February 2019. PMCCC members are appointed by Paducah's Mayor and the McCracken County Judge - Executive. The Julian Carroll Convention Center encompasses more than 65,000 square feet of convention space. Attached to the Convention Center is the Bill and Meredith Schroeder Expo Center providing an additional 45,000 square feet. The 37,800 square feet of convention space inside the inflatable dome pavilion is marketed alongside the Convention Center and Expo Center. Community Overview Paducah is the only incorporated community in McCracken County, Kentucky. With a county population of more than 65,000 people, approximately 25,000 of the population resides within Paducah's city limits. However, since Paducah is the economic, educational, medical, and 761 ?age cultural hub of the region, daytime population can often swell to more than 100,000 people. This daytime population places a stress on the local services including police, fire, and E911 response. Paducah can be reached by five exits along Interstate -24, approximately halfway between the metropolitan areas of St. Louis, Missouri and Nashville, Tennessee. The developing Interstate -69 corridor also is a key player in leading people to Paducah. Paducah is uniquely situated at the confluence of the Ohio and VGA A�' Fi Tennessee Rivers. The Paducah area is often referred to as the Four Rivers Region and the Hub of the Inland Waterways because of its proximity to the Ohio, Tennessee, Cumberland, and Mississippi Rivers. Residents and tourists enjoy the natural features of neighboring Land Between the Lakes National Recreation Area. Paducah is nearly 20 square miles with 1257 people per square mile per the 2010 U.S. Census. The 2020 U.S. Census is completed with Paducah's Population Trend Paducah awaiting the results. Year Population Situated in far western Kentucky, the topography of Paducah and the surrounding region includes alluvial plains and small hills. Much of the area is nearly flat and poorly drained which stresses the City's aging storm water drainage system. However, the soil is fertile, and agriculture sustains the surrounding region with corn, soybeans, and wheat as the dominant crops. Paducah's inland location tends to produce a large seasonal temperature range with highly 2019 (estimated) 24,865 2010 25,024 2000 26,307 1990 27,256 1980 29,315 1970 31,627 1960 34,479 Sources: U.S. Census Bureau and City of Paducah Comprehensive Plan variable weather. The mean temperature is 57.8 degrees with a record high of 108 and a record low of -15. Its position north of the Gulf of Mexico contributes ample moisture for precipitation. Paducah typically receives 49 inches of precipitation with an average of nine inches of snow. 771Page History Paducah's heritage is reflected in 19th century architecture and a number of museums and historic markers. Paducah, originally known as Pekin, was settled around 1815. Settlers were attracted to its location at the confluence of the Ohio and Tennessee Rivers. In 1827, William Clark, Superintendent of Indian Affairs for the Mississippi -Missouri region, arrived in Pekin with a title deed issued by the United States Supreme Court to the land he now owned. The town was then platted and named in honor of the Padouca Indians. Paducah was incorporated in 1830 and chartered in 1856. Paducah thrived in the 19th century due to its port, dry dock facilities, and factories. However, the extreme fluctuation of the Ohio River led to several floods with the most notable in 1937. As a result, the United States Army Corps of Engineers constructed a 12 -mile concrete and earthen floodwall to protect Paducah. The floodwall also serves as a tourist attraction due to the beautiful Dafford murals. Plus, several miles of the levee section serve as the surface for the Greenway Trail. This floodwall and floodgates were put to good use in 2018 and 2019. The Ohio River reached nearly 53.3 feet in February 2019, the sixth highest crest on record in Paducah. The floodwall protected the community; however, many of its mechanical components need to be rehabilitated or replaced. This critical and current project has a significant budgetary impact. In additional to river and rail industries, Paducah is called the Atomic City due to an area just outside of Paducah being selected in 1948 for the development of a uranium enrichment plant. The plant has been decommissioned with the facility currently undergoing significant cleanup. The uranium enrichment plant led to population growth in Paducah in the mid -19th century. However, over the past several decades, Paducah's population has not experienced significant growth even with its strategic location. 781Page Economic Overview Paducah's Principal Taxpayers — Property Tax (2020) Personal Property Commercial % of Total Taxpayer Assessed Valuation Assessed $903,643,347 $518,116,004 Valuation Kentucky Oaks Mall $48,570,333 1.98% Cpark Paducah LLC 20,111.900 0.82% Paducah Medical Investors 13,440,090 0.55% Ducmall LLC 13,119,800 0.54% Woodstone Enterprises LP 12,429,000 0.51% Walmart Real Estate Business 10,646,400 0.43% Superior Care Homes Properties 10,040,000 0.41% S&R Investments 10,000,000 0.41% Greenway Village LLC 9,844,867 0.40% Paducah Hospitality Partners 9,600,000 0.39% Y TOTALS $157,802,390 6.44% Source: Property Valuation Administration: Assessed value as of January 1, 2019 The Paducah -McCracken County Labor Shed consists of 11 counties in western Kentucky and southern Illinois with a population of more than 233,000. Paducah has a mix of commercial, industrial, cultural, institutional, and hospitality -based businesses. Healthcare and education services are among the top employers. The accredited Paducah Area Chamber of Commerce is one of the largest in the state with approximately 1000 business members. The area also is served by Barkley Regional Airport which is located in McCracken County. The airport receives financial support from the City of Paducah. It provides two, daily nonstop flights from Paducah to Chicago -O'Hare with United Express service. To assist local residents and businesses with their entrepreneurial goals and to assist in the retention, expansion, and start-ups of local businesses, the City of Paducah created the Business Development Specialist, a position in the Planning Department. Plus, in collaboration with local partners, the City prepared the Small Business Resource Guide. This Guide provides connections to local banks, commercial insurance Assessed Fiscal Year Value of Taxable Propert Real Estate Personal Property Commercial Residential 2020 $988,724,688 $903,643,347 $518,116,004 2019 $959,205,670 $882,316,666 $550,296,896 2018 $945,354,526 $842,349,240 $746,891,857 2017 $900,450,880 $802,111,012 $603,335,847 2016 $902,687,182 $783,886,570 $573,896,954 Source: McCracken County Property Valuation Administrator agencies, accountants, and local grants. 791Page With Paducah's easy river access and rail service, the city has become the headquarters for several river industry giants including Ingram Barge, Marquette Transportation, James Marine, and Crounse Corporation. Paducah is at the center of the inland waterways linking cities including Pittsburgh and Minneapolis/St. Paul to the Gulf of Mexico. The Paducah Riverport Authority has made its move to position itself for growth in the sector of intermodal river transportation through the purchase of the largest flat -top tower crane in North America. In 2015, the U.S. Department of Commerce Foreign -Trade Zone Board approved the Riverport to establish a foreign -trade zone, an incredible business recruitment tool. In August 2018, U.S. Secretary of Transportation Elaine Chao announced the establishment of a new Inland Waterways Gateway Office in Paducah. This Gateway Office is staffed and operating. Employer Employees (1) % of Total Employment _ (2) Baptist Healthcare Systems 1544 6.12% Bon Secours Mercy Health, Inc. 1511 5.99% Walmart Associates, Inc. 937 3.71% Paducah Board of Education 610 2.42% West Kentucky Community & Technical 466 1.85% College Lowes of Paducah #465 388 1.54% Vi Wintech Window & Door 348 1.38% City of Paducah 337 1.33% Kroger #250 290 1.15% Computer Service Inc. 276 1.09% TOTALS 6523 23.41% Sources: (1) City of Paducah Finance Department (2) State of Kentucky — Office of Employment and Training. (Ratio based on employment within County of McCracken) Fiscal Year 2021 was filled with economic struggles at all levels due to the coronavirus (COVID- 19) pandemic. The City of Paducah navigated the reduction in revenue streams including the payroll tax, business license tax, and insurance premium tax through a hiring freeze, a trimming of the routine parks programming (i.e. Noble Park Pool), and a halt on commencing new projects. During the early stages of the pandemic, the City of Paducah in partnership with West Kentucky Community & Technical College and the Community Foundation of West Kentucky created the Small Business Relief Fund to provide $2000 grants to for-profit businesses with 25 or fewer employees with a brick -and -mortar location in Paducah. Due to stimulus funding from the federal government, businesses and City revenue streams are starting to rebound but not to pre -pandemic levels yet. 801Page IEconomic Indicators for Last Ten Fiscal Years I Per School Fiscal Population Personal Capita Median Enr ent Unemployment Year (1) Income (1) Income Age (1) (121) Rate (3) (1) 2019- 25,024 $503,179,300 $20,430 41.4 3,232 5.4% 2020 2018- 25,024 $503,179,300 $20,430 41.4 2,980 5.5% 2019 2017- 25,024 $503,179,300 $20,430 41.4 2,835 6.4% 2018 2016- 25,024 $503,179,300 $20,430 41.4 3,132 6.8% 2017 2015- 25,024 $503,179,300 $20,430 41.4 3,139 6.2% 2016 2014- 25,024 $503,179,300 $20,430 41.4 2,843 5.6% 2015 2013- 25,024 $503,179,300 $20,430 41.4 3,138 8.2% 2014 2012- 25,024 $503,179,300 $20,430 41.4 2,744 8.4% 2013 2011- 25,024 $503,179,300 $20,430 41.4 2,682 8.0% 2012 2010- 25,024 $503,179,300 $20,430 41.4 2,789 8.7% 2011 Sources: (1) Bureau of the Census Count - 2000, 2010 (2) Board of Education; represents elementary and secondary public schools L3) Kentucky Cabinet for Human Resources, Department for Employment Services Educational Opportunities A $22.6 million investment is complete with the 2020 grand opening of the Paducah Innovation Hub at Paducah Tilghman High School, a state-of-the-art technology center where students and community members can access and connect to industry skills. In addition to the Hub, over the past few years, more than $90 million worth of educational projects have been completed in Paducah and McCracken County. In 2013, the community saw the openings of the 94,000 square -foot Paducah Middle School and the 300,000 square -foot McCracken County High School which consolidated three county high schools. 81 IPage Population,Overview Quick Facts Paducah Kentucky Population estimated July 1, 2019 for State and cit 24,865 4,467,673 Population 2010 Census 25,024 4,339,367 Percent Chane 2010 to 2019 -0.6% 3.0% Persons under 5 years, percent, 2010 6.3% 6.5% Persons under 18 years, percent, 2010 21.8% 23.6% Persons 65 years and over, percent, 2010 18.2% 13.3% Female persons, percent, 2010 54.0% 50.8% White alone, percent, 2010 71.0% 87.8% Black or African American alone, percent, 2010 23.7% 7.8% American Indian and Alaska Native alone, percent, 2010 0.2% 0.2% Asian alone, percent, 2010 1.0% 1.1% Native Hawaiian and Other Pacific Islander alone, percent, 2010 Z 0.1% Two or More Races, percent, 2010 3.0% 1.7% Hispanic or Latino, percent, 2010 2.7% 3.1% Veterans, 2015-2019 1478 267,594 Foreign born persons, percent, 2015-2019 1.9% 3.9% Housing units, April 1, 2010 12,851 1,950,382 Owner -occupied housing unit rate, 2015-2019 53.2% 67.2% Median value of owner -occupied housing units, 2015-2019 $118,400 $141,000 Households, 2015-2019 11,330 1,734,618 Persons per household, 2015-2019 2.09 2.49 Living in same house 1 year ago, percent of persons age 1 year+, 2015-2019 Language other than English spoken at home, % of persons age 5 ears+ High school graduate or higher, percent of persons age 25 years+, 2015-2019 Bachelor's degree or higher, percent of persons age 25 years+, 2015-2019 Median household income in 2019 dollars), 2015-2019 85.5% 3.1% 88.6% 25.1% $39,266 84.9% 5.6% 86.3% 24.2% $50,589 Per capita income in past 12 months in 2019 dollars), 2015-2019 $32,097 $28,178 Persons in poverty, percent 21.6% 16.3% Source: U.S. Census Bureau Regarding higher education, the Murray State University Paducah Regional Campus opened in 2014. The facility, which received financial support from the City through bond payments, is situated across from West Kentucky Community & Technical College (WKCTC) along Paducah's higher education corridor on U.S. 62. In February 2019, WKCTC and MSU signed a transfer agreement to allow for a seamless pathway for WKCTC graduates to transfer credits in certain fields toward a bachelor's degree from MSU. Over the past several years, the Aspen Institute has recognized WKCTC as a community college that achieves strong student success. In 2015, Aspen named WKCTC as one of the top 821Page three community colleges in the United States. In its pursuit of excellence, WKCTC has been recognized as an Aspen Prize Top 10 Community College five times and has twice been named a Finalist With Distinction for providing students with strong job training and continuing higher education opportunity, for achieving high completion and transfer rates, and for providing strong employment results for its graduates. In addition to the variety of higher education opportunities offered through WKCTC, the college's Emerging Technology Center features an 18,000 square -foot high bay area that allows customizable training for a variety of companies. The University of Kentucky Paducah Engineering Campus also resides in that corridor in addition to the Challenger Learning Center. The downtown and adjacent Lower Town areas of Paducah also are enjoying the growth of the Paducah School of Art & Design, which is associated with WKCTC. In 2016, the school completed the renovation of the historic property known as the Kitchens Building, a property bought by the City of Paducah for the school. The building houses painting, drawing, photography, design, and multi -media programs. The Paducah -McCracken County area is committed to providing scholarship funding for up to 60 credit hours toward higher education at WKCTC. In 2010, the City, County, Rotary Club of Paducah, and private partners worked together to create the Community Scholarship Program. The City of Paducah has contributed $125,000 annually to the program. Students enroll in the program in their freshman year of high school. If they meet the performance and behavior guidelines, the scholarship fund will pay the balance of their tuition not covered by federal, state, or other grants. Cultural and Creative Community Paducah is internationally known for its arts and culture, and the City of Paducah provides financial support to many of the local arts agencies. The local economic impact of tourism is $190 million in direct expenditures and approximately $300 million in total expenditures. Paducah is called Quilt City USA® based on the founding of the American Quilter's Society by 831Page quilt visionaries Bill and Meredith Schroeder. Due to the COVID-19 situation, the 2020 and 2021 annual AQS QuiltWeek TM, which attracts approximately 30,000 local and international visitors each April, had to be cancelled, but we are looking forward to the return in 2022. These quilt and art enthusiasts also visit the National Quilt Museum of the United States located in downtown Paducah. During 2017 and 2018, Paducah held biannual quilt shows with the second show held in the fall. Paducah is known as a Creative City. Paducah's long tradition of quilting and fiber arts led to its designation in 2013 by the United Nations Educational, Scientific and Cultural Organization (UNESCO) as a City of Crafts & Folk - Art. In September 2017, Paducah proudly hosted the UNESCO Creative Cities of Crafts & Folk - Art Annual Meeting. Paducah was in the spotlight as global leaders shared strategies of incorporating the arts and culture. Other cultural attractions in downtown Paducah include the River Discovery Center, a museum with a pilothouse simulator that celebrates Paducah's maritime legacy. Market House Theatre, which originated in the 1960s, provides a regular schedule of artistic opportunities for people of all ages. Within walking distance in the historic downtown district are the Paducah Railroad Museum, William Clark Market House Museum, the Lloyd Tilghman House & Civil War N — 1 _ Museum, Yeiser Art Center, and Maiden Alley Cinema. One of the biggest downtown attractions is the Luther F. Carson Four Rivers Performing Arts Center, or simply the Carson Center. This nearly 98,000 square foot regional facility seats 1806 people in its main hall. The Carson Center, which opened in 2004, is home to the Paducah Symphony Orchestra and provides a variety of programming including educational and family series events, concerts, and Broadway musicals. The Hotel Metropolitan, a museum that pays tribute to African-American heritage, is minutes from the downtown district. Paducah also has the only historic home in Kentucky serving as an interstate welcome center. Whitehaven Welcome Center, a restored 1860s mansion, is located at Interstate -24 exit 7. 841Page The City of Paducah also works to support local artists, creatives, and entrepreneurs. In November 2020, the City with funding support in part by the National Endowment for the Arts held the Creative Business Bootcamp. This interactive, virtual workshop focused on helping creatives, makers, artists, and entrepreneurs design and grow their creative businesses. Attendees learned about business modeling, action planning, brand marketing, e-commerce, and customer segments. In December 2020, the City assisted Sprocket, Inc. with a forgivable loan to help build out the more than 8000 square feet of makerspace at 3121 Broadway. Sprocket is partnering with Cape Girardeau -based Codefi for a co -working and business start-up incubator to create high tech jobs and startup companies in Paducah. In 2020, the Paducah Creative & Cultural Council set their bylaws and began meeting. This Council is comprised of five Paducah citizens, the Planning Director, Neighborhood Project Planner, and the Grants Administrator. The Council has a variety of roles including acting as a resource for local artists and organizations; recognizing, promoting and encouraging creative industry growth; assisting with the installation of public art in neighborhoods, public places, and commercial corridors; and performing assessments on the state of arts and culture in Paducah. Neighborhoods and Downtown Neighborhood revitalization is a City of Paducah priority. When City leaders adopted a plan in 2002 to revitalize Lower Town, the oldest neighborhood in Paducah, many residents were hesitant since the plan involved a nationwide invitation to artists. Paducah invited artists to come to the neighborhood and restore neglected homes into galleries and living quarters. Lower Town now is a neighborhood with beautiful homes, galleries, and working artists. Paducah's neighborhood revitalization model has received national awards and attention. In 2007, the City of Paducah adopted a plan to revitalize another neighborhood, Fountain Avenue. Since then, 37 new residential structures have been built with 92 structures seeing significant rehabilitation. There has been more than $14 million in permitted investment in the Fountain Avenue Neighborhood. Currently, the City is studying the history of the Northside neighborhood and its architecture. The project will result in the nomination of the neighborhood to the National Register of Historic 851Page Places. The Northside Residential District consists of more than 450 buildings within an area generally between Park Avenue, North 10th Street, Palm Street, and North 14th Street. The City also is focusing on the Southside region of neighborhoods. This large area of eight neighborhoods is a City Commission Priority. In March 2021, two public meetings were held to gather input from the residents and businesses. In June and July 2021, the City, volunteers, and partners will be holding Southside Rise & Shine Neighborhood events. Each of the eight Southside neighborhoods will be the center of attention for one week. The City of Paducah also partners with the Midtown Alliance of Neighbors by providing funding to the non-profit as it works to achieve Community Housing Development Organization (CHDO) status with the Kentucky Housing Corporation. To demonstrate that it has the capacity to develop affordable housing for the community, a construction project is underway adjacent to the Pat & Jim Brockenborough Rotary Health Park. The City is providing the land for eight lots with Midtown Alliance constructing three new homes. Paducah Main Street, a division of the Paducah Planning Department, strives to revitalize the downtown area, promote the variety of businesses and restaurants in the district, and develop exciting events that encourage people to make downtown their destination. The energy of the Downtown Farmers' Market and outdoor musical events organized by the Parks & Recreation Department along with Main Street events such as the Downtown Block Parties assist in creating a vibrant and active downtown. In April 2021, the City approved applying to the State for an Entertainment Destination Center license which allows customers to take to -go alcoholic drinks in designated cups from participating businesses to stroll our historic streets, browse the windows of local boutiques, and enjoy the riverfront and outdoor events. Paducah enjoys seeing new businesses open in the district and provides revitalization programs for assistance. Programs include fagade and beautification grants, roof stabilization assistance, and upper story residential grants. The City of Paducah is dedicated to providing an environment for downtown growth. In March 2021, the City �D North TTh St ` was thrilled to receive final approval by the Kentucky Economic Development Finance Authority (KEDFA) for Paducah's Downtown Riverfront TIF District (TIF). The City also has created a Prospectus of Projects for the City's two Opportunity Zones. 861Page A pivotal downtown project expected to break ground in late 2021 is the City Block Project. Private developer, Weyland Ventures, is bringing a multi -use development to the property that currently is a parking lot at 2nd and Broadway. The development includes a boutique hotel along Jefferson Street and a mixed use -development along Broadway. Between the two developments would be city -owned parking and public open space. Parks & Recreation The City of Paducah offers more than two dozen parks and recreational facilities. To encourage health and fitness and to link several neighborhoods, Paducah has been extending the Greenway Trail. Currently, Paducah has more five miles of Trail for the community to enjoy. With the 2020 opening of a pedestrian bridge, the City's trail now connects to McCracken County's Trail System. A partnership between the City and McCracken County, grants, and corporate donors led to the installation of the Bob Leeper Pedestrian Bridge over Perkins Creek in September 2020. This 110 -foot long bridge ties the City's 5 -mile trail to McCracken County's 1.5 -mile trail and facilities. In September 2020, the City held a ribbon cutting for Greenway Phase V which extended the trail from Jefferson Street through Schultz Park along the riverfront. Schultz Park also received a major facelift which will help prepare it for the projects associated with the $10.4 million BUILD grant that the City is receiving. Included in the BUILD grant projects is the addition of a riverboat and pedestrian plaza. Noble Park also saw enhancements in 2020 with the opening of a Music Garden in September. The City of Paducah prepared the concrete base and installed the outdoor musical instruments. Seven garden clubs of Paducah and several private donors raised more than $30,000 to purchase the instruments for this interactive playground. Also in September 2020, the City celebrated the revitalization of the Noble Park Tennis Courts. In 2016, the project to add a restroom facility was launched with the courts reconstructed in 2017. During this fiscal year, sidewalks and paved parking were added. Plus, the two junior courts received additional striping to designate pickleball, a sport growing in popularity. In December 2020, a ribbon cutting was held for the Peck Education Trail, a project funded by the estate of J. Lane Peck. The Peck Education Trail at Noble Park is more than a half mile in length. It connects to the existing nature trail located in a wooded section of the park behind the Amphitheatre. 871Page In October 2020, Paducah/McCracken County along with Calvert City celebrated being named in the Tennessee RiverTowns Program. Paducah previously was a Pilot Community for the Tennessee RiverLine Partnership. With the RiverTowns selection, we are working with other communities toward a continuous system of multi -modal trail experiences such as paddling, hiking, and biking along the 652 -mile Tennessee River from Knoxville, Tennessee, to Paducah. Early in 2021, Marinas.com notified Paducah that the Transient Boat Dock is a recipient of the 2020 Boaters' Choice Award. This is the fourth consecutive year for Paducah to receive the award which honors marinas and docks that consistently provide an excellent home for the boating community. Along with parades, recreational leagues, and special events organized though the Parks & Recreation Department, the City of Paducah also supports numerous annual festivals through either cash or in-kind support including the Dogwood Trail, AQS QuiltWeek TM, the Lower Town Arts & Music Festival, the Dragon Boat Festival, and Barbecue on the River. Commission Priorities After holding a strategic planning session in February 2021, the Paducah Board of Commissioners adopted 12 priorities with key team members and expectations outlined for each priority. The Board will receive quarterly reports updating each priority. The Commission Priorities (in no particular order) along with their objectives are listed below: Outdoor Sports Facilities — With the decision in January 2021 not to pursue the Indoor Recreation and Aquatic Center, the City is now partnering with McCracken County and the McCracken County Sports Tourism Commission on the outdoor facilities proposed for Stuart Nelson Park and the former Bluegrass Downs site which was donated to McCracken County in 2020. The master plan is completed with preliminary cost estimates. 911 Radio/Tower Upgrades and Operational Funding — The goals are to establish a partnership agreement with McCracken County to create a sustainable revenue source to cover both operational funding and infrastructure improvements. Over the past few years, upgrades have been made in the telephone, logging recorder, and computer aided dispatch systems. The next project with a significant budgetary impact is to upgrade the radio infrastructure, radios, and cell tower/antenna sites. 881Page • Minority Inclusion — The objective is intentional minority inclusion in City employment, committees, and boards. A Diversity Advisory Board is being developed to provide recommendations to the community and City leaders. Downtown — The goal is a concentrated effort to support, enhance, celebrate, and improve our thriving downtown community. An incredible amount of work has been done to make downtown successful through the approval of the Tax Increment Financing District, the upcoming City Block project, and the Opportunity Zones. This priority also focuses on energizing small businesses and filling vacant storefronts with the goal of a net gain of 10 W businesses downtown annually. Southside Enhancements — The objectives are to engage and empower the Southside region of neighborhoods, an area of eight neighborhoods. In March 2021, the City held two public meetings to gather input from the residents and businesses. With beautification as one of the major themes from the public meetings, the City is working with volunteers and community partners to develop the Southside Rise & Shine Neighborhood events, an eight week endeavor, which will take place during June and July 2021. Each week, one neighborhood will be the focus for beautification and volunteer projects with a Sunday celebration as the capstone. Remote Workers Incentive Program — With more people engaging in remote work, Paducah wants to encourage these workers to enjoy Paducah's quality of life and low cost of living. The City is researching effective programs, gathering local input, and determining an incentive program to attract workers to Paducah. Communications Enhancement — The City is working on an internal cultural change to make communications a priority as projects are being implemented. The goals are to effectively reach our population through clear and concise messaging. In 2021, the Communications Manager moved to an email marketing platform, hosted lunches with the media, and enhanced the website. • Stormwater— With a topography that leads to flash flooding and an aging stormwater infrastructure, the City is investigating the implementation of the Stormwater Master Plan. The plan was launched in 2017 to identify priority flood areas with flood mitigation 891Page alternatives and review a funding strategy. Currently, the project is focusing on maintenance efforts and a plan to video existing infrastructure to inform the City's decision on project prioritization. Using FEMA funding, two bridge projects are underway that will improve stormwater flow: 1) Buckner Lane bridge near Buckner Lake Circle and 2) South 24th Street bridge between Center Street and Seitz Street. The City also is looking at retrofitting detention basins so that they hold stormwater longer. • City Facilities — The City is prioritizing the facility needs outlined in the 2020 Facilities Survey and Plan document that assessed 14 City buildings. The 14 buildings in the study range in age from 27 years old (Paducah Recreation Center) to 85 years old (Police Station). • Plan for Parks & Recreation Building and Fire Station #4 — These two facilities are being reviewed for replacement or relocation. • Housing — The goal is to improve Paducah's housing stock through residential housing development incentives, partnerships with financial institutions, and partnerships with developers. A recent success is the private development to rehabilitate the former Walter Jetton School. The City is assisting through a roof stabilization grant. • Annexation/Planned Growth — The goal of this priority is to proactively annex adjacent properties into the city corporate boundaries with an expectation to annex a minimum of six parcels per year. The key team members also are researching annexation incentive programs. 901Page THE BUDGET PROCESS January 27, 2021 — Finance sends out budget calendar to departments February 15, 2021 — Personal services population verified March 1, 2021 — Payroll cost projections finalized for personal services March 16, 2021 — Budget training / open lab March 24, 2021 — Budget entry closed to departments March 29 — April 2, 2021 — Department budget interviews with Finance Director April 12 - 16, 2021— Department budget interviews with City Manager M ya 25, 2021 — Budget workshop June 8, 2021 — Introduce 1St reading of budget ordinance June 22, 2021 — Second reading and adoption of budget ordinance July 8, 2021 — Budget Book posted on City website 91 IPage CC Deoartment/Divsions 0102 MAYOR & COMMISSION* 0103 CITY MANAGER 0104 CITY CLERK 0105 LEGAL TOTAL GEN GOVT 0201 ADMINISTRATION 0202 ACCOUNTING & BUDGET 0203 HUMAN RESOURCES 0205 REVENUE TOTAL FINANCE 0301 PRDA 0501 INFORMATION TECHNOLOGY 601 CUSTOMER EXPERIENCE 0801 ADMINISTRATION 0802 CONSTRUCTION 0803 CODE ENFORCEMENT 0804 NEIGHBORHOOD REDEVELOPMENT TOTAL INSPECTION 1201 ADMINISTRATION 1202 PLANNING 1203 GRANTS 1206 SECTION 8 1209 DOWNTOWN DEVELOPMENT 2018- TOTAL PLANNING 1601 ADMINISTRATIVE SERVICES EMPLOYEE BUDGET CENSUS FY2019 FY2020 FY2021 FY2022 Proposed Proposed Proposed Proposed Change 2018- 2019- 2020- 2022- From 2019 2020 2021 2023 Py 5 5 5 5 0 4 5 6 7 1 2 0 0 0 0 1 0 0 0 0 12 10 11 12 1 2 2 2 2 0 4 5 4 4 0 0 0 0 0 0 5 5 5 5 0 11 12 11 11 0 0 0 0 0 0 6 4 4 5 1 0 5 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 2 2 2 0 6 5 5 5 0 0 0 0 0 0 3 1 1 0 -1 0 0 0 0 0 12 8 8 7 -1 5 5 5 5 0 921Page 1602 PATROL 61 61 62 62 0 1604 INVESTIGATIONS 21 21 20 20 0 1607 COPS GRANT 0 0 0 3 3 TOTAL POLICE 87 87 87 90 3 1801 ADMINISTRATION 4 4 3 3 0 1802 SUPPRESSION 60 59 60 60 0 1803 PREVENTION 11 10 11 11 0 1804 TRAINING 1 1 1 1 0 1805 CONSTRUCTION 0 0 0 0 0 1806 CODE ENFORCEMENT 0 0 0 0 0 TOTAL FIRE 76 74 75 75 0 2201 ADMINISTRATION 0 0 0 0 0 2202 STREET MAINTENANCE 21.25 21.25 23.75 24.75 1 2214 DOWNTOWN LANDSCAPE 0 0 0 0 0 2216 MAINTENANCE 12.75 12.75 14.25 13.25 -1 TOTAL EPW - PUBLIC WORKS 34 34 38 38 0 2201 ADMINISTRATION 4.2 4.25 4.5 4.5 0 2209 RESIDENTIAL 12 11 13 14 1 2210 COMMERCIAL 4 4 4 4 0 2211 COMPOST & RECYCLING 4 4 4 3 -1 2212 BULK BRUSH 2 2 0 0 0 TOTAL SOLID WASTE 26.2 25.25 25.5 25.5 0 2215 FLEET MAINTENANCE 6_5 6_5 6_5 6_5 0 2401 ADMINISTRATION 7 8 8 9 1 2402 GROUNDS & CEM. 19 14 12 14.7 2.7 2409 SPECIAL EVENTS 1 5_7 5_7 2 -3.7 TOTAL PARKS & RECREATION 27 27.7 25.7 25.7 0 2406 BOAT DOCK 0 0_3 0_3 0_3 0 3011 HUMAN RIGHTS 0 0 0 0 0 931Page 3307 ENGINEERING 5.3 5.25 6 6 0 3308 FLOOD CONTROL 5 5 5 5 0 GIS 0 0 0 0 0 TOTAL EPW - ENGINEERING 10.3 10.25 11 11 0 3511 RISK/HUMAN RESOURCES 3 3 4 4 0 4011 E911 22 23 23 23 0 4411 PRA 0 0 0 0 0 TOTAL FULL-TIME POSITIONS 333 330 335 339 4 333 330 335 339 4 * -The above amounts include elected officials (5). Summary: FY2019 FY2020 FY2021 FY2022 Change GENERAL FUND 278.3 274.95 279.7 283.7 4 E911 FUND 22 23 23 23 0 ENTERPRISE FUNDS 32.7 32.05 32.3 32.3 0 FULL-TIME POSITIONS 333 330 335 339 4 941Page OUTSTANDING DEBT 95 1 Page ^� O <1' O O h -n -n O\D 0 10 0 0 0 0 r " .o O m 0 0 0 m 7 00 n �--. O O m r 0 O 0, O 0 O 0 O 0 O 0 O N o� i Dov ov 10 ov; co oov;o Eti b NfA 69 d9 69 b9 69 EH d9 69 d9 V O O O, b N n 00 O O v', v, O Go ? O V1 00 "O V V1 OO w r 00 (=! N 5 N r r`l U N \O v^, r 7 It ^. r,. �t7. �. M. r. - - h Off. 0t}1 o. � h. 00 O�. Wt�• m. 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On tT1 0 o a oo c0 n m In m_ m �-+ cr o, 00 oo �_ o000 0 _ _ _ 95 1 Page CONTRACT FUNDING RECOMMENDATIONS Organization Fund Amount Carson Center 24000401 580610 $ 45,000.00 Maiden Alley Cinema 24000401 580710 $ 5,000.00 Market House Theatre 24000401 580600 $ 12,500.00 Midtown Alliance 24000401 580680 $ 15,000.00 National Quilt Museum 24000401 5 80650 $ 11,900.00 Paducah Arts Alliance 24000401 580840 $ 3,000.00 Paducah Quilt Murals 24000401 580830 $ 3,500.00 Paducah Symphony Orchestra 24000401 580550 $ 13,500.00 River Discovery Center 24000401 580570 $ 4,000.00 Salvation Army 24000401 580850 $ 25,000.00 Sprocket 24000401580810 $ 35,000.00 Tornado League Football 10002401 523070 $ 2,000.00 UTHF — Hotel Metropolitan 24000401 580590 $ 2,500.00 Yeiser Art Center 24000401 580330 $ 17,100.00 Paducah Housing Authority WI -FI 24000401 580860 $ 5,000.00 Total $ 200,000.00 961Page CITY OF PADUCAH, KY FLEET ACQUISITION FY2022 Fleet Lease (071) Dpt Year Make/Model Proj. Cost Total for Fleet Lease Trust Fund $925,000 Solid Waste (050) Dpt Year Make/Model Proj. Cost Compost 2022 Scarab $420,000 Residential 2022 Knuckle Boom $170,000 Total for Solid Waste Fund $590,000 Total for Fleet Acquitision Plan for FY2022 $1,515,000 971Page EPW — Maint. 2022 60" ZTR $12,000 Parks 2022 60" ZTR $12,000 Parks 2022 25HP Tractor $23,000 Parks 2022 3/4 Ton Pickup 4x4 $28,000 Police 2022 1 Ton Transit Van $60,000 Fire 2022 Pumper Truck $650,000 Fire 2022 SSV Pickup $60,000 Contingency for wreck All 2022 $80,000 vehicles Total for Fleet Lease Trust Fund $925,000 Solid Waste (050) Dpt Year Make/Model Proj. Cost Compost 2022 Scarab $420,000 Residential 2022 Knuckle Boom $170,000 Total for Solid Waste Fund $590,000 Total for Fleet Acquitision Plan for FY2022 $1,515,000 971Page A Accrual Basis of Accounting — Recognition of the financial effects of transactions, events and circumstances in the period(s) when they occur regardless of when the cash is received or paid. Adopted Budget - The budget as modified and approved by the City Commission. The adopted budget is authorized by ordinance, which sets the legal spending limit for the year. Appropriation — A legal authorization granted by a legislative body (City Commission) to make expenditures and incur obligation for designated purposes — A promise to repay borrowed money on a particular date, including the payment of a specified dollar amount of interest at predetermined intervals, often twenty years in the future. — A plan of financial operation embodying an estimate of proposed expenditures for any given period and the proposed means of financing them. C Capital Improvement Plan — A plan that assesses capital needs against the City's overall goals and objectives, using a multi- year planning horizon. Capital Outlays — Expenditures which result in the acquisition of or addition to fixed assets which are individually priced at more than $3,000. GLOSSARY OF TERMS Commodities — A cost category for items required by departments to conduct their operations. Examples include utility costs, fleet charges, fuel, and repair/upkeep. Comprehensive Annual Financial Report (CAFR) — The complete annual financial report of the City that is prepared in conformity with generally accepted accounting principles. An independent auditing firm audits the financial statements in this annual report. Contractual Services — The costs related to services performed by individuals or businesses. Examples include insurance, legal, audit, and landfill charges. D Debt Service — Payment of interest and principal on an obligation resulting from bond sales or lease -purchase agreements. — A major administrative unit of the City that indicates responsibility for an operation or group of related operations within a functional area. Depreciation — Change in the value of assets (equipment, buildings, etc. with a useful life of five years or more) due to use of the assets. Division — A specific operation within a group of related operations or functional area. 981Page E Enterprise Fund — A fund established to account for operations that are financed and operated in a manner similar to private business. It is the City's intent to recover the costs of providing the service primarily through user charges. Enterprise Resource Planning (ERP) — Business management software — typically a suite of integrated applications — that is used to collect, store, manage and interpret data from government activities. Expenditures — Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service, and capital outlays. F Fiduciary Fund — A fund used to account for assets held in trust by the government for the benefit of individuals or other entities. Fixed Assets — Assets of a long-term character, which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Full Time Equivalent (FTE) —A position for an employee working a 40 -hour week for 52 weeks a year, i.e., 2,080 annual hours (2,912 for firefighters). A fund is a grouping of related accounts that is used to maintain control over segregated resources for specific activities or objectives. Fund Balance — The net worth of a fund, measured by total assets minus total liabilities. For purposes of reading this budget document, fund balance is cash. Fiscal Year (FY) — A 12 -month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The City of Paducah's fiscal year begins July 1St and ends the following June 30th. The term FY2016 denotes the fiscal year beginning July 1, 2015 and ending June 30, 2016. G General Fund — The general fund is used to account for receipts and payments that do not belong to another specific fund, it is often referred to as the `operating fund'. General Obligation Bonds — Bonds for the payment of which the full faith and credit of the issuing government is pledged. Geographic Information System (GIS) —A program that facilitates the efficient management of spatial or geographic information. Government Finance Officers Association (GFOA) — The Government Finance Officers Association is the premier association of public -sector professionals and is dedicated to providing high-quality support to state and local governments. Governmental Funds — Those funds through which most governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). 991Page I Infrastructure — The basic equipment and structures (such as roads and bridges) that are needed for a municipality to function. Internal Service Fund — A fund used for operations serving other funds or departments within a government on a cost - reimbursement basis. K Kentucky Revised Statutes (KRS) — The name given to the body of laws which govern the Commonwealth of Kentucky. M Modified -Accrual Basis of Accounting — Accounting system in which revenues are recognized when available and measurable and expenses are recorded when the services or goods are received and the liabilities are incurred. Municipal Aid Program (MAP) — A program in which a percentage of the motor fuels tax received by the State is distributed to incorporated cities based on their population. O Operating Expenditure — An ongoing cost for providing basic governmental services. Ordinance — A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. P Payment In Lieu of Tax (PILT) — Payments to the City of offset losses in property taxes due to non-taxable property with their boundary. Pension Trust Funds A fund that is made up of money that has been contributed by both the employer and the employee for pension benefits. A trustee administers the funds and invests the money, collects the earnings and interest, and distributes the benefits. Personal Services — The costs (wages and benefits) associated with compensating employees for their labor. Proprietary Fund — Operation that operates like a private commercial operation, in which services are financed through user charges and expenditures include the full cost of operations. — Fund balance that cannot be appropriated or spent. Revenues — Increases in net financial resources. Revenues include the receipt of assets for goods sold or services provided in the current reporting period, intergovernmental grants, and interest income. S Special Revenue Funds A fund established by a government to account for money that must be used for a specific project. U Unfunded Liability — Any liability or other expense that does not have savings or investments set aside to pay it. 1001Page