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INTRODUCTION
• How to Read This Document
• City Manager's Budget Message
• Budget Ordinance
• City Mission & Core Beliefs
• Directory
• Staff Organizational Chart
• Budgeted Departmental Staffing
Summary
• Financial Accounting Structure
FINANCIAL/OPERATIONAL
GENERAL FUND ...........................1
General Fund Statement of
Revenue & Expenditures..............2
General Fund Statement of
Revenue by source ......................3
Administration ..............................4
Finance........................................8
Technology...................................11
City Clerk/Customer Experience..
13
Planning.......................................16
Police...........................................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.....................92
Employee Budget Census ............ 93
Outstanding Debt .........................96
Contract Funding Recommendations ..... 97
Fleet Acquisition Plan...................98
Glossary.......................................99
HOW TO READ THIS DOCUMENT
Welcome
Welcome to the published City of Paducah budget for the fiscal year beginning July 1,
2022 and ending June 30, 2023. Not only is this budget a financial plan from which you
can learn about the City's finances, the FY2023 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 2023 Fiscal Year Budget. This section also contains the City's
mission statement and core beliefs, the official ordinance adopting the FY2023 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
FY2023 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 2020 and 2021 fiscal years. The revised
column reflects year to date budgeted revenue and expenditure amounts in the 2022
fiscal year. Finally, the adopted column reflects the 2023 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.
(D
CITY OF PADUCAH
Egon F_ Jordan. CEcD 300 South 5th Steed
City manaFf P D. Sou 2267
Paducah, KY42002.2267
PhDne: (270) 444.8530
F-: (270) 443-9058
City Manager's FY `23 Budget Message
Honorable Mayor, Commissioners, and Paducah Residents;
Nl ic. l & SM06n
Assistant CAty MmagtT
IC.MA
It is an honor, and a privilege to present to you the Fiscal Year 2023 City of Paducah budget_ While
our Commonwealth's Statute places the responsibility on the City Manager to prepare the budget, this
is not the City Manager's budget, it is our community's budget. The following pages underscore that
point as this budget is the result of the long hours and hard work that our team, with the assistance of
the elected officials, has put forth to meet the standard of being good stewards of the public dollars
entrusted to us.
The FY '23 budget is not only fiscally responsible it also aligns with the Commissions adopted
priorities. f=urthermore, I believe it also allows us to not be content with "Punching Above Jur Weight
Class" but to begin taking the necessary steps to "Step Up in Weight Class" by budgeting for a growth
mindset that builds on the foundational belief that Paducah can, and should, ahvays strive to be better
tomorrow than we are today.
Even as we continue to adjust to the fang -term financial impacts resulting from a major world-wide
health event, we are now faced with increasing uncertainty of the impact a potential recession might
have on monetary resources. Keeping both considerations in mind, the FY'23 budget is able to
remain in balance through the use of roughly $2.5 million dollars of reserve funds. While the use of
reserve funds is not a sustainable long-term financial strategy, it is in times of uncertainty like we are
facing in FY '23 that they were put aside for use. Dur hope is that aur conservative revenue
projections wlll be exceeded, and we will not have to use these budgeted reserves.
The budget does not propose any major changes in financial policy from the current Fiscal Year and
the FY '23 General Fund Budget of roughly $43.3 million dollars is roughly a seven Percent (70A)
increase over the FY '22 adopted budget. The major portion of the increase from FY '22 to FY '23 is a
direct correlation to our mandated pension obligations and providing for a competitive wage to attract
and retain a qualified team_ With the current national inflation rate sitting at about eight and one-half
percent (8.5%), and our overall budget i ncrease from FY '22 to FY '23 only at seven percent (7%),
this serves to underscore our commitment to being good steward of public dollars even in the face of
rising costs.
The Commission's adopted priorities for 2022 highlight the focus of the operational expenditures in
the budget. In broad terms those priorities indude:
• 911 Radio/Tower Upgrades and Operational Funding
Minority Inclusion
• Downtown Development
i Southside Enhancements
Housing
• Beautification
Community Growth
+ Trails & Bike Path Enhancements
IP Focus on Operational Efficiencies
• Protecting Key Historical and Cultural Resources
• rStorrTl'water
* Facilities
Sports & Recreational Offerings
The FY '23 budget provides for $51,471,292 in Noir-General Fund expenditures, Of that amount is
$19,8 million Being reported from the 2020 Bond sale. These bond proceeds vAll provide funding for
community projects like the Joint Sports Complex, 911 upgrades, and the Barkley Regional Airport
Terminal, Debt service, solid waste, road repairs, and the transient boat dock are some of the other
major expenses that are captured in this portion of the budget.
As previously mentioned, the preparation of the budget takes team work and I would be remiss if I
didn't acknowledge the hard work of our Finance Director Jon Perkins, Controller, Audra Kyle, and
Accountant Karnra Davenport for their efforts in keeping the budget process on track_ With the
support of the whole finance team, they were able to spend a large portion of their time from January
through May working with the City Manager's Office, and the other members of our Leadership Team,
in order to finalize the 2023 Fiscal Year Budget,
Additionally, Michelle Smolen our Assistant City Manager has been an invaluable asset in this
process. With her knowledge and expertise, she has helped guide this budget process by helping me
understand some of the history of past budgets and providing insight into how we can continue to
build on that history to achieve our goals. Finally, without an engaged and informed Mayor and
Commission, any budget process would be severely hampered. I am thankful for Mayor Bray, Mayor
Pro -Tern Wilson, Commissioner Gault, Commissioner Guess, and Commissioner Henderson for their
willingness to be engaged in the process and for their invaluable input as to how we can leverage the
valuable, and limited, public dollars in a manner that addresses our constitutional requirement for
public purpose spending,
Respectfully,
Aaron E. Jordan, CEcD
City Manager
ORDINANCE NO. 2022-06-8740
AN ORDINANCE ADOPTING THE CITY OF PADUCAH, KENTUCKY, ANNUAL
OPERATING BUDGET FOR THE FISCAL YEAR JULY 1, 2022, THROUGH JUNE 30,
2023, BY ESTIMATING REVENUES AND RESOURCES AND APPROPRIATING FUNDS
FOR THE OPERATION OF CITY GOVERNMENT
WHEREAS, an Annual Operating Budget proposal has been prepared and delivered to
the Board of Commissioners of the City of Paducah, KY; and,
WHEREAS, the Board of Commissioners has reviewed and discussed the proposed
Annual Operating Budget and desires to adopt it for Fiscal Year 2023.
NOW, THEREFORE, BE IT ORDAINED by the City of Paducah, Kentucky as follows:
Section 1. The Annual Operating Budget for the Fiscal Year beginning July 1, 2022 and
ending June 30, 2023, including all sources of estimated revenues and appropriations for all City
funds as set forth in Exhibit Number 1 attached hereto is hereby adopted.
Section 2. The balance of all capital construction, renovation, improvement projects, and
grants currently approved and/or nearing completion are hereby approved for re -appropriation
and carry over for the Fiscal Year beginning July 1, 2022 and ending June 30, 2023.
Section 3. The City does hereby adopt the following financial management policies:
A. The General Fund's minimum undesignated cash balance shall be 10% of the
General Fund's budgeted appropriations. The Investment Fund's minimum undesignated cash
balance shall be 10% of the Investment Fund's budgeted appropriations. The Solid Waste Fund's
minimum unreserved cash 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 $600,000.
B. The City Manager or designee is authorized to transfer appropriated amounts
between funds, departmental budget line items, projects, between divisions of departments, and
between departments as shown in Exhibit Number 1.
C. 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 of the City Manager, however, the Board of Commissioners shall be notified five
calendar days prior to obligation of the proposed expenditure. If any individual member of the
Board of Commissioners requests Commission review of a proposed expenditure, the City
Manager shall bring expenditure before the Commission for approval by municipal order, or not
proceed.
E. City Manager shall assure that recurring revenues and resources are greater than
or equal to recurring expenditures. The City Manager or his designee 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 fund the Fleet Lease Trust Fund in
order to replace rolling stock owned by the Fleet 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 by the 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-insurance fund called Health Insurance Trust Fund
through the use of user fees as set by administrative policy.
1. In fiscal year 2006, the City issued a General Obligation Bond (GOB) for the
Police and Firefighters' Pension Fund (PFPF) bringing the fund up to an actuarially sound basis;
hnwiever, tilo, multi-year remission starting in fiwal year 2009 reduced the fund's corpus leaving a
new unfunded liability. Funding is provided in r1Ye General Fund of this otdinance to further
sddrm the PF PF unfunded liability.
1, The City will provide to all eligible employees up to a $727 per month credit (for
the months of July - December ZM22) to be applied to the Comprehensive Health Insurance
Benefit Plan (Cafeteria Plan) as directed by tht employee, In Januar} 2023, this monthly =dic
may be adjusted by the Board of Cnrnnri.csioncrs as recommended by the City Manager or his
designea,
K. The City will maintain a special fund cath d investrrrent Fund, and. is Considered
an extension of tlbc Gencrdl Fund, The Inve9ftnent Fund is fsrndcd with a 112 cent portion of the
City's occupational licerLw Fee (cmployee payroll 'withholding tax). This fiuld is dedicated to the
following exlaertditures: economic developti mt, neighborhood re-devciopment, infrwruc-turc
capital in%esununt, property tax relief, and pensiion. obligations_
L. The Oak Grove Ceraday (PFO"g) project will tie fbnded in the following
manna; 2006 of all cewetwy lot talcs, and 20% of all ""every crypt sales will he crodited to the
project. Proceeds are to be used solely for the generhl cav-,maintcnancc, and en Ix -,1I ie.nis Of
the century.
Section 4. The provisions of this Ordinance sic hcrcbv declared to be severable, and if
any section, phrase or provision shall fur any reason be des:ared invalid, such declaration of
invalidity d WI not affect the validity of the rcrnainder of this Ordinance.
Section 5. At] prior Municipal Orders or Ordinanm or (carts of any Municipal Order or
CWm we is Conflict herewith are hereby repealed,
Seefion & This ordinance QLA be readon two arate draws and will become effective.
upon publication in full pursuant its 1KRS Chapter 4
Bray, Ma)w
ATTEST-
L ftds$y Pwi ty Clerk _-
larodwed by t1eBox4 ofCamuihaiiavcn, fir_Y 24, 2032
Adopted by the Board ofCommiuuiunrra, June 1.1, 2022
ReMdW by LbultAy Parish, City Clerk, J uric 14, 2022
PaWsbW by the PaducaL Sun, June l6, 202)
0RDTDLkNCEMudj0 FY2023
OR,trW= CILERICIORDTRI SBadgir. n'2023 Onim ice
£zpeaditores:
Cin' of Paducah
Administration
S 2,130,145 S
- S
555,000 S - $ - S - S - S
2,185,145
Annual Operating Budget for AllFmds and Categories of Goternment
1316,613
5,127,600
- 3,555,320 _ 6,96&155 -
16,962,688
lafotmationTechnology
Estimated Appropriations &Expenditures
-
_ - _ - _
1,244.749
Customer Eapeuence
454,898
-
FY2013 (July 1, 2022 to dune 30, 2023)
454,898
Flaming
812,771
-
280,000 - _ _ _
1,092,771
Police
Exhibit No. l
90,800
25,000 - _ _ _
13,136,656
File
10,724,895
General
Special
Capital Debt Enterprise
Ttueraal
Trust
1,601,280
580,000 - 6,503,191 806,964
14,295,683
Fund
Revenues
Projects Service funds
Service
Finds
Total
Sources:
-
- _ - _ -
85,370
HvmanRightls
16,971
-
-
Fines
S
98,500 S
30,000 S
- S - S - $
- S
- $
128,500
Grants
_ _ _ _ -
1,1ti0,000
926,110
- 0 55,000
-
_
2,141,110
luterest Income
-
150,000
116,400
- 9,000 20,000
33,000
120050
448,450
Bond Proceeds
0
-
0
- - _
_
1,030975
Fund Transfers Out
Charges for Setcice
21,935,450
781,280
35,000
- - 4,659,100
5,427.730
0
10,903,110
Other Fees
67,000
-
25,000 - 0
-
500
92,500
Occupational License
28,956,000
7,640,000
- 655,305 _
_
_
37,251,305
Permin & Fees
586,000
-
- - 5,500
-
-
591,500
Property Ret
439,090
295,570
- 0 36,000
1,073.715
_
17844,375
Property Taxes
7,88'500
-
- -
-
7,882,500
Reereatie Fees
83,000
-
- _ _
_
-
83,000
Sale•.
-,500
_
_ - 115,000
21500
264,000
428,000
Other Tames
-
1,144,000
-
1,144,000
Total
S
40,226,870 S
20187,080 S
25,000 S 664,305 S 4,890600 S
6,559,945 $
384,550 $
62,938,350
Frond Tratukrs In
S
515,700 S
2.354,920 S
1,735,000 S 2,900,013 S 33,035 $
357.100 S
260.000 $
8,16D.770
Total Sources
$
40.742,870 S
12,942,000 S
1,760,000 S 3,564,330 S 4,928,635 S
017,045 S
644,530 S
711091120
£zpeaditores:
Administration
S 2,130,145 S
- S
555,000 S - $ - S - S - S
2,185,145
Finuace
1316,613
5,127,600
- 3,555,320 _ 6,96&155 -
16,962,688
lafotmationTechnology
1.244,749
-
_ - _ - _
1,244.749
Customer Eapeuence
454,898
-
- _ _ _ -
454,898
Flaming
812,771
-
280,000 - _ _ _
1,092,771
Police
13,020,856
90,800
25,000 - _ _ _
13,136,656
File
10,724,895
-
135,000 - - - -
10,859,895
Public Mohs
4,804,248
1,601,280
580,000 - 6,503,191 806,964
14,295,683
Pads
3,740,805
-
40,000 - 164,557 - -
3,945,352
Cable Authority
85,370
-
- _ - _ -
85,370
HvmanRightls
16,971
-
-
16,971
Engineering
1,742,706
-
145,000 - - - -
1,887,706
Human Resources
529,598
_
_ _ _ _ -
529,598
lavestment Fuud
-
1,030,730
- _ _ _ _
1,030,730
E911
-
2,429,610
- - _ _ _
2,429,610
Solid Waste
-
_
_ _ _ _ _
0
Pensious
-
-
_ _ - - 1,030,975
1,030975
Fund Transfers Out
2,652,160
21,935,450
397,460 75,700 -
25,060,770
Total Espmdih res S 43,276,785 S 32,210,470 S 1,760,000 S 3,650,320 S 7,065,208 S 7,830819 S 1,030,973 S 96,749,_377
Resenxs Vtifi-d S (2,334,215) S (19,668,470) S - S 9,000 S (2,136,''+73) S (933,774) $ (386,425) S (26,650,451)
VISION, MISSION AND VALUES
Vision Statement
Paducah is a city where people strive to reach their full potential through lifelong
learning, healthy lifestyle, creativity, culture, and compassion for one another.
Mission Statement
The City of Paducah is mission -driven and values based. Our mission is "To Be the
Best City in the World".
Organizational Values
There are six organizational values guiding the City's actions.
➢ Solution -Driven: We believe in proactively working together to discover
innovative solutions that meet our current and future needs.
Customer Experience: We believe in providing excellent service delivery for both
our internal and external customers through a welcoming and respectful
environment.
Every Person Matters: We believe that every member of Team Paducah is
critically important as we strive to accomplish our mission, and every person that
chooses to live, work, and play in our City matters.
➢ Action -Oriented: We believe Paducah leads through responsiveness, positive
forward momentum, and a thirst to always improve.
➢ Fiscal Responsibility: We believe in the prudent stewardship of public funds.
➢ Personal Accountability: We believe in holding each other accountable to
ensure our core values are intentionally fulfilled as we strive to carry out our
mission.
PA CAH
Be the Best
DIRECTORY
MAYOR
George Bray
BOARD OF COMMISSIONERS
Sandra Wilson — Mayor Pro -Tem
Raynarldo Henderson
David Guess
Carol Gault
City Manager........................................................................................... Daron Jordan
Finance Director....................................................................... Jonathan Perkins, CPA
CityClerk................................................................................................Lindsay Parish
Chief Technology Director........................................................................... Eric Stuber
Planning Director............................................................................ Nicholas Hutchison
Police Chief..................................................................................................Brian Laird
FireChief...................................................................................................... Steve Kyle
Public Works Director................................................................................ Chris Yarber
Parks and Recreation Director.................................................................... Am ie Clark
CityEngineer............................................................................................ Rick Murphy
Human Resources Director...................................................................Stefanie Suazo
Communications Manager...................................................................... Pam Spencer
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BUDGETED DEPARTMENTAL
STAFFING SUMMARY
All positions shown are full-time equivalent (FTE) and are for Fiscal Years
Total General Fund 275.3 273.95 278.7 283.7 282.45
Solid Waste Fund
2019
2020
2021
2022
2023
General Fund
26.2
25.25
25.5
25.5
25.0
Administration'
12.0
10.0
11.0
12.0
12.0
Finance
11.0
12.0
11.0
11.0
11.0
Technology
6.0
4.0
4.0
5.0
6.0
Clerk/ Cust. Exp.2
0
5.0
5.0
5.0
4.0
Planning
9.0
7.0
7.0
7.0
7.0
Police
87.0
87.0
87.0
90.0
90.0
Fire
76.0
74.0
75.0
75.0
75.0
Engineering /
Public Works3
44.3
44.25
0
0
0
Public Works3
0
0
38.0
38.0
36.75
Parks and Recreation
27.0
27.7
25.7
25.7
25.7
Engineering3
0
0
11.0
11.0
11.0
Human Resources
3.0
3.0
4.0
4.0
4.0
Total General Fund 275.3 273.95 278.7 283.7 282.45
Solid Waste Fund
Solid Waste
26.2
25.25
25.5
25.5
25.0
Fleet Maint. Fund
Fleet Maintenance
6.5
6.5
6.5
6.5
8.25
E911 Fund
E911
22.0
23.0
23.0
23.0
23.0
Section 8 Fund
Section 8
3.0
1.0
1.0
0.0
0.0
Transient Boat Dock
Fund
Boat Dock
0
0.3
0.3
0.3
0.3
TOTAL ALL FUNDS
333.0
330.0
335.0
339.0
339.0
'Includes (5) elected officials
2Clerk / Customer Experience Department created FY2020 with positions from
Administration, Planning, and Fire
3Engineering/Public Works split into separate departments during FY2020
FINANCIAL ACCOUNTING STRUCTURE
The accounts of the City of Paducah are organized and operated by separating the
City's distinct functions into funds. A fund is an accounting entity with a self -balancing
set of accounts that records all financial transactions for government functions. Fund
accounting separates funds according to their purpose and is used to meet certain
accounting, legal, and contractual provisions. Funds are classified into the following
categories: Governmental, Proprietary, and Fiduciary. Each classification may be further
divided into separate fund types:
Governmental Funds
Governmental funds are used to account
for most of the City's general activities.
They are budgeted based on the modified
accrual basis of accounting, which means
revenues are recorded when available
and measurable, and expenditures are
recorded when the services or goods are
received and the liabilities are incurred.
Debt Service Funds and Capital Project
Funds account for the activity by which
they are named, debt service and capital
projects, respectively. Special revenue
funds account for money that must be
used for a specific purpose. For
example, all revenue and expenditures
related to the City's Municipal Aid
Program (MAP) are accounted for in the
MAP Fund. Finally, the General Fund is
used to account for receipts and
payments that do not belong to another
fund. This is often referred to as the
"Operating Fund."
Proprietary Funds
Proprietary Funds account for operations
that function similar to a private
commercial operation, in which services
are financed through user charges, and
expenditures include the full cost of
operations. Accounting records for the
City's proprietary funds are maintained on
an accrual basis; that is, the effects of
financial transactions, events, and
circumstances are recognized in the
period(s) in which they occur regardless
of when the cash is received or paid. The
City maintains two types of proprietary
funds. Enterprise Funds account for
operations that are financed and operated
in a manner similar to private business.
The "customers" of these operations are
primarily external. Internal Service Funds
account for operations that serve other
funds or departments within the
government on a cost -reimbursement
basis. The "customers" of these
operations are internal, within the
government itself.
Fiduciary Funds
Fiduciary Funds are used to account for
assets held in trust by the City for the
benefit of individuals or other entities.
The City's fiduciary funds are made up of
the City's two pension funds: Appointive
Employee Pension Fund (AEPF) and
Police and Fire Pension Fund (PFPF).
These funds are accounted for on the
accrual basis of accounting.
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GOVERNMENTAL FUNDS
GENERAL FUND
Governmental funds are used to account for resources
traditionally associated with government which are not required
legally or by sound financial management to be accounted for in
another fund. All City Departments that do not operate with an
earmarked source of revenue are budgeted in the General Fund.
These departments include: Administration, Finance,
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
2 1 P a g e
Actual
Actual
Revised
Proposed
FY2020
FY2021
FY2022
FY2023
Revenues
Fines
$100,825
$96,336
$83,500
$98,500
Grants
$1,199,878
$3,298,308
$805,000
$1,160,000
Interest Income
$338,641
$160,146
$140,000
$150,000
Charges for Service
$715,695
$698,143
$760,300
$781,280
Other Fees
$242,906
$166,869
$69,800
$67,000
Licenses
$25,157,710
$26,913,066
$25,703,500
$28,956,000
Permits & Fees
$539,887
$544,117
$578,000
$586,000
Property Rent
$400,202
$423,887
$428,325
$439,090
Taxes
$7,459,369
$8,219,381
$7,558,500
$7,882,500
Recreation Fees
$52,123
$32,889
$106.500
$83,000
Sales
$22,272
$18,436
$21,300
$23,500
Interfund Transfers
$1,505,959
$1,584,453
$492,420
$515,700
Total Revenues
$37,735,467
$42,156,031
$36,747,145
$40,742,570
Expenditures
Administration
$1,725,184
$1,666,984
$1,989,755
$2,130,145
Finance
$1,098,249
$1,093,648
$1,284,078
$1,316,613
Technology
$525,076
$746,921
$939,960
$1,244,749
Clerk/Customer
$398,473
$432,595
$486,370
$454,898
Experience
Planning
$586,152
$649,444
$752,280
$812,771
Police
$9,900,937
$10,495,133
$11,866,115
$13,020,856
Fire
$8,958,144
$9,186,638
$10,059,895
$10,724,895
Engineering/Public Works
$5,456,246
0
0
0
Public Works
0
$3,776,830
$4,569,550
$4,804,248
Parks and Recreation
$3,240,206
$2,945,053
$3,466,925
$3,740,805
Cable Authority
$103,665
$85,459
$129,535
$85,370
Human Rights
$16,304
$11,276
$17,020
$16,971
Engineering/Floodwall
0
$1,458,290
$1,693,485
$1,742,706
Human Resources
$329,937
$366,431
$511,375
$529,598
Audit Adjustments
$291,729
$1,345,852
0
0
Interfund Transfers
$4,506,254
$4,909,271
$2,570,370
$2,652,160
Total Expenditures
$37,136,556
$39,169,825
$40,421,273
$43,276,785
2 1 P a g e
GENERAL FUND STATEMENT OF REVENUES BY SOURCE
Taxes
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Fines
$4,920,885
$5,263,015
$5,275,000
$5,565,000
Warrant Service Fee
$21,946
$15,240
$25,000
$26,000
Nuisance Violations
$58,659
$56,585
$40,000
$45,000
Other Fines
$20,220
$24,511
$18,500
$27,500
Grants
$344,841
$391,897
$400,000
$412,000
State Incentive - Police
$377,531
$377,961
$415,000
$468,000
State Incentive - Fire
$333,900
$359,106
$375,000
$413,000
Other Grants
$488,448
$2,561,241
$15,000
$279,000
Interest Income
$338,641
$160,146
$140,000
$150,000
Charges for Service
$22,272
$18,436
$21,300
$23,500
Tax Collection Fee - PJC
$7,583
$7,999
$7,500
$8,000
Tax Collection Fee - School
$197,152
$214,099
$195,000
$216,000
Overhead (Admin) Charges
$313,780
$317,500
$340,000
$362,220
Other Charges for Service
$197,180
$158,545
$217,800
$195,060
Licenses & Permits
Payroll Tax
$16,226,345
$16,649,671
$16,300,000
$18,000,000
Insurance Tax
$4,712,859
$5,819,896
$5,275,000
$6,100,000
Business License
$4,307,270
$4,530,125
$3,900,000
$4,500,000
ABC License
$148,345
$80,105
$157,000
$157,000
License Penalties
$139,785
$139,705
$200,000
$225,000
Revenue sharing with County
($376,895)
($306,436)
($128,500)
($26,000)
Permits & Fees
KY Telecommunication Tax
$309,099
$285,728
$325,000
$325,000
Building & Electrical
$189,714
$183,817
$190,000
$190,000
Other Permits & Fees
$41,074
$74,572
$63,000
$71,000
Property Rent & Sales
Forest Hills Lease
$386,208
$395,166
$398,325
$409,090
Other Property Rent & Sales
$13,994
$28,721
$30,000
$30,000
Taxes
Real Current Year
$4,920,885
$5,263,015
$5,275,000
$5,565,000
Personal Current Year
$585,126
$624,359
$635,000
$575,000
Vehicle Tax County
$706,928
$867,472
$770,000
$770,000
PJC Tax Collection
$327,840
$396,858
0
0
Local Bank Deposit Tax
$344,841
$391,897
$400,000
$412,000
PILT - Paducah Power
$255,112
$254,810
$258,000
$247,000
Annexation Rebates
($67,610)
($71,474)
($78,500)
($46,500)
Other Taxes
$386,247
$492,443
$299,000
$360,000
Recreation Fees
$52,123
$32,889
$106,500
$83,000
Sales
$22,272
$18,436
$21,300
$23,500
Other Fees
$242,906
$166,869
$69,800
$67,000
Interfund Transfers
$1,505,959
$1,584,454
$492,420
$515,700
Total Revenues
$37,735,467
$42,156,031
$36,747,145
$40,742,570
31
Department Mission:
The Administration Department consists of
the Board of Commissioners and the City
Manager's Office. The Department
operates under the City's mission
statement, which is "To Be the Best City in
the World." There are six organizational
values guiding the department:
➢ Solution -Driven: We believe in
proactively working together to
discover innovative solutions that
meet our current and future needs.
➢ Customer Experience: We believe
in providing excellent service
delivery for both our internal and
external customers through a
welcoming and respectful
environment.
➢ Every Person Matters: We believe
that every member of Team
Paducah is critically important as we
strive to accomplish our mission,
and every person that chooses to
live, work, and play in our City
matters.
➢ Action -Oriented: We believe
Paducah leads through
responsiveness, positive forward
momentum, and a thirst to always
improve.
➢ Fiscal Responsibility: We believe
in the prudent stewardship of public
funds.
➢ Personal Accountability: We
believe in holding each other
accountable to ensure our core
values are intentionally fulfilled as
we strive to carry out our mission.
ADMINISTRATION
Board of Commissioners:
Paducah operates under a City Manager
form of government. Citizens elect four,
non-partisan Commissioners and a Mayor
to serve on the Board of Commissioners,
with the Board appointing the City Manager
to carry out the Board's policies. The
Mayor may vote on all matters brought
before the Board and may introduce
legislation and policy review. The Mayor
presides as the Chair of the Board of
Commissioners' meetings and is the
ceremonial head of City government
representing the City in the community and
with associated government agencies.
City Manager's Office:
The City Manager is a professional
appointed by the Paducah Board of
Commissioners and serves as Chief
Administrative Officer (CAO) of the city.
The City Manager's Office works as a team
to assist the Board in formulating goals,
objectives, policies, budgets, and programs
in addition to translating policy and
visionary ideas into tangible results through
the day-to-day supervision of the city
departments. Additionally, the office
oversees the preparation of the annual
operating budget, strategic plan, and
capital improvement plan.
The communication function and grants
administration also reside in the City
Manager's Office. The Communications
Manager serves the community by
providing accurate and timely
communications through news releases
and other engagement tools, by managing
the content on the City's website and social
media accounts, and by producing
programming on the City's public access
channel, Government 11. The Grants
Administrator applies for and administers
federal, state, and private grants.
4 1 P a g e
Staffing Summary: Administration
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Mayor & Commissioners
Mayor
1.0
1.0
1.0
1.0
Commissioner
4.0
4.0
4.0
4.0
City Manager
City Manager
1.0
1.0
1.0
1.0
Assist. City Manager
1.0
1.0
1.0
1.0
Public Information Officer
1.0
1.0
0.0
0.0
Communications Manager
0.0
0.0
1.0
1.0
ERP Manager
0.0
0.0
1.0
1.0
Business Analyst
1.0
1.0
1.0
1.0
Grants Administrator
0.0
1.0
1.0
1.0
Administrative Assist. III
1.0
1.0
0.0
0.0
Senior Admin Assistant
0.0
0.0
1.0
1.0
TOTAL 10.0 11.0 12.0 12.0
5 1 P a g e
FY2022 Accomplishments
➢ Held an annual retreat with the Commissioners to create the 2022 City Commission
Priorities
➢ Completed quarterly reports and the annual report for the 2021 City Commission
Priorities
➢ Completed the recruitment and implemented a robust on -boarding program for the
new City Manager
➢ Completed the recruitment of the Chief Technology Director, Grants Administrator,
Software Business Analyst and Senior Administrative Assistant
Adopted and implemented a balanced budget
Led a staff team and worked with the Board of Commissioners to update and adopt
a revised version of the City's Franchise Ordinance
Modernized city services through the go -live of the Tyler Technologies software with
HR/Payroll and the launch of Tyler 311 service request mobile app and web portal
Increased social media presence with enhanced City of Paducah Linkedln page
➢ Implemented Communication Plan elements including media lunches, service
promotions on solid waste vehicles, and ongoing promotions of City Commission
priorities
➢ Launched redesign of City of Paducah website with focus on streamlining
information
➢ Completed upgrade and modernization of media room equipment at City Hall
➢ Initiated quarterly grant reporting and presented the list of current, pending and
closed grants to the Board of Commissioners
FY2023 Goals
Continue to oversee the implementation and complete the quarterly reporting for the
2022 City Commission Priorities
Continue to work with the Board of Commissioners on the proposed expenditures for
the 2020 bond proceeds
Continue effort to modernize services with Tyler Technologies software through the
implementation of online services, electronic time keeping and the go -live of the
Enterprise Asset Management
Continue to implement Communication Plan elements and elevate communications
as a pro -active approach through the City culture
➢ Complete the redesign of the City of Paducah website (paducahky.gov) to provide a
fresh and modern look with enhanced navigation
➢ Maintain the new quarterly grant reporting process and continue to present the list of
current, pending and closed grants to the Board of Commissioners
➢ Create and maintain a comprehensive calendar of upcoming grant opportunities
6 1 P a g e
Department Budget Summary: Administration
Department Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services
$821,972
$882,036
$1,029,245
$1,114,305
Contractual Services
$359,463
$439,133
$631,195
$676,290
Commodities
$77,658
$54,640
$111,315
$119,550
Contributions
$466,092
$291,177
$218,000
$220,000
Total Dept. Budget
$1,725,185
$1,666,985
$1,989,755
$2,130,145
Division Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Mayor & Commission
Personal Services
$184,114
$184,875
$212,785
$215,882
Contractual
$1,230
$1,340
$1,210
$1,140
Services
Commodities
$18,780
$34,909
$50,750
$62,750
City Manager
Personal Services
$637,858
$697,162
$816,460
$898,423
Contractual
$9,000
$61,136
$36,100
$24,375
Services
Commodities
$35,958
$19,730
$60,565
$56,800
Corporate Counsel
Contractual
$156,935
$157,986
$160,000
$175,000
Services
Commodities
$1,547
0
0
0
Other'
Contractual
$192,298
$218,670
$433,885
$475,775
Services
Contributions
$466,092
$291,177
$218,000
$220,000
Commodities
$21,373
0
0
0
Total Dept. Budget
$1,725,185
$1,666,985
$1,989,755
$2,130,145
1 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
Administration
Director of Finance
Executive Assistant I
Senior Admin Asst
Accounting & Budget
Controller
Senior Accountant
Accountant
Grants Administrator
Revenue
Revenue Manager
Revenue Auditor
Revenue Technician 11
Revenue Technician
Actual
Actual
Revised
Proposed
FY2020
FY2021
FY2022
FY2023
1.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.0
0.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
1.0
0.0
0.0
1.0
1.0
3.0
3.0
2.0
2.0
1.0
0.0
0.0
0.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.0
0.0
1.0
2.0
3.0
3.0
2.0
TOTAL 12.0 11.0 11.0 11.0
8 1 P a g e
FY2022 Accomplishments:
➢ Updated the General fund's 5 -year revenue/expenditure trend projections
➢ Applied for the 31St consecutive GFOA Certificate of Achievement for Excellence
in Financial Reporting for the FY2021 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 FY2023 budget
➢ Completed ERP software Phase 5 — Human Resource/Payroll
FY2023 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
➢ Refine ERP software Phase 5 — Human Resources/Payroll
➢ Continue to streamline the look and evaluate the functionality of the City of
Paducah Budget document
➢ Maintain the City's bond rating of AA -
Continue developing methods, processes, procedures, and partnerships in an
effort to attain 100% business license and payroll tax compliance
Continue efforts to collect delinquent accounts, including but not limited to:
property taxes, business licenses, and payroll taxes
9 1 P a g e
Department Budget Summary: Finance
Department Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services $915,070
$939,028
$1,071,490
$1,135,883
Contractual Services $112,677
$105,546
$126,955
$95,995
Commodities $70,502
$49,073
$86,490
$84,735
Total Dept. Budget $1,098,249
$1,093,647
$1,284,935
$1,316,613
Division Summary:
Revenue
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Administration
$309,089
$344,736
$388,260
$406,444
Personal Services
$281,781
$234,432
$294,730
$326,068
Contractual Services
$2,759
$6,087
$7,340
$7,250
Commodities
$8,986
$1,486
$6,655
$7,205
Accounting & Budget
Personal Services
$324,201
$359,859
$388,500
$403,371
Contractual Services
$42,296
$42,135
$61,910
$44,270
Commodities
$19,496
$4,895
$13,245
$13,300
Revenue
Personal Services
$309,089
$344,736
$388,260
$406,444
Contractual Services
$67,622
$68,361
$71,430
$54,640
Commodities
$42,019
$31,656
$52,865
$54,065
Total Dept. Budget
$1,098,249
$1,093,647
$1,284,935
$1,316,613
❑ PVA
Audit
❑ Computer Software Maintenance
❑ Other Contractual Services
❑ Other Commodities
'finance FY2023 Contractual
Services & Commodities
Total Budget $180,730
101Page
TECHNOLOGY
Department Mission:
The mission of the City of Paducah Technology Department is to provide quality, cost-
effective services while advancing the use of technology in city government to increase
excellence in operational efficiency and responsiveness. The 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 Technology department consists of two functions: System Administration and
Geographic Information Systems (GIS).
System Administration:
The Technology Department administers and maintains the City network operations
center providing voice and data communications and network resources to all City
departments, and the Joint Sewer Agency. Paducah's voice and data network reaches
over 20 locations throughout the City interconnected via Paducah Power's high-speed
fiber optic network. The Technology Department administers and maintains a wireless
mobile network for Paducah Police and Fire Departments as well as hardware,
software, and network infrastructure for 911 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: Technology
11 IPage
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Director Information Tech
1.0
1.0
1.0
0.0
Chief Technology Director
0.0
0.0
0.0
1.0
Network Administrator
1.0
1.0
2.0
2.0
Help Desk Technician
1.0
1.0
1.0
1.0
GIS Manager
0.0
0.0
0.0
1.0
GIS Specialist
1.0
1.0
1.0
1.0
TOTAL
4.0
4.0
5.0
6.0
11 IPage
Department Budget Summary: Technology
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services
$387,988
$424,250
$500,885
$630,759
Contractual Services
$86,692
$255,190
$346,105
$462,920
Commodities
$36,098
$34,791
$40,570
$92,070
Capital Outlay
$14,297
$32,690
$52,400
$59,000
Total Dept. Budget
$525,075
$746,921
$939,960
$1,244,749
121Page
CITY CLERK AND CUSTOMER EXPERIENCE
Department Mission:
The mission of the City Clerk and Customer Experience Department is to revolutionize
Paducah by placing citizens at the center of every decision. We accomplish this mission
by creating accessible information, fostering empathy, improving communication, and
supporting each citizen's journey.
➢ Accessible Information
We believe that interacting with government should not be complicated. It should
be straight -forward and understandable. Our department is in charge of ensuring
that the ordinances and municipal orders passed by the City Commission are
accurate, understandable and accessible to the public.
➢ Fostering Empathy
We know that the best cities are compassionate cities. The City Clerk and
Customer Experience Department makes empathy a driving force in process
design and in each interaction with citizens and businesses.
➢ Open Communication
We recognize that open communication and transparency in government are key
to building community trust. From open records requests and open commission
meetings to open conversations and clear processes, we are striving to be open
with how we communicate with the public.
➢ Supporting Journeys
We understand that each person in our community is unique, with their own
passions, needs and abilities. It's our job to make sure each person knows that
they matter to us by mapping their journeys, understanding their needs and
implementing the right technologies to meet and exceed expectations.
➢ Citizens at the Center
We believe the purpose of government is to create better lives for the citizens we
serve. By understanding our citizens, their journeys and experiences, we can
actively improve quality of life and trust in local government.
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.
131Page
Customer Experience:
The Customer Experience Department is in charge of assisting citizens and businesses
with navigating city government, acting as liaisons and advocates. Customer
Experience Representatives schedule kick-start meetings for building projects, oversee
the 311 App, 311 Online Portal and OpenCounter Scope My Project software. Special
Event Permits are processed through the Customer Experience Department.
Additionally, the Customer Experience Department handles general inquiries and
complaints and solicits and maintains feedback data. We are in charge of making
recommendations for continual improvements to internal processes and customer
experiences.
Staffing Summary: Customer Experience
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
City Clerk / Director of Customer Exp.
1.0
1.0
1.0
1.0
Exec. Assist. 11 / Assist. City Clerk
1.0
1.0
0.0
0.0
Assistant City Clerk
0.0
0.0
1.0
1.0
Senior Customer Exp. Representative
0.0
0.0
1.0
1.0
Customer Exp. Representative
3.0
3.0
2.0
1.0
TOTAL
5.0
5.0
5.0
4.0
FY2022 Accomplishments:
Implemented the 311 Online Portal and Mobile App to intake citizen requests
Assistant City Clerk Claudia Meeks earned her Certified Municipal Clerk
designation
Completed the digitization process of historical records utilizing Kentucky
Department for Libraries & Archives grant funding
y Hosted a KLC led training for the leadership of all City Boards & Commissions
141Page
➢ Implemented the Weblink Portal which allows the public to access historical city
documents in a word -searchable format from 1833 to present
Transitioned Special Event Permitting to the Customer Experience Department
➢ Utilized funding from the National Endowment for the Arts Grant to create
https-//paducaharts.org/ to support Paducah's creative industry and create a
directory of local artists
Assisted local Entertainment Destination Center participating businesses with the
implementation of pop-up bars for special events
➢ Maintained OpenCounter Scope My Project which was accessed 775 times
between July 2021 and April 2022 to understand Zoning, Business and
Permitting requirements for future projects in Paducah
➢ Hosted 21 Kick -Start Meetings to assist organizations and entrepreneurs who
want to start or expand a business or complete a renovation in Paducah
Partnered with West Kentucky Workforce Board for the 2021 Job Fair
➢ Hosted 5 art exhibits in City Hall
➢ Assisted 7,132 walk-in visitors to City Hall in 2021
➢ Assisted with 34 City Commission Meetings in 2021
➢ Answered and directed over 10,000 citizen calls in 2021
➢ Assisted over 25 businesses through the process of alcoholic beverage sales
approval in FY22
➢ Assisted with more than 60 requests for records in FY22
FY2023 Goals:
➢ Implement Updated Ordinance and Policy for Special Events
➢ Implement a recodification of the City of Paducah Code of Ordinances
➢ Continue to support citizens, visitors and businesses through Kick -Start
Meetings, OpenCounter, 311, Walk -In Visitor Assistance, Public Art Exhibits,
access to public records, alcoholic beverage control, special event permitting and
community partnerships
➢ Assist with Commission Priority for Beautification through the use of 311
➢ Create enhancements for the special event permitting process
Department Budget Summary: Customer Experience
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services
$354,192
$382,445
$406,120
$369,183
Contractual Services
$15,020
$26,310
$34,175
$53,765
Commodities
$29,260
$23,839
$28,000
$31,450
Capital Outlay
0
0
$18,075
$500
Total Dept. Budget
$398,472
$432,594
$486,370
$454,898
151Page
PLANNING
Department Mission
The Department of Planning exists to
Guide the land use, planning, and development process in the City of Paducah;
Ensure the orderly & efficient use and reuse of land now and for the future;
➢ Maximize the health, safety, and economic well-being for all residents;
➢ Facilitate the creation of quality spaces that enhance the quality of life for citizens
of Paducah.
The department consists of professionals who work to provide the highest quality of
service possible in the areas of land use and development, long-range planning, housing,
and community and economic development. The Planning Department consists of two
divisions: Administration and Planning.
Responsibilities
The foundational guide for fulfilling the department's mission is the Comprehensive Plan
for the City of Paducah; the Plan ideally is inclusive, transparent, unbiased and reflects
the comprehensive values of the entire community and protects the public interest.
The Comprehensive Plan can be implemented in a variety of ways. The most common
tool to implement the Comprehensive Plan is through the zoning ordinance. One of the
chief responsibilities of the department includes reviewing site plans and plats for
compliance and providing staff review and support for the land use decision-making
bodies, specifically, the Planning Commission, Board of Adjustment, and the Historical
and Architectural Review Commission (HARC). The department must also tend to the
ordinance's update needs.
Administration
The Administration division provides overall program preparation, direction, and
oversight; maintains department personnel, budget, and land use records; provides
administrative support to pertinent boards, committees, and commissions; and provides
support and guidance for the entire department. The Administration division also handles
the sale of city -owned properties and provides staff support to the Urban Renewal and
Community Development Agency (URCDA).
Planning
The Comprehensive Plan can also be implemented through the City's annexation
activities, strategic projects, and focused programs.
One such strategic project is the riverfront development. A critical tool is a tax increment
financing (TIF) district for the Paducah Riverfront and Downtown Area to facilitate the
necessary investment for the TIF, Weyland Ventures is partnering with the City to explore
riverfront development, such as a hotel. These steps are implementing the strategies
outlined in the Renaissance Area Master Plan (RAMP), as amended.
161Page
A completely new and very unique economic development driver arrived in the form of
Opportunity Zones. To maximize the potential private investment encouraged by this tax -
relief tool, the department is strategically packaging and marketing projects in the OZ to
aggregate the benefit and guide investment where it can be most useful and of course
fulfill the Comprehensive Plan.
The Main Street program is another focused program implementing a keystone objective
of the Comprehensive Plan: continued revitalization of downtown. The department has
the Downtown Development Specialist and the Main Street director who work to recruit
business and linking partner associations, downtown stakeholders and the Main Street
Advisory Board. The Main Street Board of Directors, a board of seven citizens, has the
responsibility of assisting with the Main Street accreditation process, coordinating with
staff in executing strategies of the Four -point Main Street approach.
Downtown Incentives:
Staff is also responsible for promoting and administering the downtown incentive
programs: fagade grants, new business grants, roof stabilization grants, tax moratorium
program and the upper story residential grant program.
MAIN STREET 4 -POINT ECONOMIC STRATEGY
Build a diverse economicCreate an inviting. inclusive
base I Catalyze smart rew ,d atmosphere I Celebrate historic
investment I Cultivate a strong character I Foster accessible.
entrepreneurship ecosystem mi people -centered public spaces
ilkECONOMIC DESIGN
VITALITY
MF COMMUNITY
TRANSFORMATION
ORGANIZATION PROMOTION
Build leadership and strong Market district's defining assets
organizational capacity I Ensure ti, I Communicate unique
broad community ergagemert I features through storytelling
Forge partnerships across sectors Support buy -local experience
Entertainment Destination Center: Enables pedestrians to purchase to -go cups and carry
on the sidewalks, along the riverfront, and in common areas. Supports directly bars,
restaurants, and entertainment venues. Draws people to downtown to shop, dine, stay,
and partake in cultural attractions.
Downtown Design Guidelines: Articulates design guidelines for historic buildings and new
infill construction in historic district.
Local Grows Here Campaign: Marketing campaign to attract and grow local businesses.
Includes OPEN flags for every downtown business, branded merchandise,
print/radio/media marketing.
171Page
Remote Workers Incentive Program: Create and implement an effective incentive
program to attract and retain remote workers.
The Business Development Specialist leads this program. The Remote Workers Incentive
Program seeks to attract new professionals to move to Paducah, while keeping their
current job. The proposed project combines a number of initiatives:
- Market Paducah's high quality of life, schools, and affordability
- Direct assistance for moving and set-up expenses
- Perks packages to cultural organizations, local businesses, and professional
networks.
- 1 -year payroll tax rebate program to eliminate barrier to entry.
The commissions priority is to have 25 remote workers in Paducah. The goal is to have
25 applicants enrolled in FY22, with those individuals relocating to Paducah in FY23.
Southside Enhancements: Targeted empowerment, engagement, and beautification of
Southside Neighborhoods.
The Southside region comprises of eight distinct neighborhoods. The Planner leads this
multi -departmental, multi -pronged community development initiative to bring attention,
engagement, and resources to a historically underserved area. In FY22, the City kicked
off the Rise and Shine project. Rise and Shine was an 8 -week initiative that encourages
neighbors to work together to spruce up their neighborhoods and take full advantage of
a week of free, expanded city services. At the end of the week, neighbors, community
organizations, and city staff gather together to celebrate. As we enter FY23 we are going
to be developing additional initiatives around beautification, neighborhood stabilization,
housing development, access to open space, and infrastructure improvements.
Annexations: Proactively annex adjacent properties into city corporate boundaries.
The Senior Planner is responsible for working with property owners to assess and
implement annexations into the city limits. Priority is given to industrial, commercial, and
multi -family residential properties. In FY22, the City has a goal of annexing six properties.
The city has developed an annexation strategy and incentive to be able to promote
annexations in the City. The primary goal is to make the boundaries of the City as compact
and contiguous as possible. With additional consideration for future development and
density.
181Page
Staffing Summary: Planning
Planning
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Administration
0.0
0.0
0.0
1.0
Director of Planning
1.0
1.0
1.0
1.0
Senior Admin Assistant
0.0
0.0
1.0
1.0
Executive Assistant 1
1.0
1.0
0.0
0.0
Planning
Downtown Dev. Specialist
0.0
0.0
0.0
1.0
Business Dev. Specialist
1.0
1.0
1.0
1.0
Principal Planner
1.0
1.0
1.0
1.0
Senior Planner
1.0
1.0
1.0
1.0
Planner
0.0
0.0
2.0
1.0
Associate Planner
1.0
1.0
0.0
0.0
Neighborhood Planner
1.0
1.0
0.0
0.0
TOTAL
7.0
7.0
7.0
7.0
FY2022 Highlights:
Land Use and Zoning Application Reviews for Public Hearing
The Planning Department has taken the opportunity to evaluate planning cases and board
decision outcomes and identify ways to streamline the process and improve efficiency.
Planning Department staff have been working on code revisions that allow for
administrative approvals on certain applications or requests which has reduced the
number of applications presented in front of the boards.
- Planning Commission: 20 applications
- BOA: 15 applications
- HARC: 10 applications
- Annexations: 6 consensual
*additional applications were processed within the department administratively that did
not require a public hearing.
Economic Development
- Final approval of the Tax Increment Financing (TIF) project by the Kentucky
Economic Development Finance Authority. Awarded $21.4 million over a 20 -year
period.
- Implemented the executed City Block Development Agreement. Weyland
Ventures will invest $21 million in a new hotel and mixed-use housing/commercial
development. The City will be building a $3 million town square.
- Implemented the Entertainment Destination Center for Downtown and Riverfront.
The program directly supports 20 bars, restaurants, and entertainment venues,
and facilitates foot traffic and street activity throughout the district.
191Page
- Remote workers incentive program has had 4 individuals move to Paducah and
receive the awards package. We have had over 20 individuals enroll in the
program.
Business Growth and Expansion
- Business Retention Meetings (one-on-one) held with 45 unique businesses.
- Held one industry luncheon with construction and trades.
- Small Business Development Guide updated and redistributed.
Downtown Development Incentives
- Roof stabilization: 4 projects in the amount of $73,023 and totaled $224,389 in
private investment
- Upper Story Residential: 1 project in the amount of $15,000 and totaled $115,609
in private investment.
- Fagade: 1 project in the amount of $2,000 and totaled $7,000 in private investment.
- New Business Grant: 4 new businesses in the amount of $45,000 and totaled
$161,017 in private investment.
Neighborhoods & Housing
- Continued work on the Southside Neighborhoods Initiative, and completed the
eight southside rise and shine events. Worked with community volunteers and area
residents to solicit feedback. We developed a steering committee to assist with
facilitating the process.
- Completed the Northside Historic Neighborhood District Survey to be placed on
the National Register of Historic Places.
- Sold 7 surplus properties and acquired 7 properties. Developed a new evaluation
process for selling surplus properties and added additional incentives to the
program.
- Updated the zoning ordinance to address short term rentals, accessory dwelling
units, landscaping, and other amendments aimed at improving the aesthetics and
density of neighborhoods.
FY2023 Planning Goals
• Adopt strategic plan for the creative
and cultural council.
• Create a Public Art Program
• Design and construct sidewalks,
pedestrian walkways/bike paths,
and/or bike lanes to connect our
neighborhoods
• Connect main commercial corridors
by bike paths and/or bike lanes
• Implement the city-wide bicycle plan
• Encourage, incentivize and/or support
more housing options throughout the
City
• Promote occupancy in all downtown
buildings
• Encourage and assist local business
retention and expansion
• Implement new zoning regulations
• Improve the Planning Commission,
BOA and HARC to be more user-
friendly, streamlined, and resilient
201'?age
Department Budget Summary: Planning
Department Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services
$510,645
$542,143
$637,300
$681,346
Contractual Services
$19,871
$67,265
$17,210
$26,235
Commodities
$50,451
$37,172
$84,770
$103,190
Capital Outlay
$5,186
$2,864
$13,000
$2,000
Total Dept. Budget
$586,153
$649,444
$752,280
$812,771
Division Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Administration
Personal Services
$210,663
$202,115
$219,390
$225,807
Contractual Services
$6,156
$17,665
$7,595
$16,510
Commodities
$13,191
$3,543
$10,360
$12,135
Capital Outlay
0
$2,864
$13,000
$2,000
Planning
Personal Services
$299,982
$340,028
$417,910
$455,539
Contractual Services
$13,715
$49,601
$9,615
$9,725
Commodities
$37,260
$33,628
$74,410
$91,055
Capital Outlay
$5,186
0
0
0
Total Dept. Budget
$586,153
$649,444
$752,280
$812,771
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
FY2020 FY2021 FY2022 FY2023
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
1.0
Senior Admin Assistant
0.0
0.0
1.0
2.0
Executive Assistant II
1.0
1.0
0.0
0.0
Operations (Patrol)
Assistant Chief
1.0
1.0
1.0
1.0
Captain
4.0
4.0
4.0
4.0
Sergeant
7.0
7.0
7.0
7.0
Police Officer
49.0
50.0
50.0
51.0
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
8.0
8.0
8.0
Record Division Manager
1.0
1.0
1.0
1.0
Senior Records Clerk
0.0
0.0
1.0
1.0
Records Clerk III
1.0
1.0
0.0
0.0
Records Clerk
0.0
0.0
3.0
2.0
Records Clerk II
0.0
1.0
0.0
0.0
Records Clerk 1
3.0
2.0
0.0
0.0
Crime Analyst
1.0
1.0
0.0
0.0
Crime Analyst 11
0.0
0.0
1.0
1.0
Senior Evidence Technician
0.0
0.0
1.0
1.0
Evidence Technician 11
1.0
1.0
0.0
0.0
Evidence Technician
0.0
0.0
1.0
1.0
Evidence Technician 1
1.0
1.0
0.0
0.0
COPS Grant
Police Officer
0.0
0.0
3.0
3.0
TOTAL 87.0 87.0 90.0 90.0
FY2022 Accomplishments:
The number of major crimes reported remained steady from 2021 to 2022; we
maintained the 16 percent decrease from 2019. We saw an increase in
collisions, due to more people being back out on the roads. Again, however, we
remained lower than pre -pandemic numbers in 2019.
➢ There were no major injuries to personnel.
Officer Logan Barrow was named Employee of the Year for 2021. He was
recognized for being the Paducah Police Department's recipient of the
Governor's Safety Award for Impaired Driving two years in a row, and for his high
number of drug arrests. He made 200 criminal arrests in 2021; 97 of those were
felony drug arrests. He recovered six stolen vehicles, multiple registration plates
23 1 Page
and other items, made 63 warrant arrests and made 573 traffic stops while
working on Interstate 24 with the traffic safety grant.
We again were able to hold an in-person Awards Ceremony. Thirty-three
employees were honored for outstanding performance of duty and two citizens
were recognized for their assistance to officers in 2021.
➢ William Hodges was promoted to captain, and Jordan Murphy and Cody Santel
were promoted to sergeant. One officer retired and two resigned — one to take a
job with an area Sheriff's department and the other to join a federal law
enforcement agency. One civilian employee resigned, and her position was filled
from within the department.
➢ The department hired 10 new officers, bringing us the closest we have been in
decades to being fully staffed.
Officers Gretchen Morgan, Eric Abbott and Cassandra Ravens were assigned to
the new School Resource Officer program. In cooperation with Paducah
Independent Schools, the department finalized a grant and organized the
program in FY21. The officers are assigned to Paducah Tilghman High School
and Paducah Middle School, and one rotates 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 324 examinations, assisting 23 state, local and federal agencies.
Three officers were deployed with their military reserve or guard units for
extensive periods. One remains at our southern border with Mexico and another
is in Africa.
We received a $93,975 grant to purchase a new x-ray machine for the Bomb
Squad, along with several other, smaller, grants for body armor, etc.
FY2023 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, and to work to reduce the number of
vehicle collisions by focusing on education, enforcement and engineering.
Community Engagement: 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:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services
$8,238,087
$8,895,633
$9,906,455
$10,943,451
Contractual Services
$424,327
$421,888
$571,365
$576,015
Commodities
$1,098,476
$1,092,612
$1,388,295
$1,501,390
Capital Outlay
$140,045
$85,000
0
0
Total Dept. Budget
$9,900,935
$10,495,133
$11,866,115
$13,020,856
Division Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Administration
Personal Services
$611,887
$633,466
$606,740
$685,292
Contractual
$314,677
$305,369
$414,700
$437,065
Services
Commodities
$232,325
$210,773
$311,285
$364,360
Operations (Patrol)
Personal Services
$5,806,628
$6,351,549
$6,888,435
$7,670,977
Contractual
$73,373
$80,189
$109,570
$89,220
Services
Commodities
$699,434
$722,569
$847,005
$897,440
Capital Outlay
$140,045
$85,000
0
0
Support Services
(Investigations)
Personal Services
$1,819,572
$1,910,616
$2,148,325
$2,265,957
Contractual
$36,277
$36,331
$47,095
$49,730
Services
Commodities
$166,717
$159,271
$210,595
$226,180
COPS Grant
Personal Services
0
0
$262,955
$321,225
Commodities
0
0
$19,410
$13,410
Total Dept. Budget
$9,900,935
$10,495,133
$11,866,115
$13,020,856
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.
*18
Administration is responsible for general management of all divisions of the Fire
Department.
Suppression:
The Suppression Division operates 5 fire stations that cover more than 21 square miles
in the City of Paducah. The stations possess 5 engine companies, 2 aerial companies,
and 2 rescue units for the purpose of responding to fire and rescue emergencies and for
medical assistance.
Prevention:
The Prevention Division is responsible for city-wide fire prevention in the form of the fire
safety program, the construction program, the code enforcement program, fire
investigation, and public education. The fire safety program is carried out by the Fire
Marshal section which conducts fire prevention inspections using the Kentucky Fire
Prevention Code annually on residential, assembly, education, business, mercantile,
storage, factory and industrial, high hazard, and utility and miscellaneous type use
groups. The Fire Marshal's office also offers discussions, demonstrations on fire safety,
and education that is free of charge to all legitimate civic organizations, businesses,
schools, churches, and healthcare facilities. The new construction program is carried
out by the construction section that ensures that building and electrical work done within
the city complies with codes, laws, and regulations mandated by the State. Not only are
building plans reviewed for compliance with codes, but inspections are also made at
predetermined stages of construction. Inspectors advise and confer with contractors
and/or property owners before and during construction to help ensure compliance. The
code enforcement program is carried out by the code enforcement section that enforces
261Page
all applicable laws, rules, and regulations in order to provide a healthy, clean, and
pleasant environment for the citizens of Paducah.
Training:
Firefighters have more than 300 hours of continued education each year. The Training
Officer coordinates education in the areas of EMS, firefighter skills, hazmat, pump
operations, and others. These education requirements ensure that the level of
competency of the members of the Fire Department is the highest achievable, and
maximize the resources of personnel and equipment available to best protect and serve
the citizens of the City.
Staffing Summary: Fire
Administration
Fire Chief
Dep. Fire Chief Fire Prevention
Deputy Fire Chief Operations
Executive Assistant I
Suppression
Fire Assistant Chief
Captain
Lieutenant
Firefighter*
Prevention
Deputy Fire Marshal
Dep. Fire Marshall I
Dep. Fire Marshall III
Chief Building Inspector
Dep. Building Inspector
Dep. Building Inspector I
Chief Electrical Inspector
Dep. Electrical Inspector
Dep. Electrical Inspector II
Permit Technician
Code Enforcement Officer
Senior Admin Assistant
Executive Assistant I
Training
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.0
0.0
0.0
3.0
3.0
3.0
3.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0
29.0
29.0
29.0
29.0
0.0
0.0
2.0
2.0
1.0
1.0
0.0
0.0
1.0
1.0
0.0
0.0
1.0
1.0
1.0
1.0
0.0
0.0
1.0
1.0
1.0
1.0
0.0
0.0
1.0
1.0
1.0
1.0
0.0
0.0
1.0
1.0
1.0
1.0
0.0
0.0
0.0
1.0
1.0
1.0
3.0
3.0
3.0
3.0
0.0
0.0
1.0
1.0
1.0
1.0
0.0
0.0
Battalion Chief/Training Officer 1.0 1.0 1.0 1.0
TOTAL 77.0 77.0 77.0 77.0
*Including 2 authorized positions not budgeted
271Page
FY2022 Accomplishments:
➢ Implemented pandemic response plans and policies
➢ CY2021 – Responded to 4738 incidents
➢ Initiated 71 foreclosures
➢ CY2021 Demolished 32 structures
➢ CY2021 – 685 permits issued for $61 million valuation
➢ CY2021 – 1720 inspections for building and electrical
➢ CY2021 – 796 inspections for fire marshals
➢ CY2021 – 3048 inspections for code enforcement
➢ CY2021- 6 consultations
➢ Trained 5 new recruits
➢ CY2021 – Trained 13,550 man-hours
➢ Reinstituted the Contractor Conference w/record attendance
➢ Responded to Mayfield for Natural Disaster
➢ Initiated National Accreditation Process—Registered Agency
➢ Engine 4 replaced
FY2023 Goals:
➢ Continue National Accreditation Process pursuit towards "applicant agency"
➢ Implement Munis Enterprise Asset Management module
➢ Continue foreclosure and demolition actions
➢ Maintain inspection certifications and inspection schedules
➢ Complete annual recertifications and updates for training
➢ Strive to maintain 2 -week plan review time
➢ Continue to maintain high training standards to serve Paducah
➢ Continue to be active in local, regional, and state response teams
➢ Continue to be active in regional meetings for code enforcement consistency
➢ Community Outreach Programs—Smoke Detector Programs, Men Who Cook,
MDA Fill the Boot, Breast Cancer Awareness, United Way Firehouse Chili, Car
Seat Program, Courtesy Surveys, Iron Mom Support, Dragon Boat Race
Support, Firehouse Tours, Operation Warm—Coats for Kids, Kids Christmas,
Fire Safety House, Lunch Program, BBQ on the River, Big Brown Truck Pull,
Parade Support, Quilt Show Support, Citizens Academy, Firefighter for A Day,
Fountain Avenue Fall Festival, 9/11 Memorial Stair Climb in Nashville, Fill the
Fire Truck School Supplies
281Page
Department Budget Summary: Fire
Department Summary:
Division Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Administration
Actual
Actual
Revised
Proposed
Personal Services
FY2020
FY2021
FY2022
FY2023
Personal Services
$7,741,049
$7,987,745
$8,596,170
$9,136,109
Contractual Services
$289,492
$325,503
$424,945
$465,230
Commodities
$773,621
$740,362
$884,265
$1,107,337
Capital Outlay
$153,982
$133,029
$154,515
$16,219
Total Dept. Budget
$8,958,144
$9,186,639
$10,059,895
$10,724,895
Division Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Administration
Personal Services
$481,663
$495,406
$590,205
$585,645
Contractual
$23,637
$50,874
$51,545
$96,640
Services
Commodities
$65,612
$35,856
$87,815
$80,275
Capital Outlay
0
$7,499
0
0
Suppression
Personal Services
$6,342,981
$6,522,243
$6,935,830
$7,402,921
Contractual
$96,168
$84,717
$105,250
$103,280
Services
Commodities
$610,429
$703,708
$797,485
$868,891
Capital Outlay
$143,252
$5,225
$19,415
$16,219
Prevention
Personal Services
$802,292
$835,053
$962,425
$1,017,980
Contractual
$166,333
$187,318
$265,525
$262,735
Services
Commodities
$74,208
$68,897
$75,565
$91,373
Capital Outlay
$10,730
0
0
0
Training
Personal Services
$114,113
$135,042
$107,710
$129,563
Contractual
$3,354
$2,595
$2,625
$2,575
Services
Commodities
$23,372
$52,206
$58,500
$66,798
Total Dept. Budget $8,958,144 $9,186,639 $10,059,895 $10,724,895
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
FY2020 FY2021 FY2022 FY2023
Engineering Services
City Engineer & Pub. Wks
0.75
0
0
0
Director*
Assistant City Engineer
1.0
0
0
0
Storm Water & Drain. Engineer
0.0
0
0
0
Engineering Project Manager
1.0
0
0
0
Engineering Technician
1.0
0
0
0
Executive Assistant 1
1.0
0
0
0
Administrative Assistant 111*
0.5
0
0
0
Floodwall Operations
EPW Floodwall Superintendent
1.0
0
0
0
Floodwall Operator
4.0
0
0
0
Streets (Maintenance & Lighting)
Assistant EPW Director*
0.25
0
0
0
EPW Street Superintendent
1.0
0
0
0
EPW Street Supervisor
2.0
0
0
0
Equipment Operator
3.0
0
0
0
Concrete Finisher
2.0
0
0
0
Right-of-way Maintenance
13.0
0
0
0
Facility Maintenance
Assistant EPW Director*
0.25
0
0
0
EPW Fleet/Maintenance
0.5
0
0
0
Superint.
EPW Maintenance Supervisor
1.0
0
0
0
Laborer
5.0
0
0
0
Traffic Technician
1.0
0
0
0
Master Electrician
0.0
0
0
0
Journeyman Electrician
1.0
0
0
0
Maintenance Technician
4.0
0
0
0
TOTAL 44.25 0 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
FY2020 FY2021 FY2022 FY2023
Personal Services
$3,134,113
0
0
0
Contractual Services
$185,034
0
0
0
Commodities
$2,137,100
0
0
0
Capital Outlay
0
0
0
0
Total Dept. Budget
$5,456,247
0
0
0
Division Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Engineering Services
Personal Services
$427,661
0
0
0
Contractual Services
$5,537
0
0
0
Commodities
$15,872
0
0
0
Capital Outlay
0
0
0
0
Floodwall Operations
Personal Services
$670,357
0
0
0
Contractual Services
$42,325
0
0
0
Commodities
$228,498
0
0
0
Streets (Main. &
Light.)
Personal Services
$1,248,424
0
0
0
Contractual Services
$98,476
0
0
0
Commodities
$1,595,322
0
0
0
Capital Outlay
0
0
0
0
Facility Maintenance
Personal Services
$787,671
0
0
0
Contractual Services
$38,696
0
0
0
Commodities
$297,408
0
0
0
Total Dept. Budget $5,456,247 0 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*
Fleet/Maintenance Superintendent
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
0.0
0.25
0.25
0.25
0.0
0.25
0.25
0.25
0.0
0.0
0.25
0.50
0.0
0.25
0.0
0.0
0.0
1.0
1.0
1.0
0.0
2.0
2.0
1.0
0.0
1.0
1.0
1.0
0.0
3.0
3.0
3.0
0.0
2.0
2.0
1.0
0.0
13.0
13.0
15.0
0.0
2.0
2.0
0.0
0.0
0.25
0.25
0.25
0.0
0.25
0.25
0.25
0.0
0.0
0.25
0.25
0.0
0.25
0.0
0.0
0.0
0.50
.50
0.0
321Page
Maintenance Superintendent
0.0
0.0
0.0
1.0
Maintenance Supervisor
0.0
1.0
1.0
1.0
Janitor/Collector
0.0
0.0
4.0
4.0
Laborer
0.0
5.0
0.0
0.0
Traffic Technician
0.0
1.0
1.0
1.0
Master Electrician
0.0
1.0
1.0
1.0
Maintenance Technician
0.0
5.0
5.0
5.0
TOTAL
0
38.00
38.0
36.75
*Position split between funds in Public Works (Street, Maintenance, and Solid Waste)
Budget Summary: Public Works
Department Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services
0
$1,962,694
$2,548,115
$2,736,263
Contractual Services
0
$127,684
$126,385
$138,585
Commodities
0
$1,685,409
$1,894,050
$1,928,900
Capital Outlay
0
$1,044
$1,000
$500
Total Dept. Budget
0
$3,776,831
$4,569,550
$4,804,248
Division Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Streets (Main. & Light.)
Personal Services
0
$1,318,451
$1,636,905
$1,688,831
Contractual Services
0
$91,165
$89,240
$100,445
Commodities
0
$1,413,466
$1,572,975
$1,606,650
Capital Outlay
0
$1,044
$1,000
$500
Facility Maintenance
Personal Services
0
$644,243
$911,210
$1,047,432
Contractual Services
0
$36,519
$37,145
$38,140
Commodities
0
$271,943
$321,075
$322,250
Total Dept. Budget
0
$3,776,831
$4,569,550
$4,804,248
331Page
Department Mission:
Our mission is to provide an affordable and
positive comprehensive system of
recreational programs and facilities that are
designed to enhance the quality of life for
the residents of Paducah as well as
surrounding communities. The Parks
Department consists of three divisions:
Administration, Recreation and Events,
and Parks Maintenance.
Administration:
Administration is responsible for all
planning and new development of the
Parks and Recreation Department.
Administrative staff handles program
registration, scheduling of facilities, sale of
cemetery lots, assisting with budget
preparation, and budget monitoring. The
Administrative division oversees all other
divisions within the Parks Department.
Recreation and Events:
PARKS AND RECREATION
The Recreation and Events Division is
charged with providing quality programs and events for the community. The division
operates parks and recreation facilities including the Paducah Recreation Center, the
Noble Park Pool, and the splash pads at Coleman Park and Brockenborough Park. The
division is also tasked with the operation of the Paducah Farmer's Market,
Independence Day Celebration, Christmas Parade, in addition to other large scale
community events.
Parks Maintenance:
The division maintains 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. The Park Ranger program also falls under this division and provides park
education and information, as well as assists with security and planning for special
events.
341Page
Staffing Summary: Parks and Recreation
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Administration
Director of Parks Services
1.0
1.0
1.0
1.0
Assistant Dir of Parks
0.0
0.0
1.0
0.0
Assistant Dir of Recreation
0.0
0.0
1.0
0.0
Assistant Dir of Parks & Rec
0.0
1.0
0.0
0.0
Parks & Rec Superintendent
0.0
0.0
1.0
0.0
Recreation Superintendent
1.0
1.0
0.0
0.0
Recreation Specialist
1.0
2.0
2.0
0.0
Senior Admin Assistant
0.0
0.0
2.0
1.0
Executive Assistant 1
1.0
1.0
0.0
0.0
Administrative Assistant 111
1.0
1.0
0.0
0.0
Administrative Assistant
0.0
0.0
1.0
1.0
Administrative Assistant 11
1.0
1.0
0.0
0.0
Assistant Rec. Specialist
2.0
0.0
0.0
0.0
Parks Maintenance
Assistant Dir of Parks
0.0
0.0
0.0
1.0
Park Maint. Superintendent
1.0
0.0
0.0
0.0
Cemetery Sexton
1.0
1.0
1.0
0.0
Supervisor
1.0
2.0
2.0
2.0
Laborer*
10.0
8.0
10.7
12.7
Right of Way Maintenance
1.0
1.0
1.0
1.0
Recreation
Assistant Dir of Recreation
0.0
0.0
0.0
1.0
Recreation Superintendent
0.0
0.0
0.0
1.0
Senior Recreation Specialist
0.0
0.0
0.0
1.0
Recreation Specialist
0.0
0.0
0.0
3.0
Special Events
Special Events Coordinator
1.0
0.0
0.0
0.0
Special Events Superintendent
0.0
1.0
1.0
0.0
Recreation Specialist
1.0
1.0
1.0
0.0
Laborer
2.0
2.0
0.0
0.0
Right of way Maintenance
1.0
1.0
0.0
0.0
Maintenance Technician*
0.7
0.7
0.0
0.0
TOTAL
27.7
25.7
25.7
25.7
*One position split between Parks and Recreation and Transient Boat Dock
FY2022 Accomplishments:
➢ Reorganization of the Department to include the addition of an Assistant Director
to oversee maintenance of parks and cemetery operations as well as the addition
of an Assistant Director to oversee recreation and special events.
351Page
Farmer's Market grew with the addition of 6 new vendors, food trucks, musical
performances every Saturday, and an additional holiday market in November.
Street Beats concerts on Friday and Saturday nights grew to include an additional
6 weeks, 12 concerts, extending the season through the end of September.
Contracted work to improve GIS mapping at the Cemetery.
➢ Contracted work with UK to provide Ground Penetrating Radar at Oak Grove
Cemetery to locate unknown gravesites and pair with GIS mapping to provide
more detailed, accurate mapping and deed information for grave plots.
➢ Completed interior improvements to the Cemetery Sexton House.
The City's Transient Dock was awarded Boaters Choice Award in 2021 for the 5th
straight year. 520 boaters reserved in FY22 for a total in $52,140.41.
New Fencing, water lines, and double gated entry installed at Independence Park
to create 2 spaces, a dog friendly park and a kid friendly park. Bark in the Park
event hosted with Independence Bank to celebrate the improvements and
reopening in the fall.
New sidewalks installed at Coleman Park to improve accessibility to shelter and
playground areas.
Civic Center project in design. Will include 5 offices, conference room, receptionist
area, lobby, and more. Will also include full renovation of the banquet space to
improve efficiencies and update the space.
November 2021, the Kentucky Recreation & Parks Society presented the Paducah
Parks & Recreation Department with the 2021 Outstanding Facility Award for the
Pec Education Trail in Bob Noble Park.
FY2023 Goals:
Civic Center project, bid and construction with goal of reopening in January '24.
➢ Relocation plan for Parks Maintenance Staff, to include plan for transferring
ownership of HC Mathis Building.
Construction of Pickleball Courts in Noble Park.
➢ Improvements to Langstaff Park to include playground, playground surfacing,
and pavilion updates, as well as sidewalk improvements.
➢ Implementation of continued GPR work at Oak Grove Cemetery.
➢ Site improvements to Transient Boat Dock with installation of newer equipment.
➢ Renovation project at Rec Center to support relocation of recreation staff.
➢ Building improvements to Arts and Crafts Building and Anna Baumer Building.
➢ Midtown Park project, partial transfer and development of property to Paducah
Independent School District.
➢ Basketball Court resurfacing scheduled for Coleman Park, Voor Park, and Noble
Park.
Stuart Nelson Park project, transfer and development of property to McCracken
County Fiscal Court for development of a sports complex, under the oversight of
the McCracken County Sports Tourism Commission.
361Page
Budget Summary: Parks and Recreation
Department Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services $2,163,217
$1,947,992
$2,336,480
$2,560,380
Contractual Services $213,992
$184,246
$184,685
$200,890
Commodities $862,998
$812,813
$945,760
$979,535
Total Dept. Budget $3,240,207
$2,945,051
$3,466,925
$3,740,805
Division Summary:
371Page
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Administration
Personal Services
$542,700
$609,521
$506,145
$487,773
Contractual Services
$53,867
$56,400
$57,595
$57,535
Commodities
$149,899
$140,830
$166,115
$177,600
Parks Maintenance
Personal Services
$911,067
$909,465
$1,167,160
$1,316,595
Contractual Services
$128,925
$84,897
$90,860
$96,680
Commodities
$357,593
$331,905
$362,510
$379,755
Recreation
Personal Services
$344,104
$272,898
$663,175
$756,012
Contractual Services
$23,120
$37,895
$36,230
$46,675
Commodities
$220,313
$232,540
$417,135
$422,180
Special Events
Personal Services
$365,346
$156,108
0
0
Contractual Services
$8,080
$5,055
0
0
Commodities
$135,193
$107,537
0
0
Total Dept. Budget
$3,240,207
$2,945,051
$3,466,925
$3,740,805
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
Budget Summary: Human Rights
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services $10,538 $10,687 $10,840 $10,796
Contractual Services $97 $89 $380 $375
Commodities $5,669 $500 $5,800 $5,800
Total Dept. Budget $16,304 $11,276 $17,020 $16,971
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
391Page
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Engineering Services
City Engineer
0.0
1.0
1.0
1.0
Assistant City Engineer
0.0
1.0
1.0
1.0
Engineering Project Manager
0.0
1.0
1.0
1.0
Engineering Technician
0.0
1.0
1.0
1.0
Engineering Technician III
0.0
1.0
1.0
1.0
Senior Admin Assistant
0.0
0.0
1.0
1.0
Executive Assistant II
0.0
1.0
0.0
0.0
Floodwall Operations
EPW Floodwall Superintendent
0.0
1.0
1.0
1.0
Floodwall Operator
0.0
4.0
4.0
4.0
TOTAL
0
11.0
11.0
11.0
391Page
Budget Summary: Engineering/Floodwall
Department Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Personal Services
0
$1,029,053
$1,344,270
$1,403,931
Contractual Services
0
$40,043
$48,855
$60,350
Commodities
0
$142,082
$300,090
$278,425
Capital Outlay
0
$815
0
0
Total Dept. Budget
0
$1,211,993
$1,693,215
$1,742,706
Division Summary:
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Engineering Services
Personal Services
0
$556,795
$707,540
$747,834
Contractual Services
0
$4,981
$6,955
$4,475
Commodities
0
$11,937
$29,095
$35,420
Capital Outlay
0
$815
0
0
Floodwall Operations
Personal Services
0
$472,258
$636,730
$656,097
Contractual Services
0
$35,062
$41,900
$55,875
Commodities
0
$130,145
$270,995
$243,005
Total Dept. Budget
0
$1,211,993
$1,693,215
$1,742,706
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 policies and develops programs in the full range of
employment strategies to ensure compliance and services of the highest quality. They
work with the Finance Department in designing and implementing programs funded by
the Health Insurance Fund, which is a self-insured fund for the employee health
insurance cafeteria plan.
Risk Management:
Risk Management assists in prevention of accidents, injuries, and workers'
compensation insurance costs for the City of Paducah through enhanced loss control
efforts, and reinforces risk training and strategies for the City's 300+ full-time
employees. They negotiate and process payments from the Insurance Fund for
expenditures related to liability, workers' compensation, property insurance, and
deductibles.
Staffing Summary: Human Resources and Risk
FY2022 Accomplishments:
➢ Munis HR module implementation
➢ Safety Teams: Overall reduction of accidents by 10% thru the development of
safe work procedures and practices
➢ Onboarded a Risk Manager
➢ City-wide Diversity & Inclusion training
➢ Updating our MSDS sheets to SDS sheets to an online portal
41 IPage
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Director of HR
0.0
0.0
1.0
1.0
HR/Risk Director
1.0
1.0
0.0
0.0
Risk Manager
0.0
1.0
1.0
1.0
HR Generalist
2.0
2.0
1.0
1.0
Administrative Assistant
0.0
0.0
1.0
1.0
TOTAL
3.0
4.0
4.0
4.0
FY2022 Accomplishments:
➢ Munis HR module implementation
➢ Safety Teams: Overall reduction of accidents by 10% thru the development of
safe work procedures and practices
➢ Onboarded a Risk Manager
➢ City-wide Diversity & Inclusion training
➢ Updating our MSDS sheets to SDS sheets to an online portal
41 IPage
FY2023 Goals:
➢ Performance Evaluation Module to be implemented in Munis
➢ Employee Self -Serve Function to be added to Munis
➢ Continue City-wide Diversity and Inclusion Training
➢ Update Employee Handbook and other pertinent policies
➢ Continue to reduce accidents with improved safety training practices and
procedures
tit A►
LEADERSHIP E}gPL6YfiE
HUMAN �*
PfRFOR;..;4tTCS RESOURCES
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Budget Summary: Human Resources and Risk Management
Actual
Actual
Revised
Proposed
FY2020
FY2021
FY2022
FY2023
Personal Services $233,633
$279,116
$390,395
$402,178
Contractual Services $39,175
$50,646
$40,065
$39,675
Commodities $57,128
$36,669
$80,915
$87,745
Total Dept. Budget $329,936 $366,431 $511,375 $529,598
421Page
OTHER GENERAL FUND DIVISIONS
This page contains the Budget Summaries for the Cable Authority, Audit Adjustments,
and Interfund Transfers.
Budget Summary: Cable Authority
Actual
Actual
Revised
Proposed
FY2020
FY2021
FY2022
FY2023
Contractual Services $103,583
$85,459
$85,395
$85,370
Commodities $82
0
$44,140
0
Total Budget $103,665
$85,459
$129,535
$85,370
Budget Summary: Audit Adjustments*
$491,357
$757,036
$1,029,445
Actual
Actual
Revised
Proposed
FY2020
FY2021
FY2022
FY2023
Leave Expense
($36,111)
$37,620 0 0
Debt Forgiveness
0
$911,375 0 0
PJC Property Tax
$327,840
$396,858 0 0
Total Budget
$291,729
$1,345,853 0 0
*The Audit Adjustments cost center is used for year-end financial statement
presentation entries only
Budget Summary: Interfund Transfers (out)
431Page
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
General Fund
0
0
0
0
Investment Fund
$140,997
0
$285,000
0
E911 Fund
$747,514
$114,836
$650,000
$1,041,450
Debt Service Fund
$491,357
$757,036
$1,029,445
$1,033,035
Capital Projects Fund
$2,441,678
$3,335,961
$47,765
0
Transient Boat Dock
$11,017
$65,383
$33,715
$12,615
Civic Center Fund
$42,932
$28,900
$18,025
$25,420
Rental Prop. Fund
$35,297
$19,869
0
0
Fleet Main. Fund
$110,454
$91,127
$95,755
$189,640
Insurance Fund
$131,061
$140,231
$87,000
$90,000
AEPF Fund
$13,386
$12,927
$13,665
0
PFPF Fund
$340,560
$343,000
$310,000
$260,000
Total Budget
$4,506,253
$4,909,270
$2,570,370
$2,652,160
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
➢ Paducah Railroad Museum
➢ W.C. Young Community Center
➢ Oscar Cross Boys & Girls Club, Park Avenue location
On a lease by lease basis, the Public Works Department acting as landlord continues to
monitor, assess, and in some cases may have maintenance responsibilities that
become necessary to sustain the viability of these city owned assets.
Statement of Revenue and Expenditures: Rental Property Fund
451Page
Actual
Actual
Revised
Proposed
FY2020
FY2021
FY2022
FY2023
Revenue
Property Rent & Sales
$132,216
$132,216
$132,210
$132,210
Interfund Transfers
General Fund
$35,297
$19,869
0
0
Total Revenue
$167,513
$152,085
$132,210
$132,210
Expenditures
Contractual Services
$13,835
$13,751
$13,615
$13,520
Commodities
$53,934
$52,448
$89,300
$118,690
Interfund Transfers
General Fund
$104,641
$86,277
$29,295
0
Total Expenditures
$172,410
$152,476
$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, 44
Companies,
29
Airport, 21
800 MHz Radio Units
City of
Paducah,
355
Statement of Revenue and Expenditures: Radio Depreciation Fund
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Property Rent & Sales $129,767 $138,477 $147,200 $163,360
Interest Income $21,723 $4,599 $500 $500
Total Revenue $151,490 $143,076 $147,700 $163,860
Expenditures
Contractual Services
$18,251
$21,459
$22,215
$25,390
Commodities
0
0
$25,000
$25,000
Interfund Transfers
General Fund
$266,700
$789,375
$464,985
$113,470
911 Fund
0
0
0
0
Total Expenditures
$284,951
$810,834
$512,200
$163,860
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. The 911 calls for service
come into the agency through phone,
text or radio communications. Requests
from the public vary from highly volatile
and dangerous situations, to
informational inquiries and calls for
basic public assistance.
It is the responsibility of the agency to
facilitate the development and training of
highly proficient, dedicated, and self -
motivated personnel. Through
developing employees and maintaining
high performance standards, and
improving the 911 infrastructure, the
communication center is able to provide
a high level of professional service and
connect citizens to emergency services
in their time of need.
Department Structure:
911 Communications Services consists
of 23 positions within three divisions:
Administration, Support Personnel, and
Communications Personnel.
Administration:
Administration oversees and manages
the 911 center as dispatchers process
more than 180,000 annual calls for
service to nearly 70,000 members of the
community, creates and enforces policy;
and determines budgetary needs for the
center. The Division Manager and
Assistant Manager of 911 oversee the
daily operation of the center and report
to the Paducah Police Department Chief
of Police.
Support Personnel:
The 911 center has a Senior
Administrative Assistant who works in a
support role to the Division Manager.
The 911 Systems Administrator is
responsible for administering the
Computer -Aided Dispatch (CAD) and
ensuring all addresses within Paducah
and McCracken County are listed
correctly. This includes reviewing
permits for new structures and adding
information to our software to ensure
responders' safety and a quick response
to public needs. The 911 Systems
Administrator is also responsible for the
911 database and the radio alias
administration. Additionally, this role
includes all maintenance and entry into
the CAD system, mapping with Geo
Fence Alerts and Hazard proximity
alerts for first responder safety.
The Terminal Agency Coordinator (TAC)
ensures all CJIS/LINK/NCIC data entry
is correct and maintained pursuant to
FBI/Kentucky State Police guidelines.
This position is a special assignment for
a Telecommunicator, who serves as the
single point of contact for the systems
as well as the subject matter expert for
the Division. This position was created
in fiscal year 2020.
Communications Personnel:
The center is staffed with 18
dispatchers, four of whom are shift
supervisors. They provide 24-hour
emergency dispatching service, while
working 12 -hour shifts.
471Page
Staffing Summary: 911 Communications Services
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
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
1.0
1.0
Administrative Secretary
1.0
1.0
0.0
0.0
System Administrator
0.0
1.0
1.0
1.0
Data Entry Clerk
1.0
0.0
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
1.0
1.0
1.0
1.0
TOTAL
23.0
23.0
23.0
23.0
FY2022 Accomplishments:
Completed a rigorous Criminal Justice Information System Full Access Agency
Compliance Audit. This included going through all warrants, EPO/DVOs, and
stolen articles entered into NCIC by our center. This audit enabled the center to
maintain access to CJIS
➢ Instituted a new TAC Third Party review process to ensure accuracy of NCIC
entries. Additionally, a third level of quality assurance was added, requiring the
Terminal Agency Coordinator (TAC) to review every entry to ensure that the
records are accurate and complete. This is in addition to the monthly validation
process
➢ Worked with Federal Engineering to accomplish a "refresh" of the 2017 Public
Safety Radio System Report
Worked with Motorola/Paducah Fire Department/IT to begin implementing Station
Alerting with the new Motorola Zetron Max Fire Station Alerting console
➢ Supervisors completed leadership training, including the National Emergency
Number Association (NENA) 911 Leadership Course, DOCJT 911 Leadership
Course, and the APCO Communications Center Supervisor Course
One of our supervisors attended the NENA conference in Ohio. She received
training in the recruiting, hiring and retention best practices for Emergency
Communications
y Shift Supervisor Amber Spears was promoted to assistant manager. Spears has
been employed at the center for 13 years
➢ Manager Robyn Hood left the agency in February 2022 to return home to Texas
➢ Kimberly Clark was hired as 911 manager and began work in June 2022. Clark
brings with her a long and successful work history in the telecommunications field
481Page
FY2023 Goals:
➢ Begin implementation of a new county -wide radio system
➢ Achieve full staffing of the department
➢ Fully implement the state-wide Next Gen 911 program
➢ Implement new 911 training software and training program
➢ Provide each employee additional continuing education opportunities
➢ Increase involvement in NENA and APCO training associations
Statement of Revenue and Expenditures: 911 Communications Services Fund
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Taxes
$721,371
$667,457
$670,000
$655,000
Grants
$446,962
$552,237
$644,315
$726,110
Charges for Service
$29,343
$39,747
$30,000
$35,000
Interest Income
$2,049
$263
$500
$500
Interfund Transfers
$144,918
$145,676
$146,420
$141,920
Radio Fund
0
$789,375
$464,985
$113,470
General Fund
$747,514
$114,836
$650,000
$1,041,450
Total Revenue
$1,947,239
$2,163,916
$2,459,800
$2,571,530
Expenditures
Personal Services
$1,472,633
$1,655,522
$1,904,855
$1,973,215
Contractual Services
$122,593
$114,673
$162,945
$182,140
Commodities
$207,096
$248,045
$245,580
$269,655
Capital Outlay
0
0
0
$4,600
Interfund Transfers
$144,918
$145,676
$146,420
$141,920
Total Expenditures
$1,947,240
$2,163,916
$2,459,800
$2,571,530
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
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Taxes
$489,823
$494,042
$481,000
$489,000
Interest Income
$12,631
$4,502
$3,000
$3,200
Interfund Transfers
$1,181,330
$1,016,958
$1,400,720
$1,600,000
Investment Fund
$600,000
$600,000
$918,000
$1,200,000
Solid Waste Fund
$200,000
0
0
0
Total Revenue $1,302,454 $1,098,544 $1,402,000 $1,692,200
Expenditures
Contractual Services
$1,200
$1,200
$1,280
$1,280
Commodities
0
0
0
0
Capital Outlay
$1,181,330
$1,016,958
$1,400,720
$1,600,000
Interfund Transfers
Capital Projects Fund
$170,000
$250,000
0
0
Total Expenditures
$1,352,530
$1,268,158
$1,402,000
$1,601,280
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 —
Economic Development
Contractual Services $706,558 $755,920 $140,730 $21,230
Contributions $281,904 $317,700 $900,750 $1,009,500
Interfund Transfers
General Fund
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Revenue
$600,000
$600,000
$918,000
$1,200,000
Licenses & Permits
$5,264,573
$5,414,682
$5,000,000
$5,800,000
Interfund Transfers
$1,413,255
$1,368,075
$1,435,000
$1,735,000
General Fund
$140,996
0
$285,000
0
Debt Service Fund
0
$154,000
0
0
Capital Projects Fund
$134,081
0
0
0
Total Revenue
$5,539,650
$5,568,682
$5,285,000
$5,800,000
Expenditures —
Economic Development
Contractual Services $706,558 $755,920 $140,730 $21,230
Contributions $281,904 $317,700 $900,750 $1,009,500
Interfund Transfers
General Fund
$277,200
$175,000
$70,000
$120,000
MAP Fund
$600,000
$600,000
$918,000
$1,200,000
Debt Service Fund
$1,678,816
$1,631,152
$1,810,085
$1,725,060
Capital Projects Fund
$1,413,255
$1,368,075
$1,435,000
$1,735,000
Total Expenditures
$4,957,733
$4,847,847
$4,274,565
$5,810,790
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
FY2020
FY2021
FY2022
FY2023
Revenue
Grants $197,500
$197,500
$400,000
$200,000
Total Revenue $197,500
$197,500
$400,000
$200,000
Expenditures
Contractual Services $197,500 $197,500 $400,000 $200,000
Total Expenditures $197,500 $197,500 $400,000 $200,000
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
FY2020
FY2021
FY2022
FY2023
Revenue
Fines
$28,954
$28,234
$30,000
$30,000
Interest Income
$4,358
$2,022
$2,000
$2,100
Total Revenue
$33,312
$30,256
$32,000
$32,100
Expenditures
Contractual Services
$30,665
$36,676
$60,800
$60,800
Commodities
$7,500
0
$30,000
$30,000
Total Expenditures
$38,165
$36,676
$90,800
$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
FY2020 FY2021 FY2022 FY2023
Revenue
Licenses $790,534 $1,211,819 $1,000,000 $1,840,000
Total Revenue $790,534 $1,211,819 $1,000,000 $1,840,000
Expenditures
Grants $790,534 $1,211,819 $1,000,000 $1,840,000
Total Expenditures $790,534 $1,211,819 $1,000,000 $1,840,000
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 $236,495,331. The City's
projected net general obligation indebtedness of $40.6 million at June 30, 2023 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 FY2023, the City's net debt service payments ($3.6 million gross, less $655
thousand provided by other funding sources) will be approximately 7.1 % of General
Fund revenues. The table below illustrates the City's portion of debt service payments
over the last few years.
551Page
City's Share Versus
■Debt Service Payments
Total
Debt Service Payments
- $ ■City's Share of Payment
$5.0
$4.46
c
c $4.0
$3.46 $3.55
�
$2.98 $2.98 $3.05 $3.16 $3.16
$3.34
3.17 1
$3.0
$2.83
2.810 2.898
$2.052q2.0572.127 2.133 2.139 2.315
$2.0
1.86
$1.0
$0.0
2014
2015 2016 2017 2018 2019
2020 2021 2022 2023
551Page
Statement of Revenue and Expenditures: Debt Fund
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Licenses & Permits
$686,352
$648,733
$654,560
$655,305
Property Rent & Sales
$371,290
$113,605
0
0
Charges for Service
$52,071
$637,414
0
0
Interest Income
$26,792
$16,160
$4,500
$9,000
Other fees
$231,631
$1,824,118
0
0
Interfund Transfers
$491,357
$491,161
$489,945
$493,405
General Fund
$491,357
$757,036
$1,029,445
$1,033,035
Bond Fund
0
$273,229
0
0
E911
$144,918
$145,676
$146,420
$141,920
Investment Fund
$1,678,816
$1,631,152
$1,810,085
$1,725,060
Total Revenue
$3,683,227
$6,047,123
$3,645,010
$3,564,320
Expenditures
Contractual Services
$2,000
$2,000
$2,130
$2,130
Agent Fees KLC
0
0
2001 Series
$581,738
$544,659
$550,750
$551,500
2003 Series
$228,690
$228,942
$233,625
$232,625
2004 Series
$393,142
$1,274,828
0
0
2005 PFPF
$491,357
$491,161
$489,945
$493,405
2009 KLC
$183,058
$186,752
$185,275
$183,400
2009 KACO
$199,165
$197,247
$196,295
$195,290
2010 Series
$427,597
$428,343
$429,200
$429,300
Murray State University
$175,000
$175,000
$175,005
$161,430
2013 Series
$302,998
$302,618
$301,440
$304,335
2017 CFSB
$104,615
$104,074
$103,810
$103,805
2018A Series
$108,557
$110,104
$111,560
$107,810
2018B Series
$144,918
$145,676
$146,420
$141,920
2018C Series
$232,943
$26,265
$177,685
$110,870
2018D Series
0
0
0
0
2020A Series
0
$539,104
$537,500
$537,500
Interfund Transfers
General Fund
0
$900,000
0
0
Investment Fund
0
$154,000
0
0
Total Expenditures
$3,575,778
$5,810,773
$3,640,640
$3,555,320
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
ED0117
13.202
$90,000
Munis Software Purchase
EQ0022
9.238
200,000
Cultural Assets
MR0088
9.341
265,000
SSR — Beautification/Clean up
CD0103
9.327
10,000
SSR — Homeowners Incentive
CDO104
9.328
50,000
SSR — Business Grants
ED0116
13.201
40,000
SSR — Foreclosures
CDO102
9.325
85,000
Roof Stabilization Grants
DT0030
9.244
50,000
Upper Story Living Grants
DT0033
9.253
35,000
Fa ade Grants
DT0035
9.257
5,000
Downtown Business Grants
DT0038
9.260
40,000
TIF 'going live'
DT0052
9.329
50,000
Police Equipment Set Aside
P00101
9.291
25,000
Lien Recover /Foreclosures
MR0010
9.70
50,000
Facilities Maintenance
PF0070
9.225
280,000
City Facilities hn rovements
PF0079
9.330
300,000
Field Maintenance
PA0124
9.340
40,000
Riverfront Dredging
DT0047
9.292
50,000
Fire Station Land
PF0081
9.337
95,000
Total Appropriations
$1,760,000
Source of Funding -
Investment Fund
2400 $1,735,000
CIP Fund
4000 $25,000
Total Sources
$1,760,000
Source: FY2023 CIP Fund (4000 Revenues & Expenditures budget.
571Page
Statement of Revenue and Expenditures: Capital Improvements Fund
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Grants
$1,483,324
$1,067,556
$2,155,557
0
Interest Income
$1,430
0
$1,430
0
Insurance
0
0
$1,200,000
0
Loans
$463,262
$48,236
$4,704,753
0
Charges for Service
$33,080
$35,097
$41,825
0
Other
$290,720
$460,031
$75,919
$25,000
Property Rent & Sales
$6,172
$17,494
$12,632
0
Interfund Transfers
$2,300,069
0
0
0
General Fund
$2,441,678
$3,336,120
$4,336,660
0
E911 Fund
0
0
0
0
MAP Fund
$170,000
$250,000
0
0
Investment Fund
$1,413,255
$1,368,075
$2,035,000
$1,735,000
Capital Projects Fund
$801,338
$182,926
$1,742,999
0
Bond Fund
$383,913
$50,000
$3,000,001
0
Solid Waste Fund
0
0
0
0
Civic Center Fund
0
$14,820
0
0
Total Revenue
$7,488,172
$6,830,357
$19,303,916
$1,760,000
Expenditures
Administration
$1,348,816
$495,353
$665,317
$555,000
Finance
$21,419
$77,058
$7
0
Technology
$67,531
$60,327
$322,662
0
Clerk/Customer Exper.
$31,836
$11,690
$23,714
0
Planning
$587,785
$315,105
$4,216,488
$280,000
Police
$103,258
$700,004
$672,162
$25,000
Fire
$259,768
$90,408
$420,965
$135,000
Engineering/Public
$2,300,069
0
0
0
Works*
Public Works
$110,372
$1,138,027
$580,000
Engineering/Floodwall
$1,728,161
$12,572,753
$145,000
Human Resources
$8,750
$18,600
0
0
Parks
$1,111,944
$846,031
$834,152
$4,0000
E911
$364,189
$46,500
$55,303
0
Interfund Transfers
General Fund
$172,419
$38,336
$3,128
0
Rental Fund
0
0
0
0
MAP Fund
0
0
$3
0
Investment Fund
$134,081
0
0
0
Capital Projects Fund
$801,338
$182,926
$4,043,003
0
Total Expenditures
$7,313,203
$4,720,871
$24,967,684
$1,760,000
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 $1.47 million.
Statement of Revenue and Expenditures: Bond Fund
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Bond Premium 0 $232,710 0 0
Bond Proceeds $20,520,000 $3,020,000 0 0
Interest Income $87,826 $125,240 $120,100 $110,100
Total Revenue $20,607,826 $3,377,950 $120,100 $110,100
Expenditures
Contractual Services
$181,627
0
0
0
Debt Service
$246,771
$3,252,710
0
0
Interfund Transfers
Debt Service
0
$273,229
0
0
Capital Projects Fund
$383,913
$50,000
0
$19,800,000
Total Expenditures
$812,311
$3,575,939
0
$19,800,000
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.
SOLID WASTE FUND
The division maintains an inventory of all
rollouts and manages their repair and
replacement on an as needed basis.
Commercial Collection:
This division is responsible for the
collection and disposal of commercial
solid waste materials contained in
dumpsters varying in size from 2 cubic
yards to 8 cubic yards. Our commercial
customers may require service ranging
from once per week to as many as six
times per week. This division maintains
an inventory of all dumpsters and
manages their repair and replacement on
an as needed basis.
Bulk, Brush, & Leaf:
This division of Solid Waste provides
collection of separated green waste to
include tree limbs, bagged grass
clippings, bagged leaves, and brush. This
division also provides by separate fee the
collection and disposal of bulk goods that
are not of solid waste or green nature that
may include the disposal of household
furniture and goods.
Compost and Yard Debris Recycling:
The City of Paducah's compost facility
located on North 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
FY2020 FY2021 FY2022 FY2023
Administration
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
City Enginer & Pub. Wks Director
0.25
0.0
0.0
0.0
Public Works Director
0.0
0.50
0.50
0.50
Assistant PW Director
0.5
0.50
0.50
0.25
Solid Waste Supervisor
2.0
2.0
2.0
2.0
Administrative Assistant
0.0
0.0
1.50
1.25
Administrative Assistant III
1.5
1.50
0.0
0.0
Residential Collection
0
$160
0
0
Laborer
2.0
2.0
3.0
1.0
Truck Driver
9.0
11.0
11.0
13.0
Commercial Collection
Truck Driver
4.0
4.0
4.0
4.0
Compost and Yard Debris Recycling
Compost Supervisor
1.0
1.0
1.0
1.0
Compost Equipment Operator
2.0
2.0
2.0
2.0
Laborer
1.0
1.0
0.0
0.0
Bulk, Brush, & Leaf
Right-of-way Maintenance
2.0
0.0
0.0
0.0
TOTAL
25.25
25.50
25.50
25.0
Statement of Revenue and Expenditures: Solid Waste Fund
Total Revenue
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Revenue
Grants
$14,001
$62,715
$53,500
$55,000
Property Rent & Sales
$72,986
$59,348
$40,000
$40,000
Charges for Services
$4,629,908
$4,560,891
$4,618,520
$4,659,100
Interest Income
$67,991
$27,164
$20,000
$20,000
Insurance
$108,500
0
0
0
Other Fees
0
$160
0
0
Total Revenue
$4,893,386
$4,710,278
$4,732,020
$4,774,100
Expenditures
Administration
$1,347,256
$1,252,718
$1,404,075
$1,252,978
Residential Collection
$2,012,940
$1,858,730
$2,231,555
$2,624,576
Commercial Collection
$1,264,457
$1,251,652
$1,321,680
$1,706,951
Compost
$647,785
$371,447
$1,098,930
$903,686
Bulk, Brush & Leaf
0
0
0
0
Landfill
$19,784
$14,132
0
$15,000
Recycling
$17,716
$21,978
$48,000
0
Interfund Transfers
$565,115
$363,859
$359,115
$397,460
Total Expenditures* $5,875,053 $5,134,516 $6,463,355 $6,900,651
*Capital acquisitions are transferred to the balance sheet at the close of the fiscal year.
621 ?age
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
FY2022 Accomplishments:
➢ Awarded Boater's Choice Award for the fifth straight year.
Staffing Summary: Transient Boat Dock Fund
Expenditures
Actual Actual
Revised
Proposed
Personal Services
FY2020 FY2021
FY2022
FY2023
Maintenance Technician*
Contractual Services
0.3 0.3
0.0
0.0
Laborer*
Commodities
0.0 0.0
0.3
0.3
$85,285
TOTAL
0.3 0.3
0.3
0.3
*Position split between Parks and Recreation and Transient Boat Dock Fund
Statement of Revenue and
Expenditures: Transient Boat Dock Fund
Actual
Actual
Revised
Proposed
FY2020
FY2021
FY2022
FY2023
Revenue
Rental Income
$21,755
$6,742
$21,000
$36,000
Interest on Checking
$154
$34
0
0
Sales
$46,868
$33,481
$45,000
$75,000
Permits & Fees
$4,165
$929
$5,000
$5,500
Interfund Transfers
General Fund
$11,017
$65,383
$33,715
$12,615
Total Revenue
$83,959
$106,569
$104,715
$129,115
Expenditures
Personal Services
$15,488
$19,177
$18,945
$20,937
Contractual Services
$21,934
$20,959
$23,385
$22,890
Commodities
$46,412
$68,319
$62,385
$85,285
Total Expenditures
$83,834
$108,455
$104,715
$129,112
631Page
Fund Description:
The main function of the Robert Cherry Civic Center is
to provide rental services at a competitive rate.
Currently, the Robert Cherry Civic Center is undergoing
renovations. Rental services will resume once
renovations are complete. Paducah Parks & Recreation
is responsible for overseeing the rentals at the Robert
Cherry Civic Center including handling the reservations,
obtaining set up information, and making sure that all
documentation is in place prior to the rental date. An
outside vendor is contracted to provide cleaning and set
up services for the events.
CIVIC CENTER FUND
Statement of Revenue and Expenditures: Civic Center Fund
Revenue
Rental Income
Actual Actual Revised
FY2020 FY2021 FY2022
$15,423 ($2,750)
0
Proposed
FY2023
0
Interfund Transfers
General Fund $42,932 $28,900 $18,025 $25,420
Total Revenue $58,355 $26,150 $18,025 $25,420
Expenditures
Contractual Services
$12,239
$2,524
$2,525
$2,220
Commodities
$35,730
$17,459
$15,500
$23,200
Depreciation
$10,021
$10,021
$10,025
$10,025
Interfund Transfers
Capital Projects Fund
0
$14,820
0
0
Total Expenditures
$57,990
$44,824
$28,050
$35,445
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
Expenditures
Actual
Actual
Revised
Proposed
$88,710 0 0
FY2020
FY2021
FY2022
FY2023
Section 8
Commodities
$394
$450 0 0
Housing Coordinator
1.0
1.0
0.0
0.0
Section 8 Program Admin.
0.0
0.0
0.0
0.0
Housing Specialist
0.0
0.0
0.0
0.0
Planner 1
0.0
0.0
0.0
0.0
TOTAL 1.0
1.0
0.0
0.0
Statement of Revenue and Expenditures:
Section 8 Fund
Actual
Actual
Revised
Proposed
FY2020
FY2021
FY2022
FY2023
Revenue
Grants
$91,507
$95,545
0
0
Total Revenue
$91,507
$95,545
0
0
Expenditures
Personal Services
$86,537
$88,710 0 0
Contractual
$4,577
$4,665 0 0
Services
Commodities
$394
$450 0 0
Total Expenditures
$91,508
$93,825 0 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 many local fire departments and agencies. They have sole authority and
responsibility for the acquisition and disposal of all rolling stock and equipment owned
by the City of Paducah.
Staffing Summary: Fleet Maintenance Fund
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Fleet Maintenance
Fleet/Maintenance Superint.
0.5
0.5
0.5
0.0
Assistant PW Director*
0.0
0.0
0.0
0.25
Fleet Superintendent
0.0
0.0
0.0
1.0
Fleet Supervisor
1.0
1.0
1.0
1.0
Senior Admin Assistant
0.0
0.0
1.0
1.0
Administrative Assistant III
1.0
1.0
0.0
0.0
Fleet Mechanic II
4.0
4.0
4.0
5.0
TOTAL 6.5 6.5 6.5 8.25
*Position split between funds (Public Works, Maintenance, Solid Waste, and Fleet
Maintenance)
671Page
Statement of Revenue and Expenditures: Fleet Maintenance Fund
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Property Rent & Sales
$1,195
$3,304
0
$500
Internal Service Rev.
$413,994
$409,322
$479,000
$507,500
Other Fees
0
0
0
0
Interfund Transfers
General Fund
$110,454
$91,127
$95,755
$189,640
Solid Waste
$45,115
$37,221
$39,115
$77,460
Total Revenue
$570,758
$540,974
$613,870
$775,100
Expenditures
Personal Services
$597,087
$602,119
$521,510
$697,579
Contractual Services
$26,155
$29,631
$31,085
$29,295
Commodities
$56,314
$48,942
$61,275
$76,425
Depreciation
$5,225
$5,130
$5,500
$3,665
Total Expenditures
$684,781
$685,822
$619,370
$806,964
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
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Property Rent
$1,005,575
$1,003,323
$1,011,500
$1,073,715
Insurance
$48,025
$6,725
0
0
Sales
$32,457
$35,806
$25,000
$25,000
Interest Income
$56,264
$29,542
$8,000
$18,000
Interfund Transfer
0
$6,638
0
0
Total Revenue
$1,142,321
$1,082,034
$1,044,500
$1,116,715
Expenditures
Contractual Services
$53,069
$53,000
$53,195
$57,195
Commodities
$676
$314
$1,000
$1,000
Capital Outlay
0
$140,651
$911,700
$1,055,500
Depreciation
$841,699
$959,165
$900,000
$900,000
Interfund Transfers
General Fund
$250,000
0
0
0
Total Expenditures
$1,145,444
$1,153,130
$1,865,895
$2,013,695
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
Expenditures
Contractual Services $1,290,292 $1,369,971 $1,401,875 $1,364,560
Interfund Transfers
General Fund $50,000 0 0 0
Total Expenditures $1,340,292 $1,369,971 $1,401,875 $1,364,560
701Page
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Revenue
Interest Income
$234
0
0
0
Internal Service Revenues
$1,199,859
$1,341,492
$1,260,945
$1,269,630
Interfund Transfers
General Fund
$131,061
$140,231
$87,000
$90,000
Total Revenue
$1,331,154
$1,481,723
$1,347,945
$1,359,630
Expenditures
Contractual Services $1,290,292 $1,369,971 $1,401,875 $1,364,560
Interfund Transfers
General Fund $50,000 0 0 0
Total Expenditures $1,340,292 $1,369,971 $1,401,875 $1,364,560
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
FY2020 FY2021 FY2022 FY2023
Revenue
Internal Service Revenues $3,482,099
$3,495,783
$3,602,600
$3,650,600
Interest Income $58,779
$25,949
$7,000
$15,000
Total Revenue $3,540,878
$3,521,732
$3,609,600
$3,665,600
Expenditures
Contractual Services $2,828,105 $3,294,206 $3,539,600 $3,589,900
Interfund Transfers
General Fund $65,000 $65,000 $70,000 $75,700
Total Expenditures $2,893,105 $3,359,206 $3,609,600 $3,665,600
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. Starting in FY2017 this fund was funded
by the General Fund through FY2022 with the passing of the final pensioner.
Statement of Revenue and Expenditures: AEPF Fund
Expenditures
Actual
FY2020
Actual
FY2021
Revised
FY2022
Proposed
FY2023
Revenue
$9,940
$10,375 0
Contractual Services
$3,000
Interfund Transfers
$3,305 0
Commodities
$14
$14
General Fund
$13,386
$12,927
$13,665
0
Total Revenue
$13,386
$12,927
$13,665
0
Expenditures
Personal Services
$10,372
$9,940
$10,375 0
Contractual Services
$3,000
$2,973
$3,305 0
Commodities
$14
$14
$20 0
Total Expenditures
$13,386
$12,927
$13,700 0
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
Actual Actual Revised Proposed
FY2020 FY2021 FY2022 FY2023
Revenue
Property Rent & Sales
$185,489
$1,095,790
$260,000
$260,000
Interest Income
$95,440
$69,462
$100,050
$100,050
Other Fees
$13
$6,548
$1,000
$500
Internal Service Revenues
$8,870
0
0
0
Interfund Transfers
General Fund
$340,560
$343,000
$310,000
$260,000
Total Revenue
$630,372
$1,514,800
$671,050
$620,550
Expenditures
Personal Services
$965,299
$980,922
$982,400
$915,000
Contractual Services
$41,886
$42,764
$29,105
$30,355
Commodities
$300
$300
$300
$300
Total Expenditures
$1,007,485
$1,023,986
$1,011,805
$945,655
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
learning, healthy lifestyle, creativity, culture, and
compassion for one another.
Mission Statement - To be the best city in the world
Organizational Values
C, J-1
PADUCAH
Be the Best
Solution -Driven: We believe in proactively working together to discover innovative
solutions that meet our current and future needs.
Customer Experience: We believe in providing excellent service delivery for both our
internal and external customers through a welcoming and respectful environment.
Every Person Matters: We believe that every member of Team Paducah is critically
important as we strive to accomplish our mission, and every person that chooses to live,
work, and play in our City matters.
Action -Oriented: We believe Paducah leads through responsiveness, positive forward
momentum, and a thirst to always improve.
Fiscal Responsibility: We believe in the prudent stewardship of public funds.
r Personal Accountability: We believe in holding each other accountable to ensure our
core values are intentionally fulfilled as we strive to carry out our mission.
Government Structure and Partner Agencies
Paducah operates under a City Manager Plan form of government as outlined in Kentucky
Revised Statutes (KRS) 83A.150. Paducah's citizens voted on November 8, 1932, to utilize the
City Manager Plan. In 1934, L.V. Bean began serving as Paducah's first City Manager with
Mayor E.G. Scott.
The Paducah Board of Commissioners is comprised of the Mayor and four Commissioners
elected at large on a non-partisan basis. The Mayor is elected for a four-year term and each
Commissioner for a two-year term. The Mayor and Commissioners have equal voting powers.
The 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
751Page
approximately 330 full-time employees. The City Manager also is responsible for preparing the
budget, submitting it to the board for adoption, and administering it. Department directors report
directly to the City Manager. The City of Paducah is comprised of 11 main departments:
Administration, Customer Experience/City Clerk, Police, Fire, Finance, Parks & Recreation,
Technology, Planning, Engineering, Public Works, and Human Resources.
After conducting a national recruitment process using the executive search firm GovHR USA,
the Paducah Board of Commissioner approved in July 2021 the hiring of Daron Jordan as
Paducah's City Manager. Jordan had previously served as the city manager of Paris, Kentucky.
Jordan holds a Master's in Organizational Management and has been certified by the
International Economic Development Council as a Certified Economic Developer.
The Paducah Board of Commissioners also appoints various boards, commissions, and
advisory groups that oversee quasi -governmental agencies and/or help in the decision-making
process. Paducah Water, Paducah Power System, and the Paducah -McCracken County Joint
Sewer Agency are separate agencies that operate under boards appointed by the elected
officials. Other utilities in Paducah including Atmos Energy and Jackson Purchase Electric
operate privately.
The Paducah -McCracken County
Convention Center Corporation
(PMCCC), an independent board of
directors appointed by Paducah's
Mayor and the McCracken County
Judge -Executive, oversees two
convention center facilities and the
dome pavilion in downtown
Paducah. VenuWorks, which began
working in Paducah in February
2019, manages the facilities.
The Julian Carroll Convention
Al'z
r.
Center encompasses more than 65,000 square feet of convention space. Attached to the
Convention Center is the Bill and Meredith Schroeder Expo Center providing an additional
45,000 square feet. The 37,800 square feet of convention space inside the inflatable dome
pavilion is marketed alongside the Convention Center and Expo Center. The facilities have
seen an uptick in the number of sports leagues interested in renting space for tournaments.
Community Overview
Paducah, which is approximately 20 square miles, is the only incorporated community in
McCracken County, Kentucky. The 2020 Census shows population growth for both the city and
county with a total McCracken County population of 67,875, an increase of 3.52 percent.
Paducah experienced an 8.44 percent growth between 2010 and 2020 with the 2020 Census
761Page
figures at 27,137. However, since Paducah is the economic, educational, medical, and cultural
hub of the region, daytime population can often swell to more than 100,000 people. This
daytime population places a stress on the local services including police, fire, and E911
response.
Paducah can be reached by five
exits along Interstate -24,
approximately halfway between
the metropolitan areas of St.
Louis, Missouri and Nashville,
Tennessee. The developing
Interstate -69 corridor also is a
key player in leading people to
Paducah.
Paducah is uniquely located at
the confluence of the Ohio and
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Tennessee Rivers. The Paducah area is often referred to as the Four Rivers Region and the
Hub of the Inland Waterways because of its proximity to the Ohio, Tennessee, Cumberland, and
Mississippi Rivers. Residents and tourists enjoy the natural features of neighboring Land
Between the Lakes National Recreation Area.
Situated in far western Kentucky, the
topography of Paducah and the surrounding
region includes alluvial plains and small hills.
Much of the area is nearly flat and poorly
drained which stresses the City's aging storm
water drainage system. However, the soil is
fertile, and agriculture sustains the
surrounding region with corn, soybeans, and
wheat as the dominant crops. Paducah's
inland location tends to produce a large
seasonal temperature range with highly
variable weather. The mean temperature is
57.8 degrees with a record high of 108 and a
record low of -15. Its position north of the
Paducah's Population Trend
Year Population
2020
27,137
2010
25,024
2000
26,307
1990
27,256
1980
1970
1960
29,315
31,627
34,479
Sources: U.S. Census Bureau and City of
Paducah Comprehensive Plan
Gulf of Mexico contributes ample moisture for precipitation. Paducah typically receives 49
inches of precipitation with an average of nine inches of snow.
771Page
Paducah's heritage is reflected in 19th century architecture and a number of museums and
historic markers. Paducah, originally known as Pekin, was settled around 1815. Settlers were
attracted to its location at the confluence of the Ohio and Tennessee Rivers. In 1827, William
Clark, Superintendent of Indian Affairs for the Mississippi -Missouri region, arrived in Pekin with
a title deed issued by the United States Supreme Court to the land he now owned. The town
was then platted and named in honor of the Padouca Indians. Paducah was incorporated in
1830 and chartered in 1856.
Paducah thrived in the 19th century due to its port, dry dock facilities, and factories. However,
the extreme fluctuation of the Ohio River led to several floods with the most notable in 1937. As
a result, the United States Army Corps of Engineers constructed a 12 -mile concrete and earthen
floodwall to protect Paducah. The floodwall was completed in 1949. The floodwall also serves
as a tourist attraction due to the beautiful Dafford murals. Plus, several miles of the levee
section serve as the surface for the Greenway Trail.
This floodwall and floodgates were put to good use in 2018 and 2019
nearly 53.3 feet in February
2019, the sixth highest crest on
record in Paducah.
Since 1997, the City has been
working with the U.S. Army
Corps of Engineers to
rehabilitate the floodwall
including the rehabilitation of all
pump stations, flap gates, seal
closures, gate wells, I -walls,
and the construction of a new
pump station. The
rehabilitation projects are in
their final stages. However,
these critical and current
projects have a significant
The Ohio River reached
budgetary impact. The floodwall rehabilitation is an approximately $37 million project with a
65/35 cost-sharing split.
In additional to river and rail industries, Paducah is called the Atomic City due to an area just
outside of Paducah being selected in 1948 for the development of a uranium enrichment plant.
The plant has been decommissioned with the facility currently undergoing significant cleanup.
The uranium enrichment plant led to population growth in Paducah in the mid -19th century.
781Page
Economic Overview
Paducah's Principal Taxpayers
— Property Tax (2021)
Fiscal Year Real Estate
% of Total
Taxpayer
Assessed Valuation
Assessed
Property
Valuation
Kentucky Oaks Mall
$58,870,100
2.40%
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%
WKO Holdings, LLC
9,939,200
0.41%
TOTALS
$168,667,114
6.88%
Source: Property Valuation Administration; Assessed value as of January 1, 2020
The Paducah -McCracken County Labor Shed consists of 11 counties in western Kentucky and
southern Illinois with a population of more than 233,000 that includes a highly skilled workforce
of approximately 120,000. Paducah has a mix of commercial, industrial, cultural, institutional,
and hospitality -based businesses. Healthcare and education services are among the top
employers. The accredited Paducah Area Chamber of Commerce is one of the largest in the
state with approximately 1000 business members.
The area also is served by Barkley Regional Airport which is located in McCracken County. The
airport receives financial support from the City of Paducah. Currently, a new terminal is under
construction with an expected opening date in 2023. In March 2022, SkyWest issued a
departure notice to discontinue Essential Air Service to 29 regional airports including Barkley
Regional. The airport is working through the Essential Air Service process to support new air
service opportunities.
To assist residents and business owner with their entrepreneurial goals along with business
retention and expansion, the City of Paducah's Business Development Specialist, a position in
the Planning Department,
works collaboratively with
representatives from the
Greater Paducah
Economic Development
(GPED) and the Paducah
Area Chamber of
Commerce. Plus, in
collaboration with local
791Page
Fiscal Year Real Estate
Personal
Property
Commercial
Residential
2021
$1,041,983,926
$936,331,898
$584,105,652
2020
$988,724,688
$903,643,347
$518,116,004
2019
$959,205,670
$882,316,666
$550,296,896
2018
$945,354,526
$842,349,240
$746,891,857
2017
$900,450,880
$802,111,012
$603,335,847
Source:
McCracken County Property
Valuation Administrator
791Page
partners, the City offers a Small Business Resource Guide providing connections to local banks,
commercial insurance agencies, accountants, and grants.
With Paducah's easy river access and rail service, the city is the headquarters for several river
industry giants including Ingram Barge, Marquette Transportation, James Marine, and Crounse
Corporation. Paducah is at the center of the inland waterways linking cities including Pittsburgh
and Minneapolis/St. Paul to the Gulf of Mexico. The Paducah Riverport Authority is positioned
for growth in the sector of intermodal river transportation through the purchase of the largest
flat -top tower crane in North America. In 2015, the U.S. Department of Commerce Foreign -
Trade Zone Board approved the Riverport to establish a foreign -trade zone, an incredible
business recruitment tool. In August 2018, U.S. Secretary of Transportation Elaine Chao
announced the establishment of a new Inland Waterways Gateway Office in Paducah.
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Employer
Employees (1) % of Total Employment
(2)
Baptist Healthcare Systems
1474
5.65%
Bon Secours Mercy Health, Inc.
1448
5.55%
Walmart Associates, Inc.
993
3.81%
Paducah Board of Education
589
2.26%
Lowes of Paducah #465
396
1.52%
West Kentucky Community & Technical
375
1.44%
College
Baptist Health Medical Group
367
1.41%
Vi Wintech Window & Door
358
1.37%
City of Paducah
337
1.29%
Commonwealth of Kentucky
310
1.19%
TOTALS
6647
25.51%
Sources:
(1) City of Paducah Finance Department
(2) State of Kentucky — Office of Employment and Training. (Ratio based on
employment within County of McCracken)
During Fiscal Year 2021, the coronavirus (COVID-19) pandemic caused the City of Paducah to
navigate 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. Fiscal Year 2022 saw some
rebounding in the revenue allowing the hiring freeze to be lifted and a rollback on many of the
budget -protecting COVID-19 tactics.
801Page
Economic Indicators for Last Ten Fiscal Years
Fiscal Population Personal Capita Median Unemployment
Year (1) Income (1) Income Age (1) Enrollment Rate (3)
2020-
2021
(1) (2)
27,137 $503,179,300 $32,097 41.4 2832
2019- 25,024 $503,179,300 $20,430 41.4 3,232
2020
5.9%
5.4%
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
2014
2012- 25,024
2013
$503,179,300 $20,430
$503,179,300 $20,430
41.4 3,138 8.2%
41.4 2,744 8.4%
2011- 25,024 $503,179,300 $20,430 41.4 2,682 8.0%
2012
Sources:
(1) Bureau of the Census Count - 2010, 2020
(2) Board of Education; represents elementary and secondary public schools
(3) Kentucky Cabinet for Human Resources, Department for Employment Services
Educational Opportunities
Paducah and McCracken County have had significant investments in educational facilities over
the past decade. Currently, the Paducah Independent School District is constructing a new
Head Start Building adjacent to Paducah Tilghman High School. Federal Disaster Relief Act
funds in the amount of $14.5 million are being used for the project. The funding is a result of the
heavy rain from the remnants of Hurricane Harvey in 2017 which flooded the Head Start facility.
Outside the City limits, the new Lone Oak Middle School, a nearly $39 million project, opened to
students in late 2021.
Other significant achievements include the 2020 grand opening to celebrate the $22.6 million
investment for the Paducah Innovation Hub at Paducah Tilghman High School, a state-of-the-art
technology center where students and community members can access and connect to industry
skills. These recent projects are in addition to the more than $90 million worth of educational
projects completed before 2020. In 2013, the community saw the openings of the 94,000
square -foot Paducah Middle School and the 300,000 square -foot McCracken County High
School which consolidated three county high schools.
81 IPage
Population,Overview
Quick Facts
Paducah
Kentucky
Population 2020 Census
27,137
4,505,836
Population 2010 Census
25,024
4,339,367
Percent Chane 2010 to 2020
8.44%
3.84%
Persons under 5 years, percent, 2020
6.5%
6.1%
Persons under 18 years, percent, 2020
20.5%
22.4%
Persons 65 years and over, percent, 2020
19.5%
16.8%
Female persons, percent, 2020
53.5%
50.7%
White alone, percent, 2020
73.4%
87.5%
Black or African American alone, percent, 2020
21.8%
8.5%
American Indian and Alaska Native alone, percent, 2020
0.9%
0.3%
Asian alone, percent, 2020
0.8%
1.6%
Native Hawaiian and Other Pacific Islander alone, percent, 2020
0.1%
0.1%
Two or More Races, percent, 2020
2.2%
2.0%
Hispanic or Latino, percent, 2020
3.1%
3.9%
Veterans, 2016-2020
1341
257,452
Foreign born persons, percent, 2016-2020
2.0%
4.0%
Housing units, July 1, 2019
NA
2,006,358
Owner -occupied housing unit rate, 2016-2020
51.0%
67.6%
Median value of owner -occupied housing units, 2016-2020
$118,100
$147,100
Households, 2016-2020
11,592
1,748,053
Persons per household, 2016-2020
2.05
2.48
Living in same house 1 year ago, percent of persons age 1 year+,
2016-2020
Language other than English spoken at home, % of persons age 5
ears+, 2016-2020
High school graduate or higher, percent of persons age 25 years+,
2016-2020
Bachelor's degree or higher, percent of persons age 25 years+,
2016-2020
Median household income in 2020 dollars), 2016-2020
88.1%
3.2%
90.6%
26.5%
$39,061
85.5%
5.7%
87.2%
25.0%
$52,238
Per capita income in past 12 months in 2020 dollars), 2016-2020
$30,620
$29,123
Persons in poverty,percent
21.6%
14.9%
Source: U.S. Census Bureau
Regarding higher education, the Murray State University Paducah Regional Campus opened in
2014. The facility, which receives financial support from the City through bond payments, is
situated across from West Kentucky Community & Technical College (WKCTC) along
Paducah's higher education corridor on U.S. 62. In February 2019, WKCTC and MSU signed a
transfer agreement to allow for a seamless pathway for WKCTC graduates to transfer credits in
certain fields toward a bachelor's degree from MSU.
Over the past several years, the Aspen Institute has recognized WKCTC as a community
college that achieves strong student success. In 2015, Aspen named WKCTC as one of the top
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.
The downtown and adjacent Lower Town
areas of Paducah benefit from the
presence of the Paducah School of Art &
Design, which is associated with WKCTC.
In 2016, the school completed the
renovation of the historic property known
as the Kitchens Building, a property bought
by the City of Paducah for the school. The
building houses painting, drawing,
photography, design, and multi -media
programs.
In addition to the variety of higher education opportunities offered through WKCTC, the college's
Emerging Technology Center features an 18,000 square -foot high bay area that allows
customizable training for a variety of companies. The University of Kentucky Paducah
Engineering Campus also resides in that corridor in addition to the Challenger Learning Center.
To prepare the workforce of the future, the Paducah -McCracken County area is committed to
providing scholarship funding for up to 60 credit hours toward higher education at WKCTC. In
2010, the City, County, Rotary Club of Paducah, and private partners worked together to create
the Community Scholarship Program. The City of Paducah contributes funding annually to the
program. Students enroll in the program in their freshman year of high school. If they meet the
performance and behavior guidelines, the scholarship fund will pay the balance of their tuition
not covered by federal, state, or other grants.
Cultural and Creative Community
Paducah is internationally known for its arts
and culture, and the City of Paducah provides
financial support to many of the local arts
agencies. The local economic impact of
tourism is $190 million in direct expenditures
and approximately $300 million in total
expenditures. Paducah is called Quilt City
USA® based on the founding of the American
Quilter's Society by quilt visionaries Bill and
Meredith Schroeder. Due to the COVID-19
situation, the 2020 and 2021 annual AQS
QuiltWeek TM, which attracts approximately
30,000 local and international visitors each
831Page
April, had to be cancelled, but the event and its crowd of fiber arts enthusiasts returned in April
2022. These quilt and art enthusiasts also visit the National Quilt Museum of the United States
located in downtown Paducah. During 2017 and 2018, Paducah held biannual quilt shows with
the second show held in the fall.
Paducah is known as a Creative City. Paducah's long tradition of quilting and fiber arts led to its
designation in 2013 by the United Nations Educational, Scientific and Cultural Organization
(UNESCO) as a City of Crafts & Folk -Art. In September 2017, Paducah proudly hosted the
UNESCO Creative Cities of Crafts & Folk -Art Annual Meeting. Paducah was in the spotlight as
global leaders shared strategies of incorporating the arts and culture.
Other cultural attractions in downtown
Paducah include the River Discovery
Center, a museum with a pilothouse
simulator that celebrates Paducah's
maritime legacy. Market House Theatre,
which originated in the 1960s, provides a
regular schedule of artistic opportunities
for people of all ages. Within walking
distance in the historic downtown district
are the Paducah Railroad Museum,
William Clark Market House Museum, the
Lloyd Tilghman House & Civil War
Museum, Yeiser Art Center, and Maiden
Alley Cinema. One of the biggest
ftw... -_
downtown attractions is the Luther F. Carson Four Rivers Performing Arts Center, or simply the
Carson Center. This nearly 98,000 square foot regional facility seats 1806 people in its main
hall. The Carson Center, which opened in 2004, is home to the Paducah Symphony Orchestra
and provides a variety of programming including educational and family series events, concerts,
and Broadway musicals.
Paducah is thrilled to see a more than $14 million investment in Paducah's Southside with The
Dunlap project. This renovation to the historic Walter C. Jetton Middle School will include
housing units, a restoration of the concert hall for the Paducah Symphony Orchestra, and the
creation of a conservatory for music training and education. The groundbreaking for this project
was in August 2021.
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
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.
The Paducah Creative & Cultural Council set
their bylaws and began meeting in 2020. This
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
PADUCAH
CREATIVE &
CULTURAL
COUNCIL
corridors; and performing assessments on the state of arts and culture in Paducah. Early in
2022, the Council launched the website paducaharts.org which includes a creative directory.
Artists of all types are encouraged to submit their information for inclusion on the directory which
will help link artists with projects.
Neighborhoods
Neighborhood revitalization 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
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.
85 1 Page
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 residents and business owners. In June and July 2021, the City, volunteers,
and partners held Southside Rise & Shine Neighborhood events which allowed a neighborhood
to be the center of attention for a week of beautification and celebration. The City is continuing
to prioritize Southside with the creation of a Steering Committee and a focus on revitalization in
the Walter Jetton Neighborhood, the site of The Dunlap project.
The City of Paducah also partners with the Paducah Alliance of Neighbors by providing funding
to the non-profit as it works to achieve Community Housing Development Organization (CHDO)
status with the Kentucky Housing Corporation.
Downtown
Paducah Main Street, a division of the Paducah Planning Department, 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 June 2021, the City received from an Entertainment Destination Center license from the
State. This license allows customers to take to -go alcoholic drinks in designated cups from
participating businesses to stroll our historic streets, browse the windows of local boutiques, and
enjoy the riverfront and outdoor events.
Paducah enjoys seeing new businesses open in the district and provides revitalization programs
for assistance. Programs include facade and beautification grants, roof stabilization assistance,
and upper story residential grants.
The City of Paducah is dedicated to providing an environment for downtown growth. In March
2021, the City was thrilled to receive final approval by the Kentucky Economic Development
Finance Authority (KEDFA) for Paducah's Downtown Riverfront TIF District (TIF). The City also
has created a Prospectus of Projects for the City's two Opportunity Zones.
861Page
A pivotal downtown project that
is launching in the summer of
2022 in Downtown 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
will be city -owned parking and public open space.
In September 2020, the City held a ribbon cutting for Greenway Phase V which extended the
trail from Jefferson Street through Schultz Park along the riverfront. Schultz Park also received
a major facelift which prepares it for the projects associated with the $10.4 million Better
Utilizing Investments to Leverage Development (BUILD) grant that the City is receiving through
the Maritime Administration (MARAD).
The BUILD grant's primary objectives are to provide improved transportation elements and
increase the passenger experience for riverboat visitors who visit downtown Paducah. After the
engineering design and construction bidding process, the approximately 18 -month construction
period could begin in the summer of 2023. The BUILD grant's transformative projects for
Paducah's downtown and riverfront include
• A new dock structure and excursion landing plaza to be located downstream of the foot of
Broadway;
• Improved bike and pedestrian linkages through the improvements of three intersections,
the addition of wayfinding, and creation of a multi -use path; and
• Improvements near the transient boat dock (former Executive Inn site) to include green
space and seating.
Embracing Our River Access
In October 2020, Paducah/McCracken County along with Calvert City celebrated being named
in the Tennessee RiverTowns Program. Paducah previously was a Pilot Community for the
Tennessee RiverLine Partnership. With the RiverTowns selection, we are working with other
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.
871Page
In January 2022, Tennessee RiverLine awarded Paducah -McCracken County the Excellence in
River Animation award for demonstrating an exemplary commitment to breaking down access
barriers to river spaces and experiences through river programming that is safe, inclusive and
innovative. Training experiences at
local pools and multiple small events
on area rivers are helping build a
culture of paddling among diverse
community members and
organizations.
Also, for the fifth consecutive year,
Paducah's Transient Boat Dock
located in downtown Paducah
received the Boater's Choice Award
through Marinas.com. The award
honors marinas and docks that
consistently provide an excellent
home for the boating community.
Parks & Recreation
The City of Paducah offers more than two dozen parks and recreational facilities. To encourage
health and fitness and link several neighborhoods, Paducah has been extending the Greenway
Trail. Currently, Paducah has more five miles of Trail for the community to enjoy.
A partnership between the City and
McCracken County, grants, and
corporate donors led to the
installation of the Bob Leeper
Pedestrian Bridge over Perkins Creek
in September 2020. This 110 -foot
long bridge ties the City's 5 -mile trail
to McCracken County's 1.5 -mile trail
and facilities.
Noble Park has celebrated several
enhancements including the following:
• The 2020 opening of the
Music Garden, an interactive
playground with outdoor musical instruments. The City, seven garden clubs of Paducah,
and private donors were partners in this fun project.
• In 2020, the City celebrated the revitalization of the Noble Park Tennis Courts which
over the past few years have included the addition of a restroom facility, the
881Page
reconstruction of the courts, the addition of sidewalks, and paved parking. The two
junior courts received additional striping to designate pickleball, a sport growing in
popularity.
A ribbon cutting was held in 2020 for the Peck Education Trail, a project funded by the
estate of J. Lane Peck. The Peck Education Trail is more than a half mile in length and
connects to the existing wooded trail behind the Amphitheatre. In 2021, the Kentucky
Recreation & Parks Society's (KRPS) honored the Paducah Parks & Recreation
Department with the 2021 Outstanding Facility Award for the Peck Education Trail.
Along with parades, recreational leagues, and events organized though the Parks & Recreation
Department, the City of Paducah also supports numerous annual festivals through either cash
or in-kind support including the Dogwood Trail, AQS QuiltWeekTM, the Lower Town Arts & Music
Festival, and Barbecue on the River.
Commission Priorities
After holding a strategic planning session in February 2022, the Paducah Board of
Commissioners adopted 10 priorities. The Board is receiving quarterly reports updating each
priority. There are also three continuous improvement items. The Commission Priorities and
continuous improvement items (in no particular order) along with their objectives are listed
below:
Priority - 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. A
911 Communication Oversight Committee has been meeting since January 2022 to
review this priority and make recommendations to the City and County.
Priority— Beautification — The goal is a focused effort on City services and projects
that visually improve the community. In January 2022, the City launched an online
portal and app which focuses on brush collection, code enforcement, and general
inquiries.
Priority — Community Growth — The goal is to invest time and resources that provide
a platform for community enhancement and development. The City and County are
discussing a joint comprehensive planning effort. Plus, the 2021 Commission Priority of
launching the Remote Workers Incentive Program is continuing with several successful
applicants who have relocated to Paducah.
Priority— Continue Efforts to Improve Operational Efficiencies — The goal is to use
existing and new data to achieve process improvements. In 2022, the Board learned
about the construction development process.
891Page
Priority - 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 City Block project, and
Opportunity Zones. This priority
also focuses on small businesses
and filling vacant storefronts
through energizing the merchants,
Paducah Main Street Board, and
associated committees.
• Priority - Housing — The goal is to improve Paducah's housing stock through
residential housing development incentives, partnerships with financial institutions, and
partnerships with developers. The City is working to provide surplus property parcels
for redevelopment along with an incentive of providing house plans at no charge.
Furthermore, a success story is the private development to rehabilitate the former
Walter Jetton School. The City assisted through a roof stabilization grant.
• Priority - Minority Inclusion — The objective is to lead by example through the
adoption of city-wide and departmental inclusion strategies focusing on a diverse pool
of applicants for employment, committees, and boards. In 2022, employees
participated in Diversity, Equity, and Inclusion training. Plus, the Paducah Diversity
Advisory Board is meeting to provide recommendations to the community and City
leaders.
• Priority— Protecting Key Historical and Cultural Resources — The goal is to
collaborate with community partners to support and invest in the historical and cultural
resources unique to Paducah. The City is working to renovate the Civic Center and in
partnership with the McCracken County Sports Tourism Commission will work to honor
the legacy of Dr. William Stuart Nelson as part of the joint City/County sportplex.
• Priority - Southside Enhancements — The objectives are to engage, empower, and
beautify the Southside region of neighborhoods and its associated business community.
In 2021, the City held two public meetings to gather input from the residents and
businesses which led to the Southside Rise & Shine Neighborhood events, an eight
week endeavor during June and July 2021. Each week, one neighborhood was the
focus for beautification and volunteer projects with a Sunday celebration as the
capstone. The focus now is to work on residential and commercial development in the
Walter Jetton area, develop incentive programs, and support the work of the Southside
Steering Committee.
• Priority— Trails and Bike Path Enhancements —The goal is to increase recreational
and multi -modal transportation opportunities by determining the next phase of the
901Page
Greenway Trail, pursuing grant opportunities, and revisiting the bike plan for
implementation opportunities.
Continuous Improvement — Joint City/County Sportsplex — 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. The facility design is underway.
• Continuous Improvement -
Stormwater —With a topography
that leads to flash flooding and
an aging stormwater
infrastructure, the City is
implementing projects outlined in
the Stormwater Master Plan.
Using FEMA and ARPA funding,
the City is replacing the bridge
on Buckner Lane near Buckner
Lake Circle. This is a
comprehensive project to reduce
flooding in that area. Also, the
City has expanded the project
scope for the South 2411 Street and South 251h Street road projects to include a four -
acre stormwater detention basin.
Continuous Improvement - City Facilities — The City is prioritizing the facility needs
outlined in the 2020 Facilities Survey and Plan that assessed 14 City buildings. The
Parks & Recreation Department Building and Fire Station #4 are two of the priority
facilities in need of attention. Plus, the City has allocated funds to the City Facility
Improvement Trust Fund. The goal is to have $1 million available for use in FY23 to
begin maintenance projects. The goal is for departments to start reimbursing the City
Facility Improvement Trust Fund in FY24.
91 IPage
THE BUDGET PROCESS
February 2, 2022 — Finance sends out budget calendar to departments
February 10, 2022 — Personal services population verified
February 28, 2022 — Payroll cost projections finalized for personal services
March 15, 2022 — Budget training / open lab
March 25, 2022 — Budget entry closed to departments
April 11 — April 15, 2022 — Department budget interviews with Finance Director
April 18 — April 22, 2022 — Department budget interviews with City Manager
May 2 — May 6, 2022 — Budget workshop with City Commissioners
i May 24, 2022 — Introduce 1 sc reading of budget ordinance
June 14, 2022 — Second reading and adoption of budget ordinance
July 6, 2022 — Budget Book posted on City website
921Page
CC Deoartment/Divisions
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 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
2019-
TOTAL PLANNING
1601 ADMINISTRATIVE SERVICES
EMPLOYEE BUDGET CENSUS
FY2020
FY2021
FY2022
FY2023
Proposed
Proposed
Proposed
Proposed
Change
2019-
2020-
2021-
2022-
From
2020
2021
2022
2023
Py
5
5
5
5
0
5
6
7
7
0
0
0
0
0
0
0
0
0
0
0
10
11
12
12
0
2
2
2
2
0
5
4
4
4
0
0
0
0
0
0
5
5
5
5
0
12
11
11
11
0
0
0
0
0
0
4
4
5
6
1
5
5
5
4
-1
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
2
2
2
2
0
5
5
5
5
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
8
8
7
7
0
5 5 5 5 0
931Page
1602
PATROL
61
62
62
63
1
1604
INVESTIGATIONS
21
20
20
19
-1
1607
COPS GRANT
0
0
3
3
0
TOTAL POLICE
87
87
90
90
0
1801
ADMINISTRATION
4
3
3
3
0
1802
SUPPRESSION
59
60
60
60
0
1803
PREVENTION
10
11
11
11
0
1804
TRAINING
1
1
1
1
0
1805
CONSTRUCTION
0
0
0
0
0
1806
CODE ENFORCEMENT
0
0
0
0
0
TOTAL FIRE
74
75
75
75
0
2201
ADMINISTRATION
0
0
0
0
0
2202
STREET MAINTENANCE
21.25
23.75
24.75
23
-1.75
2214
DOWNTOWN LANDSCAPE
0
0
0
0
0
2216
MAINTENANCE
12.75
14.25
13.25
13.75
.5
TOTAL EPW - PUBLIC WORKS
34
38
38
36.75
-1.25
2201
ADMINISTRATION
4.25
4.5
4.5
4
-.5
2209
RESIDENTIAL
11
13
14
14
0
2210
COMMERCIAL
4
4
4
4
0
2211
COMPOST & RECYCLING
4
4
3
3
0
2212
BULK BRUSH
2
0
0
0
0
TOTAL SOLID WASTE
25.25
25.5
25.5
25
-.5
2215
FLEET MAINTENANCE
65
65
65
8.25
1.75
2401
ADMINISTRATION
8
8
9
3
-6
2402
GROUNDS & CEM.
14
12
14.7
16.7
2
2405
RECREATION
0
0
0
6
6
2409
SPECIAL EVENTS
5_7
5_7
2
0
-2
TOTAL PARKS & RECREATION
27.7
25.7
25.7
25.7
0
2406
BOAT DOCK
03
03
03
03
0
941Page
3011
HUMAN RIGHTS
0
0
0
0
0
3307
ENGINEERING
5.25
6
6
6
0
3308
FLOOD CONTROL
5
5
5
5
0
GIS
0
0
0
0
0
TOTAL EPW - ENGINEERING
10.25
11
11
11
0
3511
RISK/HUMAN RESOURCES
3
4
4
4
0
4011
E911
23
23
23
23
0
4411
PRA
0
0
0
0
0
TOTAL FULL-TIME POSITIONS
330
335
339
339
0
330
335
339
339
0
* -The above amounts include
elected officials (5).
Summary:
FY2020
FY2021
FY2022
FY2023
Change
GENERAL FUND
274.95
279.7
283.7
282.45
-1.25
E911 FUND
23
23
23
23
0
ENTERPRISE FUNDS
32.05
32.3
32.3
33.55
1.25
FULL-TIME POSITIONS
330
335
339
339
0
951Page
OUTSTANDING DEBT
961Page
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961Page
CONTRACT FUNDING RECOMMENDATIONS
Organization
Fund
Amount
Carson Center
24000401 580610
$ 45,000.00
Maiden Alley Cinema
24000401 580710
$ 2,000.00
Market House Theatre
24000401 580600
$ 23,000.00
Midtown Alliance
24000401 580680
$ 30,000.00
National Quilt Museum
24000401 580650
$ 12,000.00
Paducah Arts Alliance
24000401 580840
$ 3,000.00
Paducah Symphony Orchestra
24000401 580550
$ 15,000.00
River Discovery Center
24000401 580570
$ 4,000.00
Habitat for Humanity
24000401 580870
$ 10,000.00
Sprocket
24000401580810
$ 75,000.00
Tornado League Football
24000401 580880
$ 2,000.00
UTHF — Hotel Metropolitan
24000401 580590
$ 3,000.00
Yeiser Art Center
24000401 580330
$ 15,000.00
Paducah Housing Authority
24000401 580860
$ 2,500.00
Total
$ 241,500.00
971Page
CITY OF PADUCAH, KY FLEET ACQUISITION FY2023
Fleet Lease (071)
Dpt Year Make/Model Proj. Cost
PW — Maint.
2023
'/z Ton Pickup 4WD
PW — Street
2023
60" ZTR
Parks
2023
3/4 Ton Pickip 4x4
Police
2023
Detective SUV
Police
2023
(5) Patrol SUV's
Fire
2023
Pumper Truck
Total for Fleet Lease Trust Fund
Solid Waste (050)
Dpt Year Make/Model
Commerical 2023 Front Loader
Residential 2023 Side Loader
Total for Solid Waste Fund
$37,000
$13,000
$40,000
$45,000
$240,500
$680,000
$1,055,500
Proj. Cost
$331,000
$331,000
$662,000
Total for Fleet Acquitision Plan for FY2023 $1,717,500
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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.
Annual Comprehensive Financial Report
(ACFR) — The complete annual financial
report of the City that is prepared in
conformity with generally accepted
accounting principles. An independent
auditing firm audits the financial statements
in this annual report.
Contractual Services — The costs related to
services performed by individuals or
businesses. Examples include insurance,
legal, audit, and landfill charges.
D
Debt Service — Payment of interest and
principal on an obligation resulting from
bond sales or lease -purchase agreements.
— A major administrative unit of
the City that indicates responsibility for an
operation or group of related operations
within a functional area.
Depreciation — Change in the value of
assets (equipment, buildings, etc. with a
useful life of five years or more) due to use
of the assets.
Division — A specific operation within a
group of related operations or functional
area.
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E
Enterprise Fund — A fund established to
account for operations that are financed and
operated in a manner similar to private
business. It is the City's intent to recover
the costs of providing the service primarily
through user charges.
Enterprise Resource Planning (ERP) —
Business management software — typically
a suite of integrated applications — that is
used to collect, store, manage and interpret
data from government activities.
Expenditures — Decreases in net financial
resources. Expenditures include current
operating expenses which require the
current or future use of net current assets,
debt service, and capital outlays.
F
Fiduciary Fund — A fund used to account for
assets held in trust by the government for
the benefit of individuals or other entities.
Fixed Assets — Assets of a long-term
character, which are intended to continue to
be held or used, such as land, buildings,
improvements other than buildings,
machinery and equipment.
Full Time Equivalent (FTE) —A position for
an employee working a 40 -hour week for 52
weeks a year, i.e., 2,080 annual hours
(2,912 for firefighters).
A fund is a grouping of related
accounts that is used to maintain control
over segregated resources for specific
activities or objectives.
Fund Balance — The net worth of a fund,
measured by total assets minus total
liabilities. For purposes of reading this
budget document, fund balance is cash.
Fiscal Year (FY) — A 12 -month period to
which the annual operating budget applies
and at the end of which a government
determines its financial position and the
results of its operations. The City of
Paducah's fiscal year begins July 1 st and
ends the following June 30th. The term
FY2016 denotes the fiscal year beginning
July 1, 2015 and ending June 30, 2016.
G
General Fund — The general fund is used to
account for receipts and payments that do
not belong to another specific fund, it is
often referred to as the `operating fund'.
General Obligation Bonds — Bonds for the
payment of which the full faith and credit of
the issuing government is pledged.
Geographic Information System (GIS) —A
program that facilitates the efficient
management of spatial or geographic
information.
Government Finance Officers Association
(GFOA) — The Government Finance
Officers Association is the premier
association of public -sector professionals
and is dedicated to providing high-quality
support to state and local governments.
Governmental Funds — Those funds through
which most governmental functions typically
are financed. The acquisition, use, and
financial resources and the related current
liabilities are accounted for through
governmental funds (General, Special
Revenue, Capital Projects, and Debt
Service Funds).
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I
Infrastructure — The basic equipment and
structures (such as roads and bridges) that
are needed for a municipality to function.
Internal Service Fund — A fund used for
operations serving other funds or
departments within a government on a cost -
reimbursement basis.
K
Kentucky Revised Statutes (KRS) — The
name given to the body of laws which
govern the Commonwealth of Kentucky.
M
Modified -Accrual Basis of Accounting —
Accounting system in which revenues are
recognized when available and measurable
and expenses are recorded when the
services or goods are received and the
liabilities are incurred.
Municipal Aid Program (MAP) — A program
in which a percentage of the motor fuels tax
received by the State is distributed to
incorporated cities based on their
population.
O
Operating Expenditure — An ongoing cost
for providing basic governmental services.
Ordinance — A formal legislative enactment
by the governing body of a municipality. If it
is not in conflict with any higher form of law,
such as a state statute or constitutional
provision, it has the full force and effect of
law within the boundaries of the municipality
to which it applies.
P
Payment In Lieu of Tax (PILT) — Payments
to the City of offset losses in property taxes
due to non-taxable property with their
boundary.
Pension Trust Funds A fund that is made
up of money that has been contributed by
both the employer and the employee for
pension benefits. A trustee administers the
funds and invests the money, collects the
earnings and interest, and distributes the
benefits.
Personal Services — The costs (wages and
benefits) associated with compensating
employees for their labor.
Proprietary Fund — Operation that operates
like a private commercial operation, in which
services are financed through user charges
and expenditures include the full cost of
operations.
R
Reserve — Fund balance that cannot be
appropriated or spent.
Revenues — Increases in net financial
resources. Revenues include the receipt of
assets for goods sold or services provided
in the current reporting period,
intergovernmental grants, and interest
income.
S
Special Revenue Funds — A fund
established by a government to account for
money that must be used for a specific
project.
U
Unfunded Liability — Any liability or other
expense that does not have savings or
investments set aside to pay it.
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