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Main Street board asks commission to transition program to nonprofit, hire staff and pursue aggressive downtown economic development
Summary
A Main Street board member urged the Paducah commission to transition the city-run Main Street program to a 501(c)(3) nonprofit with paid staff, a downtown office, a calendar of events and an economic-development focus to recruit businesses and renovate vacant buildings.
Board members and city staff presented a proposal on Jan. 28, 2025 to transition Paducah’s Main Street program from a city-managed function to an independent nonprofit that would focus on economic development, events and building preservation.
Assistant City Manager Michelle Smolin introduced the topic and said the city had previously authorized community meetings and stakeholder conversations. David Wilkins, identified as a Main Street board member, described the nonprofit model and urged rapid action: "We're saying it would be a 501(c)(3) nonprofit organization," Wilkins said. He proposed an independent board, an office downtown, and three paid staff positions (a director, an events/promotions manager and an economic-development lead). Wilkins said the nonprofit would run roughly 20–30 events a year and focus on recruiting locally owned retail, restaurants and small businesses while pursuing grants and fundraising to support operations.
Wilkins said community interest is strong: more than 80 people signed up as volunteers during recent listening sessions. He proposed launching the nonprofit in March 2025, hiring staff and opening a downtown office by the new fiscal year, and engaging a consultant to develop redevelopment and incentive strategies for large vacant buildings downtown. He suggested a fundraising target of about $50,000 in the first year, with the city funding an initial tranche and the nonprofit gradually reducing dependence on city funds—ideally to a level where the city provides about 25% of the nonprofit’s budget within several years.
Commissioners asked about annual budget and city contribution levels. Wilkins said final budget figures depend on commission direction and fundraising results; he described a phased approach in which the city initially funds the nonprofit while staff ramp up fundraising and event revenues. Commissioners expressed overall support and stressed leadership and board composition as critical. No formal vote was taken; staff and the Main Street board will return with a budget proposal and an implementation timeline for commission consideration.
