Layne Wilkerson for Mayor of Frankfort, KY

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From the Mayor’s Desk: A Productive Night for Frankfort

First, thank everyone who shared positive feedback on my budget article last week. That message is the launch of a regular series of updates where I can communicate directly with you about important city matters and share my perspective.

The idea came from a noticeable lack of meaningful information from other local sources, especially on something as important as the annual budget. While I acknowledge having a natural bias toward the decisions I help make, I will strive to maintain an objective view of the situation and be honest about areas where we can improve.

With that in mind, I would like to share my thoughts on the most recent City Commission meeting and explain why it was so significant.

Last week’s meeting was one of the most productive since the new Commission took office, addressing several of our city’s core priorities: growing our tax base, improving quality of life, enhancing public services, and preparing Frankfort for the future. It was a fitting way to close out our fiscal year, which ended on June 30.

We formally adopted the Fiscal Year 2026 (FY26) city budget, which I highlighted in last week’s newsletter. It is a disciplined and forward-thinking financial plan, with a projected general fund surplus for the first time in five years. That is the direct result of smart budgeting, modernized systems, and a strong focus on growing revenue responsibly without raising taxes.

But the good news didn’t stop there.

Housing
We also approved a mediation agreement that clears the way for long-awaited road expansion on the old Noel Farm property (on the East-West connector behind Franklin Square shopping center). This is a crucial step toward unlocking new housing opportunities in one of our fastest-growing areas. 

That same evening, we passed a resolution to move forward with the Banyan Foundation on a project that will bring much-needed affordable housing to the city-owned property on Schenkel Lane. Their proposal stood out for its strong development concept, offering a detailed, multi-phase vision for a mixed-income neighborhood.

The plan includes an initial phase of $16 million for 60 affordable rental units, future workforce housing, and commercial space, all supported by high-quality architectural renderings and site layouts prepared by DNA Workshop, a nationally recognized firm specializing in affordable housing design.

I have long said that one of the most significant barriers to Frankfort’s growth is our limited housing supply. These actions represent real progress toward putting new units in service and meeting the needs of current and future residents.

Downtown Revitalization
We also activated the long-planned TIF district downtown, which includes the old civic center and YMCA sites. This incentive tool enables the city to capture new tax revenue from future development and reinvest it in the infrastructure that supports these projects, such as the new transit center and parking structure.

Redevelopment is getting close, with the selection of a site and developer for the new downtown conference center expected soon. Once that decision is made, the redevelopment of the downtown parcels will accelerate, giving everyone the clarity needed to move forward.

Modernizing Government
I firmly believe in the concept of a “smart city,” where we use data and technology to deliver services more effectively and make better-informed decisions for our residents. To that end, we have approved a new contract with a technology platform that will enhance internal efficiency, facilitate the collection of more of what we are owed, and ultimately save money, all while delivering better service to taxpayers.

This is part of our broader strategy to modernize city government from the ground up. That includes future efforts to digitize records and create a one-stop shop for many government applications and services.

Supporting Our Residents
Finally, we allocated $195,000 to five local nonprofits as part of our efforts to combat opioid abuse. These funds will directly support prevention, treatment, and recovery programs in our community. It is an investment in both public health and public safety.

I am proud of the direction we are heading as we continue transforming Frankfort into a true regional hub, through expanded housing, downtown revitalization, modernized government, and support for those who need it most. The second half of this year promises to be even more productive than the first, and I am grateful to have a dedicated City Commission working alongside me to keep Frankfort moving forward.

As always, thank you for staying engaged and for being part of Frankfort’s progress. If you know others who would appreciate hearing directly from me, please feel free to share this with them. 

 
Thanks,

Building a Stronger Frankfort: FY26 Budget Reflects Stability, Investment, and Momentum

As we enter a new fiscal year, I want to share how the FY26 city budget reflects our commitment to disciplined financial management, strategic investment, and long-term stability for Frankfort. This twelve-month budget reflects our commission’s priorities and serves as a blueprint for building a strong financial future. The results are a projected surplus, with no new fees.

At just over $45 million, our general fund budget maintains funding for core services while laying the foundation for continued growth. Public safety remains our top priority, with more than half of the general fund allocated to police, fire, EMS, and 911. These essential services keep our city safe and secure, and they remain our top priority. As evidenced by the recent floods, we must be prepared to respond to any emergency at any time. 

We are also investing more in the departments that keep Frankfort clean, connected, and moving forward. Sanitation, transit, planning, and public works all receive increased funding next year to support our growing city. 

Perhaps most notable is that this is our first projected general fund surplus in five years (and, as of this writing, it appears we will also end the current fiscal year with a surplus as well). This outcome reflects our commitment to modernizing systems, managing expenses, and growing revenue responsibly. This hard work is starting to pay dividends. The projected surplus is available for additional funding needed for contingencies throughout the year and, if unspent, will further strengthen our already healthy reserves.  

This budget also marks a turning point. We can now say that Frankfort has fully recovered from the fiscal impacts of the COVID-19 pandemic. We have switched from playing defense to playing offense. 

Significant projects are advancing across the city, with new ones slated for this year, including city-wide park improvements, a new fire station, and a new meeting and event center. These efforts will improve quality of life, drive tourism, and expand the city’s revenue base. These projects are being mostly funded through dedicated sources outside the general fund, to limit strain on day-to-day operations.

Meanwhile, several ongoing projects are bringing us closer to realizing new revenue from previously committed funds. We are primarily focused on the long-awaited west side investment, which includes the much-publicized Paddocks development. We are also advancing the development of the downtown parcels. A joint city-county committee is currently reviewing proposals for a new meeting and event center in that area, with a selection expected soon.


These projects will add new housing, new jobs, attract businesses, and connect more residents to opportunity. These projects come with bond obligations, but we have structured these investments carefully. This budget includes annual bond payments that are fully funded from a designated account, separate from the general fund.

We are also seeing the benefits of key structural changes made over the past two years. The Finance Committee, established early in my term, has improved long-range forecasting, policy guidance, and the connection between financial strategy and capital investment. These reforms may not make headlines, but they are building a stronger city government.

This year, the commission also created a Technology and Innovation Committee to modernize service delivery, integrate systems, and promote transparent, efficient government. We are digitizing more records, automating outdated workflows, and enhancing the way departments collaborate and serve the public. These measures will not only improve constituent services but also save time and expense.
 
Meanwhile, we are modernizing our revenue collection process to ensure the city receives what it is owed fairly and efficiently. That helps us keep rates low while making revenue more predictable.
Our cash reserves are now working harder for us due to strategic financial management. We are generating more interest income and have positioned a portion of our reserves into long-term investments that can potentially produce higher returns, which will benefit not only future commissions and mayors, but the future of our city.

The bottom line is this: Frankfort is on solid financial ground and poised to capitalize on future opportunities. We have adequate reserves. We are managing debt responsibly. We are making smart, future-focused investments that will position us for long-term success.
I am proud of this budget because it reflects our priorities now and invests in the future.  It is a testament that we are on the right track, and the best is yet to come. As always, I welcome your questions and feedback. I am proud of this progress and grateful to work alongside so many of you to build a stronger Frankfort.

Thanks,

Architectural Review Board

Frankfort is fortunate to have historic districts, charm, and character worth maintaining. Other neighborhoods have homeowners associations to keep uniformity and identity within an area, and I see no reason why some of our most unique and important neighborhoods should be different.  

The Architectural Review Board is an important tool for maintaining the character of our historic districts and for facilitating the public exchange of information that is so valuable to neighbors and property owners.  We need some oversight to protect the property values of those who choose to live in one of the special districts. As mayor, I will work with city staff and the ARB in any way I can to continually improve the process.

Recently, I believe Planning staff has made great strides in streamlining the process so that very few of the permits applied for are sent to the ARB for review.  The ARB members have also worked hard to be consistent with their decisions and balance progress with preservation.  

There are some areas of improvements though.

Consistent enforcement of the regulations on the books.  Though each project and each owner that comes through the Planning Dept is unique, we need to work at the staff and board level to consistently enforce the regulations the city has adopted, and not get into areas where ARB oversight is questionable.

We need consistency with the penalties for maneuvering around our regulations too.  In the past, there seems to have been a ‘do it on the weekend’ mentality to avoid the perceived red tape of applying for a permit and receiving approval.  Outreach needs to be persistent, and our processes need to be user-friendly.  We need to understand that the Planning Department and the volunteer board are partners in this, not the enemy. 

HOW WOULD YOU ADDRESS THE ECONOMIC CRISIS FRANKFORT IS FACING DUE TO COVID-19?

HOW WOULD YOU ADDRESS THE ECONOMIC CRISIS FRANKFORT IS FACING DUE TO COVID-19?

First, in this emergency, we must support those who are most vulnerable. As mayor, I would promote giving back to local non-profits to help with this, and any future, crisis. I have been involved in establishing the Frankfort-Franklin County COVID-19 Response Fund to assist in getting help to those in need.

I would also encourage Frankfort residents to do all they can to support our local restaurants and other small businesses. We are at risk of losing some beloved businesses if this situation goes on too long.

Working with other business development agencies, I would promote any government assistance programs and whatever technical assistance is needed to ensure our small businesses should get their fair share of the massive stimulus bills coming out of Washington.

Next, we must prevent the further spread of the virus so that we, and our economy, can get back to normal as soon as possible. As mayor, I would encourage all residents to follow the Governor’s guidelines on social distancing. Governor Andy Beshear has done a fantastic job in establishing goals and a timeline, and I will collaborate with and follow his lead.

Finally, we need to begin looking past the current crisis and prepare for a post-pandemic Frankfort. Immediately, our city has already seen a drop in tax revenue due to the decrease in occupational taxes. This will negatively impact our budget and having a mayor with expertise in financial planning will be crucial to see us through.

Long-term, we must take steps to prepare our economy so future shocks will not affect so much. My plan to diversify our economy to be less dependent on state government- and recruit more full-time residents- is looking even better. With strong leadership, Frankfort will pull through this crisis stronger and more prosperous than before.

DO YOU SUPPORT MERGER

DO YOU SUPPORT THE MERGER OF CITY AND COUNTY GOVERNMENTS? WHY OR WHY NOT?

Yes, I would support the unification of city and county governments provided that the proposed merger agreement makes sense for both city and county residents. It seems that blending the two governments should eliminate duplication of services and sharpen our focus, which will be increasingly important in our rapidly changing world. We need a unified voice and presence to compete and grow.

The devil will be in the details of the proposed merger agreement, and my support will depend on the specifics. If the proposed plan improves services for citizens and businesses, eliminates waste, and saves taxpayer money, then why not?

Both governments, and their officials, will have to compromise on certain aspects of the plan. This will require courage and strong leadership. Further, any proposal will need to ensure that current employee’s jobs are maintained, at least until they retire or otherwise separate from service. As mayor, I will work to lead a government that is well-organized and productive. If merger helps to that end, then I am all for it.

DO YOU SUPPORT ALLOWING CHICKENS WITHIN THE CITY LIMITS?

I know some people want to own chickens for their personal use, and that it has recently come up for review before the city commission. I have not thoroughly researched this topic, but I believe it is worth consideration.

As mayor, new issues will pop up from time to time, and when faced with these issues, I plan to get input from the city staff, experts in the field and the people of Frankfort. Also, I would want to look to see what can be learned from other communities that have dealt with similar issues.

For this particular issue, I think it would be essential to bring in public health experts into the discussion. In the age of COVID-19, we must ensure the safety of the entire community first.