Budget20152016

1 City of Rock Hill, South Carolina—Fiscal Year 2015/2016

Photo Background: Fountain Park, with Fountain Park Place in the background, is the newest addi on to the City’s park system.

Photo Credit: Marcia Miktuk

Budget Adopted June 22, 2015


The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Rock Hill, South Carolina for its annual budget for the fiscal year beginning July 1, 2014. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy docu-ment, an operations guide, a financial plan, and a communications device. This award is valid for a period of one year only. As we believe our current budget continues to conform to program require-ments, we are submitting it to GFOA to determine its eligibility for another award.


The City of Rock Hill’s accountability and transparency efforts earned a 2011 Award for Excellence in Government Finance from the Government Finance Officers Associa on of the United States and Canada. The City also received the 2015 Cer ficate of Excellence Award from the Interna onal City/County Management Associa on. Learn about our efforts on pages 86‐87.


Mayor and City Council

A. Douglas Echols, Jr. Mayor

James C. Reno, Jr.

Mayor Pro Tem, Ward 6

John A. Black III Councilmember, Ward 4

Sandra D. Oborokumo Councilmember, Ward 1

Kathy S. Pender

Councilmember, Ward 2

Kevin Su on Councilmember, Ward 3

Ann Williamson

Councilmember, Ward 5

Mike Jolly Electric U lity Director

Mark Ke lewell

Water/Sewer U li es Director

William Meyer Planning and Development Director

Terrence Nealy

Public Works Director

John Taylor Parks, Recrea on, and Tourism Director

Stephen Turner

Economic and Urban Development Director

Chris Wa s Police Chief

Spencer & Spencer, P.A.

City A orney

B S Melanie Brandon Budget Analyst

C M David B. Vehaun City Manager Gerald E. Schapiro Deputy City Manager James Bagley Deputy City Manager

M T Mike Blackmon Fire Chief Kevin Bronson General Services Administrator Lisa M. Brown Strategy & Performance Manager Phyllis Fauntleroy Human Resources Director Steven Gibson Office of Management & Budget Director Anne Harty Chief Financial Officer

City Staff


City of Rock Hill Organization Chart

Deputy City Manager

Opera ons Administra on

Informa on Technology

General Services Administrator

Electric

Water/Sewer

Parks, Recrea on, and Tourism

General Services*

Cemetery Services*

Grants*

Fleet/Purchasing*

Airport*

Building Maintenance*

Ci zens of Rock Hill

Mayor and City Council

City Manager

Police

Fire

Planning & Development

Economic & Urban Development

Office of Management & Budget

Deputy City Manager

Solicitor’s Office*

Municipal Court*

Housing & Neighborhood Services

Human Resources

Finance

Boards & Commissions City A orney

*Denotes divisions within the organiza on

Public Works

Custodial Services* Project Management*


INTRODUCTORY SECTION

City Manager’s Budget Message 9

Budget Highlights 13

Rock Hill at a Glance 14

Budget Process 20

Budget Calendar 21

Budgetary Fund Structure 22

Financial Policies and Strategies 23

Sources and Uses of Funds 25

REVENUE SUMMARY

Revenue Summary 27

EXPENDITURE SUMMARY

Expenditure Summary 37

FY2016—2018 Strategic Plan 42

Quality Services 49

Quality Places 65

Quality Community 75

PERFORMANCE BUDGETS

Introduc on to Performance Budgets 86

Fiscal Year 2015 Performance Results Summary 86

Accountability & Transparency Efforts 87

General Government 88

Office of Management and Budget 95

Human Resources 98

Planning and Development 101

Housing and Neighborhood Services 106

Police 110

Fire 114

Public Works 118

Finance 124

Parks, Recrea on, and Tourism 129

Economic and Urban Development 133

Housing Authority 135

Stormwater Fund 136

Table of Contents


Electric Fund 137

Water Fund 143

Wastewater Fund 147

Statement of Revenues, Expenses, and Changes in Fund Balance/Net Assets 152

BOND SCHEDULES

Debt Service Narra ve 160

Revenue Bonds 161

General Obliga on Bonds 165

Tax Increment Financing Bonds 168

Stormwater Bonds 173

Hospitality Tax Revenue Bonds 175

New Market Recovery Bonds 177

Equipment Lease Purchase 178

Summary of Total Debt Service Requirements 182

CAPITAL SUMMARY

Capital Improvement Plan and Process 183

Ongoing Opera onal Impact of Capital Projects 184

FY2016/FY2017 Capital Project Focus 185

Non‐rou ne General Fund 186

Non‐rou ne Enterprise Fund 192

Annual/Rou ne Replacement 202

General Maintenance 203

PERSONNEL SUMMARY

Personnel Summary 204

APPENDIX

Budget Ordinance 220

Glossary of Terms 226

Glossary of Acronyms 233

Financial Policies 234

Table of Contents


FY2015/2016 Approved Budget

Monitor Rock Hill’s financial and strategic plan progress by visi ng the City’s Financial and Performance Dash‐boards located on the City’s transparency webpage at: cityofrockhill/transparency.


City Manager’s Letter

It is my privilege to present you with the balanced budget for the fiscal year beginning July 1, 2015, and ending June 30, 2016, which totals $214,024,861. The annual budget is the policy document that communicates the financial policies of the City for the fiscal year. The budget is prepared each year with the support and policy input of our elected officials and hard work from our departments to ensure that we are preparing the leanest budget possible while s ll providing high quality services through excellent service delivery. The recovering economy con nues to present a few challenges during the development of the Fiscal Year 2016 budget;

however, as a result of years of fiscal prudence and efficient management of opera ons, the City of Rock Hill was well posi oned to respond to those challenges. F A T Y ’ B In preparing the annual budget, there are a few main factors that have greatly impacted the decision‐making process. One factor influencing the 2016 fiscal year budget is an ever increasing need for resources to maintain the roadways within the City limits. The City has historically invested $300,000 of General Fund dollars to repave roads in addi on to the annual C‐Fund alloca on. In FY 2013, the General Fund por on began increasing, and by FY 2015, $500,000 was allocated to street maintenance. In FY 2016, using the savings from reduced fuel costs and addi onal monies generated by a business license cap change ini a ve for auto dealers and manufacturers, the alloca on has been increased to $860,000. The proposed alloca on for FY 2017 is $1.1 million. In addi on, two new pothole trucks will be added to the vehicle fleet along with new staff resources which will be dedicated solely to street repair.

The growth of our community has also created many challenges within our departments. To meet the demands of a growing area where there are more services being provided to more customers, many employees work addi onal hours each week to ensure we maintain the same high quality level of service. In fact, while the city’s popula on has grown 65.9% over the past 25 years, our workforce has only grown 11.1%. During a recent audit, it was determined that our employees work as many addi onal hours as 36 full‐ me employees. To address these growing demands, 13 new posi ons are included in the Fiscal Year 2016 budget. Of the new posi ons, five were added to our U lity Funds: an Electronic Service Tech II in Power & Communica on Services to assist with substa on maintenance and opera on, an Engineering Tech III in Water Engineering to manage and inspect backflow preventer installa ons, a Crew Worker II in Water Distribu on to help meet the needs of system expansion and the increase in services maintained, an Informa on Technology Tech to provide as‐built drawings for water and sewer opera ons, and a Performance Manager II to serve as a Database Administrator in ITS. This increase in personnel will be er equip each division with the resources to provide high quality u lity services. With the expansion of Riverwalk, the growing number of events being held at the new Novant Health BMX track, and because of the specialized needs of the track, an addi onal Crew Worker II posi on was added to the Parks, Recrea on and Tourism Department. A Planning Center Assistant was added to our Planning Department to meet the growing demands of our customer base and to ensure the mely issuance of building permits, while a Meter Reader I and a Customer Service Clerk I were added to Finance to ensure customer billing con nues to be accurate and mely. A new Grants Specialist in General Services will iden fy and help secure new funding sources, while Public Works will u lize a new Crew Worker II slot for their enhanced road improvement ini a ve. Finally, two addi onal correc onal officers in Police will enhance opera ng efficiency in the jail and provide a higher level of employee and inmate safety. These new posi ons will uphold our strategic focus areas of providing quality services, places and community. The City has also con nued to focus on business‐friendly ini a ves this fiscal year. City Management and elected officials con nue to meet with the small business leadership group, developers and community members to determine ways the City can best assist businesses. The City con nues to offer a 10% discount on business license fees to those who pay on me. Addi onally, a local preference ordinance was extended through this budget year that gives an advantage to our local contractors in matching the lowest bid on City projects. Finally, the City is keeping the business‐friendly ini a ve of reimbursing contractors who upsize water and sewer lines.

The Fiscal Year 2016 balanced budget maintains the level of service that Rock Hill ci zens have grown to appreciate and expect while con nuing the City’s tradi on of fiscal pru‐dence and efficient opera‐ons. The approved budget

reflects the City’s priori es as outlined in the Strategic Plan. This budget document provides useful informa on about the City’s financial and performance plans, goals, and policies.


F S I Our approved budget distributes Fiscal Year 2016 financial resources by departments and across strategic ini a ves in the following manner:


Services Places Community Total

General Government $11,421,137 $270,827 $11,691,965

Office of Management & Budget $1,504,946 $1,504,946

Human Resources $851,559 $851,559

Planning & Develop. $3,141,318 $3,141,318

Housing & Neighborhood Services $1,394,105 $1,394,105

Police $14,888,701 $14,888,701

Fire $9,107,725 $9,107,725

Public Works $8,534,566 $8,534,566

Finance $3,396,967 $3,396,967

Parks, Recrea on & Tourism $3,202,730 $3,717,447 $6,920,177

Housing Authority $1,524,992 $1,524,992

Economic & Urban Dev. $1,394,945 $416,751 $1,811,697

Stormwater $2,216,635 $2,216,635

U li es $120,851,523 $120,851,523

Debt Service $17,587,505 $1,898,293 $19,485,798

Non‐Departmental $6,702,188 $6,702,188

Total $201,661,127 $6,032,492 $6,331,243 $214,024,861

S P During their annual retreat in January, Rock Hill’s City Council began to look at new data collected from ci zen, business & employee surveys, and working with staff, began to develop a set of revised strategic ini a ves. On May 26, 2015, City Council adopted the new strategic plan which will guide the City through June 30, 2018. Our strategic plan provides a blueprint for the City’s future by outlining ambi ons, se ng priori es, and providing performance targets to ensure adequate progress toward making the vision a reality. As Rock Hill is a city commi ed to quality, this year’s budget con nues to support providing quality services, developing quality places, and fostering a quality community. Quality Services: This focus area includes some of the most

fundamental responsibili es we have as being the local provider for services such as fire, police, water, sewer, electricity, public works, economic development, customer service, and parks, recrea on and tourism.

Quality Places: This focus area involves ensuring that the City offers

quality development and places for businesses and community life to flourish. This includes having a vibrant downtown and managing transforma ve development projects within our community, such as Riverwalk, Knowledge Park and Tex le Corridor projects.

Quality Community: This focus area addresses several quality of life

ini a ves such as suppor ng neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encouraging public engagement.

Addi onal informa on on the Strategic Plan can be found in the Performance Budget sec on of this document.



F As with any budget process, there are certain financial limita ons that are taken into account. The City’s financial policies govern the en re budget process. For example, the City is very cognizant of our General Fund debt margin of 8%. With this in mind, there have been certain capital projects that the City chose to fund from the opera ng budget instead of issuing debt. The York County Fire Training Facility, which is located in the City limits, has great capital needs that will be staggered in the opera ng budget totaling $505,880 in FY 2016 and $629,640 in FY 2017. The City is also funding the upgrade of the public safety dispatch equipment from opera ng funds. Another example of how the City’s financial policies govern the budget process is with our opera ng transfer policy. The City uses a formula that presupposes that utility services would have been provided by a privately‐owned utility instead of the City’s publicly‐owned utility. Such utility would have paid municipal ad valorem taxes and a franchise fee to the General Fund of the City, and the utility’s investors would have been entitled to a return on their investment. For this reason, the City has established a policy guideline regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system. Both the FY 2016 and FY 2017 budgets strictly adhere to these types of financial policies. A F B H : B S The Fiscal Year 2016 approved budget totals $214,024,861, a 4.8% increase over last fiscal year. The proposed Fiscal Year 2017 budget totals $221,170,049, a 3.3% increase over Fiscal Year 2016. Successful business recruitment efforts in our area have resulted in increased business license fees. There has also been modest growth in real and personal property taxes. However, the electric, water, and wastewater revenues were not as strong as projected due to mild weather pa erns. Given some improvements in the economy, for the fourth me in six years, the approved Fiscal Year 2016 budget includes a modified pay‐for‐performance base wage increase for employee. Financial prudence requires us to carefully evaluate our ability to sustain employee pay‐for‐performance increases for Fiscal Year 2016. Addi onally, fiscal years 2016 and 2017 budgets reflect a con nued restora on of the City’s established equipment and vehicle replacement schedule. General Fund The approved Fiscal Year 2016 General Fund budget totals $57,687,100, an increase of 2.8% when compared to last year’s approved budget. The proposed Fiscal Year 2017 General Fund budget totals $58,880,212, a 2.1%

increase when compared to Fiscal Year 2016. The revenues in the General Fund are predominately property taxes (42%), charges for services (20%), and licenses/permits (16%). The property tax rate remains at 93.5 mils. The City’s taxpayer concentra on remains favorable; there is no significant exposure among any certain taxpayer.

$7.3 $8.1 $8.4$8.8 $9.2 $9.4

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

2012

Actual

2013

Actual

2014

Actual

2015

Forecast

2016

Budgeted

2017

Recommended

Revenue (in m

illions)

Fiscal Year

Rock Hill SC Business License Revenue

Taxpayer Concentration 2010-2013

Tax Year

Total Assessed Value

Assessed Value of Top 10 Taxpayers

% Top 10 Total Assessed Value

2014 251,127,874 20,583,964 8.20%

2013 248,318,614 17,810,811 7.17%

2012 242,372,603 18,559,618 7.66%

2011 228,345,160 17,396,594 7.60%



U lity Enterprise Fund The U lity Enterprise Fund consists of the electric, water, wastewater and stormwater impact fee funds. Fiscal Year 2016 expenditures for the U lity Enterprise Fund total $147,501,361, a 5.3% increase over last year’s approved budget. The proposed 2017 budget is $153,160,741 which represents a 3.8% increase over Fiscal Year 2016. Maintaining aging infrastructure, expanding infrastructure into growing areas, and using technology to enhance service delivery are priori es for our U lity Fund. The Fiscal Year 2016 approved budget includes a 5% electric rate increase to cover a 4.5% wholesale electric rate increase and 0.5% for electric opera ons. This increase is effec ve July 1, 2015, and represents a $6.14 increase in the average residen al customer’s monthly u lity bill. Over the past twenty years, the City’s electric system has absorbed over $195 million worth of rate increases from PMPA. Although we seek to minimize rate increases of any kind to our ci zens, this year’s rate increase was a necessity to keep our system in good standing. The Fiscal Year 2016 budget also includes a 1% water rate and 1% wastewater rate increase to cover system capital improvements. The

average residen al customer’s monthly u lity bill will increase by $0.22 for water and $0.44 for wastewater. There is no stormwater rate increase included in this budget. The proposed Fiscal Year 2017 budget includes a 1.8% electric rate increase to cover a projected wholesale power rate increase, along with a 3% water and a 3% wastewater rate increase to cover addi onal system capital improvements. C Despite the challenges presented with balancing the Fiscal Year 2016 and Fiscal Year 2017 budgets, Rock Hill’s tradi on of fiscal prudence has allowed us to con nue with progress on accomplishing the goals outlined in the Strategic Plan and enhancing the overall quality of service delivery to our community. I invite you to monitor our financial and strategic plan progress throughout the year by visi ng the City’s performance and financial dashboards located on the City’s transparency webpage— cityofrockhill.com/transparency. Respec ully submi ed,

David B. Vehaun City Manager

Our accountability and transparency efforts won the Government Finance Officers Associa on’s 2011 Award for Excellence in Government.

The International City/County Management As-sociation recognized our performance management program, comparative analysis, and transparency in awarding us the 2015 Certificate of Excellence Award.


During Fiscal Year 2016, the City’s strategic goals will con nue to guide our focus on maintaining Rock Hill as a city known for quality. The following funding highlights are included in the adopted budget:

Quality Services The budget provides for increased funding for road paving in our community– up $360,000 from the previous budget. Funds have also been included to update the Fire Training Facility in order to help train firefighters.

Quality Places Funding for capital improvement work in the Knowledge Park area, including u lity work. The approved budget also includes funding for increased opera ons in Fountain Park and Downtown.

Quality Community The Fiscal Year 2016 budget includes funding for the con nua on of the successful Weed & Seed program which is a comprehensive approach to community revitaliza on that uses coordinated crime reduc on ac vi es combined with a mix of social, economic, and housing improvement programs in targeted neighborhoods.

Budget Highlights

Millage Rate remains at 93.5 mils

5% Electric Rate increase to cover 4.5% purchased power and 0.5% for electric opera ons. The increase for the average, residen al customer will be $6.14.

1% Water and 1% Wastewater Rate increases will go towards funding system capital improvements. The increase for the average, residen al customer will be $0.22 for water and $0.44 for wastewater.

Business License Discount offers a 10% reduc on for on‐ me payment.

Fiscal Year 2015‐2016 Budget‐ $214,024,861

Stormwater and Sanita on Rates remained the same.

Quick Numbers

City Financial Profile

2013/2014 2014/2015 2015/2016

Total Budget $192,409,564 $204,138,506 214,024,861

General Fund Budget

$53,475,881 $56,099,326 $57,687,100

Total Employees 913 934 947

Property Tax Millage Rate

93.5 93.5 93.5

Budget Challenges this year:

Increasing full‐cost paving ‐Historically, the City budgeted $500,000 for full‐cost paving; however, there con nues to be an ever increasing need for resources to maintain the roadways within the City limits.

‐Using the savings from reduced fuel costs and addi onal monies generated by a business license cap change ini a ve for auto dealers and manufacturers, an addi onal $360,000 was added to the FY16 budget, along with 2 new pothole patch trucks and a crew worker in the Streets Division, all resources dedicated solely to street repair.

Increasing personnel to meet demands of growth ‐In the past 25 years, the City’s popula on has grown 65.9%; however, the City workforce has only grown 11.1%.

‐To meet the demands of a growing area where there are more services being provided to more customers, 5 new posi ons were added to our U lity Funds for FY2016 while 8 new posi ons were added to our General Fund .

Con nuing business‐friendly ini a ves ‐Con nued reduc on of business license fees by 10% if paid on me

‐Extension of the Local Preference policy for purchasing to give local contractors an advantage for City projects.

‐ Developers are reimbursed for the cost of upsizing water and sewer lines.


Rock Hill was founded in 1852 when the Charlo e/Columbia/Augusta Railroad line was being con‐structed through the area. Rail crews encountered a small, flinty hill and dubbed the spot “Rock Hill.” The village was incorporated in 1892. Rock Hill is a business‐savvy blend of historic charm and responsibly implemented expansion. The city is located in the north‐central area of South Carolina approximately 20 miles south of Char‐lo e, North Carolina along the I‐77 corridor. The City operates under the council‐manager form of government. Under this organiza onal struc‐ture, the Mayor and Council set policy direc on and appoint a city manager who is responsible for implemen ng those policies efficiently and effec vely. The governing board is composed of a mayor elected at large and six council members elected by ward, each for four‐year staggered terms. All officials are elected on a non‐par san basis.

E P

Rock Hill is served by Rock Hill School District 3 and is home to three colleges and universi es.

With a student enrollment of over 17,400 and 2,400 employees, Rock Hill School District 3 is the largest of York County’s four school systems.

Winthrop University has been a Rock Hill landmark since 1886. Winthrop’s 100‐acre tree‐lined main campus is complemented by a nearby 450 acre sports and recrea on facility. Winthrop has an es mated enrollment of 6,130 students with ap‐proximately 18% of these students pursuing post graduate degrees.

York Technical College is a public ins tu on offering both tech‐nical and college transfer courses. The College is one of 16 state‐funded technical colleges.

Under the supervision of the AME Zion Church, Clinton College, formerly Clinton Junior College, (founded in 1894) offers associ‐ate degrees in business, divinity, child development, natural sci‐ences and liberal arts. In 2013, Clinton added two four‐year pro‐grams to their course offerings, including, a Bachelor of Science in Business Administra on and a Bachelor of Arts in Religious Studies.

Area Vicinity Map

C A P

The arts are an important part of the quality of life in any community. In Rock Hill, the Arts Council of Rock Hill and York County serves as the hub of cultural ac vi es. The Arts Council provides a network for coopera on between cultural organiza ons and provides the public with a central loca on for informa on and ckets.

Through the School of Visual and Performing Arts, Winthrop University offers a variety of arts programs each year. Win‐throp Galleries, located in Rutledge Building and McLaurin Hall, exhibits the work of local, regional and na onal ar sts. The Department of Music and the Department of Theatre and Dance schedule campus performances by guest ar sts, faculty, and students throughout the year.

The Rock Hill Community Theatre (RHCT) is dedicated to providing quality theatrical entertainment for the residents of York County. The RHCT annually stages between four and six performances. The 80‐voice York County Choral Society (YCCS) is annually accompanied by members of the Charlo e Symphony and provides 4‐6 per‐formances. Final‐ly, the York Coun‐ty Concert Ballet offers two full‐length ballets each year. Addi onally, the Old Town Associa‐on hosts the The Old Town Amphitheater Concert Series.

The Concert Series offers na onal entertainment, on a local level scale, in its 1,200 capacity outdoor concert/event facility.

Rock Hill at a Glance


D P

The United States Census Bureau’s July 1, 2014, popula on es mate for Rock Hill is 69,967. The following table sets forth the 10 largest employers located in the County.

Major Employers in York County

Rock Hill Population

U.S. Census Bureau Estimates

30,000

35,000

40,000

45,000

50,000

55,000

60,000

65,000

70,000

75,000

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

Year

Population

Unemployment Rate for Rock Hill

Year

Unemployment Rate

2005 7.9%

2006 7.5%

2007 6.4%

2008 8.1%

2009 14.7%

2010 13.0%

2011 12.2%

2012 10.6%

2013 8.7%

2014 6.9%

Source: York County Economic Development h p://www.ycedb.com/_fileUploads/files/York%20County%20Industrial%20Directory_2014.pdf


Employer Number of Employees

1. Wells Fargo Home Mortgage 2,171

2. Ross Distribu on 1,790

3. Piedmont Medical Center 1,550

4. Rock Hill School District Three 1,537

5. Duke Power– Catawba Nuclear Sta on 1,228

6. Winthrop University 1,219

7. York County Government 1,000

8. Fort Mill School District 981

9. Schaeffler Group USA, Inc.. 900

10. City of Rock Hill 851

54,916

69,210 69,967


E P

___________________ * Year of Reassessment ^ Projected

Note: The City is authorized by state statute to exceed the legal debt margin of 8% , if such addi onal debt is approved by ci zens of the City of Rock Hill.

Real Property Personal Property Total

Tax Levy Year

Assessed Value

Es mated Actual Value

Assessed Value


Assessed Value


2014^ 192,274,209 3,896,906,167 58,853,665 653,530,909 251,127,874 4,550,437,107 2013 190,793,708 3,879,472,067 60,611,827 678,364,299 251,405,5351 4,557,836,366

2012 188,688,215 3,989,786,667 58,934,597 654,185,094 241,959,335 4,603,681,528

2011* 186,482,809 3,853,110,908 55,889,794 592,206,186 231,535,982 4,456,036,014

2010 175,709,840 3,777,761,558 52,635,320 575,525,917 228,345,160 4,353,287,475

2009 167,855,603 3,608,895,467 55,540,885 608,761,825 223,396,488 4,217,657,292

2008 158,437,437 3,316,099,627 55,006,000 614,380,306 213,443,497 3,930,479,933

2007 154,070,543 3,224,700,346 52,326,124 584,447,242 206,396,667 3,809,147,588

2006* 129,105,803 2,702,188,890 46,873,797 523,557,505 175,979,600 3,225,746,395

2005 120,531,406 2,355,935,382 48,473,002 503,565,564 169,004,408 2,859,500,946

Computa on of General Fund Legal Debt Margin*

Total Assessed Value 251,127,8741

Debt Limit– 8% of Total Assessed Value 20,090,230

Total Amount of Debt Applicable to Debt Limit (16,430,000)

Legal Debt Margin $3,660,230

2014/2015


Classifica on of Property 2014 Assessed Value*

Real Property (Non‐manufacturing)

190,087,632

Vehicles 26,998,074

Manufacturing (Real/Personal)

7,681,238

Marine/Aircra 694,865

Business Personal Property 13,373,988

U li es 7,196,878

Total 246,032,6751

*projected

*projected

1The gross assessed value for property taxes is the assessed value found in the City’s audit and is how the 8% debt limit is calculated. Budgetary purposes, however, only show the assessed value of property less Industrial Abatement. For 2014, Industrial Abatement is es mated to be $5,095,199.


E P

*popula on es mated

2012/2013 2013/2014 2014/2015 2015/2016

Total Budget $183,222,542 $192,409,564 $204,138,506 214,024,861

Total General Fund Budget $51,641,018 $53,475,881 $56,099,326 $57,687,100

Total Employees 900 913 934 947

Total Employees per 1,000 Popula on

13.22 13.21 13.25* 13.26*

Property Tax Millage Rate 93.5 93.5 93.5 93.5

City Financial Profile

Property Tax Rates

Direct and Overlapping Governments

Last Ten Tax Years

City General Fund

Rock Hill School District #3

and County* Purpose

Year

2015* 93.5 298.1 391.6

2014 93.5 298.1 391.6

2013 93.5 287.9 381.4

2012 93.5 286 379.5

2011 93.5 286 379.5

2010 95.0 289 384.0

2009 95.0 286 381.0

2008 95.0 284 379.0

2007 95.0 275 370.0

2006 102.0 262 364.0

Total

Taxpayer 2014 Property Taxes

Assessed Value

AMISUB of SC Inc. $321,266 $3,435,996

Ross Dress for Less Inc. $217,215 $2,323,159

Piedmont Medical Center $188,414 $2,015,124

Atotech USA Inc. $186,935 $1,999,310

Top Five Taxpayers

Comporium Inc. $536,020 $5,732,836


* County rate es mated


Electric System

The City has operated the electric system since 1911. The electric system consists of seven substa ons which serve 31 distribu on feeder circuits of 25,000 volts. The City purchases electric power from Piedmont Municipal Power Agency (PMPA) and Southeastern Power Administra on at wholesale rates and retails to local consumers through the City‐owned distribu on lines. A mutual assistance agreement with 20 other members provides for mutual assistance in extreme emergencies.

Number of Customers ‐ Electric System

2006 31,156

2007 32,409

2008 32,917

2009 32,873

2010 33,204

2011 33,126

2012 33,142

2013 33,548

2014 33,859

2015 34,361

Last Ten Fiscal Years

Wastewater System

The City’s wastewater and a significant amount of wastewater collected by York County is treated at the Manchester Creek Treatment Facility. Manchester is a combina on trickling filter and ac vated sludge plant with a 24 million gallons per day capacity. The sewer division maintains 482 miles of sewer line, 10,185 manholes and a low pressure sewer system.

Number of Customers ‐ Wastewater System

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

27,735 28,828 29,541 29,786 30,286 30,561 30,824 31,296 31,600 32,228


U S P

The combined u lity system, which provides electrical, water, and sewer services within the City and its surrounding areas, is municipally owned and operated. Rates are set by City Council. The system presently serves approximately 95,000 people, including residen al and commercial customers of the City and its suburbs. The Rock Hill City Council is the rate se ng body for all u li es– no State or other authority regulates the City’s u lity rates.

Water System

The City withdraws water from Lake Wylie, a Duke Energy Company lake constructed in 1915. The water division currently maintains 507 miles of waterline, 2,972 hydrants, 36,294 water meters, 6,545 valves and 5 elevated water tanks. Within the water system, 4 million gallons of elevated storage and 3 million gallons of ground storage are provided. The water system serves both residen al and industrial customers.

Number of Customers ‐ Water System

2006 26,927

2007 28,075

2008 28,688

2009 28,779

2010 29,288

2011 29,209

2012 29,427

2013 29,950

2014 30,243

2015 30,719




2011/20121 2012/2013 2013/2014 2014/2015 2015/20167

Electricity2 $104.96 $109.19 $115.76 $122.71 $128.85

Sanita on including recycling $18.59 $18.59 $18.59 $18.59 $18.59

Water3 $21.46 $21.46 $21.46 $21.46 $21.68

Sewer4 $42.22 $44.33 $44.33 $44.33 $44.77

Taxes5 $31.16 $31.16 $31.16 $31.16 $31.16

Total $220.77 $227.10 $233.67 $241.33 $248.13

Assump ons 1 Reassessment year and rollback of millage rate 2 Usage of 1,000 kWh 3 Usage of 7,500 gallons 4 Charged on 7,500 gallons 5 Based on a home valued at $100,000 6 Based on a lot size of less than 10,000 sq. . 7 Reassessment year (millage rate remained the same)

Stormwater6 $2.37 $2.37 $2.37 $3.08 $3.08

2011/20121 2012/2013 2013/2014 2014/2015 2015/20169

Electricity2 $2,353.50 $2,447.64 $2,594.50 $2,750.17 $2,887.68

Sanita on3 $388.96 $388.96 $388.96 $388.96 $388.96

Water4 $66.09 $66.09 $66.09 $66.09 $66.75

Sewer5 $136.40 $143.22 $143.22 $143.22 $144.65

Taxes6 $118.75 $118.75 $118.75 $118.75 $118.75

Total $3,143.53 $3,248.86 $3,395.72 $3,552.48 $3,692.08

Assump ons 1 Reassessment year and rollback of millage rate 2 Usage of 24,000 kWh 3 Five day pick up and 8 cu yd. container 4 Usage of 38,700 gallons. Rock Hill uses a conserva on water rate structure in which there is a lower charge per kgal during non‐peak months (November through April); reflects a typical bill during a non‐peak month. 5 Charged on 38,700 gallons 6 Based on a business structured valued at $250,000 7 Based on $1,000,000 in sales and includes the ‘On‐Time Payment Discount’ of 10% 8 Based on a developed building with 9,000 sq. . total area and a .6 weight factor. 9 Reassessment year (millage rate remained the same)

Business License7 $74.37 $78.74 $78.74 $78.74 $78.74

Stormwater8 $5.46 $5.46 $5.46 $6.55 $6.55

M I T U R T R H

M I T U R T B



Each year, the City of Rock Hill’s budget is devel‐oped in conjunc on with the Mayor and City Coun‐cil, the Office of Management and Budget (OMB), and all other city departments, with opportuni es for ci zen feedback. B P

Developing the Budget

Strategic planning sessions precede the official budget process. During these sessions, Council and staff discuss goals and priori es. Every three years these goals and priori es are evaluated and modi‐fied extensively with only minor adjustments occur‐ring in the other years. Informa on from these ses‐sions are then carried over to the budge ng pro‐cess. The budget process begins in October with a spe‐cial, comprehensive work session in which OMB meets with all departments to discuss current and future trends, needs, and goals of the City. During this mee ng, the City’s budget calendar is re‐viewed. Departments are then responsible for preparing requests for programs, projects, and ini a ves they would like to have considered for the upcoming budget year. The Strategic Plan serves as a guide by which each department prepares its expenditure requests. During this me, OMB prepares revenue es mates for both the current and upcoming two fiscal years. Each department meets individually with OMB to review program budgets and expenditure requests. During these mee ngs, the goals of each depart‐ment are reviewed and expenditure requests are evaluated to determine their alignment with the strategic goals and the fiscal resources necessary to fund the requests.

Following these mee ngs, the Office of Man‐agement and Budget meets to prepare a dra budget for submission to City Council being sure that the priori es and goals discussed in the strategic planning sessions are appropriately reflected in the recommended budget. This dra budget is submi ed to the Mayor and Council at formal budget workshops held in April and May. Adop ng the Budget

The public has an opportunity to comment on the budget during the first and second reading of the ordinance to adopt the budget. Two pub‐lic hearings and two readings are required for formal adop on of the budget. State law re‐quires the City Council to adopt a balanced budget, in which current revenues equal current expenditures, prior to June 30 of each year. Amendments to the budget are allowable under South Carolina law and are made throughout the year as necessary. The budget calendar is provided on the follow‐ing page. T ‐Y B

The City of Rock Hill uses a two‐year budge ng process with the governing body approving the year one budget and being made aware of the projected budget for year two. The two‐year budge ng process has several benefits; one of the most obvious benefits is demonstra ng how financial decisions in one year affects the fu‐ture.

Budget Process


Budget Calendar

FISCAL YEAR 2016 & FISCAL YEAR 2017 BUDGET DEVELOPMENT CALENDAR

January 15, 2015 Budget kick‐off mee ng

January 23, 2015 Departments will be provided personnel informa on

February 2, 2015 Personnel confirma ons & edits due

February 5, 2015 Departments will be provided expenditure baselines and, if applicable, revenue projec ons

February 9, 2015 Risk Management provides Office of Management and Budget the city‐wide FY2013, FY2014, and FY2015 projected costs for property, auto, liability, and works compensa on insurance

February 20, 2015 Revenue and Expenditure data due. This includes:

*October through June 2014 revenue projec ons (if applicable)

*October through June 2014 expenditure projec ons

*FY2015 & FY2016 revenue projec ons (if applicable)

*FY2015 & FY2016 expenditure baseline realloca ons

March 6, 2015 Issue papers due

Requests for new posi ons to be added to the Pay and Classifica on manual due

Requests for re‐organiza ons due

Requests for re‐classifica ons due

March 23‐April 3, 2015 Departmental budget reviews with Office of Management and Budget

April 6‐20, 2015 Budget Office prepares dra budget for submission to City Council

April 21, 2015 First City Council Workshop

May 22, 2015 Adver se projected budget totals in newspaper

May 26, 2015 Second City Council Workshop

June 8, 2015 Public hearing and budget ordinance first reading at regular City Council mee ng

June 22, 2015 Budget ordinance for second reading and adop on

July 1, 2015 New fiscal year begins


Budgetary Fund Structure

The annual budget is comprised of many different types of funds. In crea ng the annual budget, the City appropriates funds for the General Fund, various Enterprise Funds, and a few Impact Fee Funds. Although there are other funds, like debt service or special revenue, they have specific revenues/expenditures that limit their uses. Therefore, the chart below only includes funds for which the City allocated its funds.

NON‐ENTERPRISE FUNDS

The General Fund accounts for all financial resources that are not accounted for in other funds. This includes the com‐mon City func ons such as Police, Fire, Finance, Public Works, etc.

The Tax Increment Surplus Fund accounts for special districts throughout the City. This Fiscal Year includes the following districts: Downtown, Tex le Corridor, and Riverwalk.

State Accommoda ons Tax is a 2% tax on overnight lodging throughout the state of South Carolina. These monies can be spent on tourism‐related expenses.

The Local Op on Hospitality Tax is a City tax on lodging, food and beverage sales. The proceeds of this tax are used to fund tourism‐related ac vi es including local fes vals and tourism facili es.

ENTERPRISE FUNDS

The Stormwater U lity Fund maintains and operates the City’s stormwater system.

The Electric U lity Fund maintains and operates the City’s electrical system.

The Water U lity Fund maintains and operates the City’s public water supply.

The Wastewater U lity Fund maintains and operates the City’s wastewater system.

IMPACT FEE FUNDS

Fire Impact Fees are collected on new development projects to pay for addi onal capital expenditures related to the Fire Master Plan.

Water Impact Fees are collected on new development projects to pay for addi onal water system capital expenditures.

Wastewater Impact Fees are collected on new development projects to pay for addi onal wastewater system capital expenditures.

Tax Increment Surplus

Local Op on Hospitality Tax

State Accommoda ons

General Fund

Non‐Enterprise Funds

Water

Wastewater Electric

Enterprise Funds

Stormwater

Water

Wastewater

Fire

Impact Fees


Rock Hill budget and financial polices and strategies are governed by South Carolina state law, the City Charter, and gener‐ally accepted accoun ng principles. These laws, strategies, principles, and policies describe ways to amend the budget a er adop on, provide for budget controls and budget repor ng, and iden fy appropriate methods for budge ng, ac‐coun ng, and repor ng. B A The City Manager is authorized to transfer any sum from one budget line item to another, or from one department or division to another department or division; provided, however, that no such transfer shall (1) be made from one fund to another fund, (2) conflict with any exis ng Bond Ordinance, or (3) conflict with any previously adopted policy of the City Council. Any change in the budget which would increase or decrease the total of all authorized expenditures must be ap‐proved by City Council. B C R All excess material revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a specific revenue category for each fiscal repor ng period must be reported to City Council on a monthly basis. The ex‐penditure of any and all excess revenue will be at Council’s discre on and cannot be u lized within the City budget with‐out Council’s approval. E F T Y E C In addi on to building cash reserves, the City has also successfully met its goal of reducing the amount of transfers from the enterprise fund to the general fund. By aggressively containing costs in General Fund departments and adhering to the estab‐lished financial policies, the City has been able to reduce the General Fund’s dependency on the u li es fund transfer. From a 1992 high of covering 42% of general fund expenditures, the Fiscal Year 2016 budgeted u li es transfer adheres to the policy and covers 12.39% ($7,144,515) of general fund expenditures.

Enterprise Fund Transfer to General Fund:

Percent of Gerneral Fund Expenditures Covered

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

1996/1997

1997/1998

1998/1999

1999/2000

2000/2001

2001/2002

2002/2003

2003/2004

2004/2005

2005/2006

2006/2007

2007/2008

2008/2009

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

2015/2016

Year

Percentage of General Fund Expenses

Covered

Financial Policies & Strategies

12.39%

28.0%

8.40%


B A S The accoun ng policies of the City of Rock Hill conform to generally accepted accoun ng principles (GAAP) as applicable to governmental units. The Governmental Accoun ng Standards Board (GASB) is the accepted body for establishing governmental accoun ng and financial repor ng principles. The following is a summary of the more significant policies applicable to revenues and expenditures. Fund Accoun ng The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accoun ng en ty. Fund accoun ng is designed to demonstrate legal compliance and to aid financial management by segrega ng transac ons related to certain govern‐ment func ons or ac vi es. The opera ons of each fund are accounted for with a separate set of self‐balancing accounts that comprise its assets, liabili es, fund equity, reve‐nues and expenditures or expenses, as appropriate. Funds Governmental Funds are used to account for all or most of a government's general ac vi es. Examples of these ac vi es include public safety, parks, and sanita on services. These revenues come from property taxes, user fees, licenses, and permits. Within the category of Governmental Funds, Rock Hill maintains General, Special Revenue, and Capital Projects Funds.

General Fund‐ The General Fund is the City's general opera ng fund and is used to account for all financial transac ons except those required to be accounted for in another fund. Principle sources of revenue are property taxes, licenses and permits, intergovernmental revenues, and sanita on service charges. The expenditures in the General Fund are administra on, budget, finance, economic development, fleet mainte‐nance, public safety, general government, public works, housing authority, and parks and recrea on. Special Revenue Fund‐ The Special Revenue Fund is used to account for the proceeds from specific revenue sources (other than funding for major capital projects) that are legally restricted to expenditures for specified purposes. The City does not adopt a budget for the Special Revenue Fund because it primarily serves as a pass‐through for federal grants. Capital Projects Fund‐ The Capital Projects Fund accounts for financial resources, including bond proceeds and intergovernmental grants, used for the acquisi on, construc on, or improvement of major general government facili es. The City does not adopt a formal budget for the Capital Projects Fund, although par cular projects are detailed within this budget in the "Bond Schedule" sec on.

Enterprise Funds are used to account for the business‐type ac vi es of a government. These are ac vi es which are financed and operated in a manner where the intent of the governing body is that the costs (expenses, including deprecia on) of providing goods and services to the general public on a con nuing basis be financed or recovered primarily through user charges. The funds include the Electric, Water, Wastewater, Storm‐water, and Impact Fee funds. Basis of Accoun ng The accoun ng and financial repor ng applied to a fund are determined by its measurement focus. All governmental funds are accounted for using a current financial resources measurement focus. Only current assets and current liabili es generally are included on the balance sheet. Governmental fund revenues and expenditures are recognized on the modified accrual basis. Revenues are deemed suscep ble to accrual and are recognized in the period when they become measurable and available. Expenditures are recognized when the fund liability is incurred, except principal and interest on general long‐term debt which is recognized when due or when funds have been made available for payment. The proprietary fund is accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and liabili‐es associated with the opera on of these funds are included on the balance sheet. Unlike modified accrual basis, this basis includes deprecia‐on, amor za on, capital assets donated by private par es, and capital asset purchases are treated as expenses. Fund equity is segregated into

contributed capital and retained earnings components. Proprietary fund‐type opera ng statements present increases (revenues) and decreases (expenses) in net total assets. Basis of Budge ng In accordance with the General Statutes of the State of South Carolina, the City Council is required by state statute to adopt an annual balanced budget ordinance for the Combined General and Enterprise Opera ng Funds prior to July 1. Project ordinances are adopted for the Special Reve‐nue and Capital Projects Funds when necessary. All budgets are prepared using the modified accrual basis of accoun ng. City Council has the authority to amend the budget ordinance. Appropria ons lapse at the end of the budget year. Appropria ons are authorized in the annual budget ordinance generally at the department level. The legal level of budgetary control is at the fund level; however, in prac ce, the City maintains control at the department level. Administra ve control is further maintained through more detailed line‐item budgets. The City adopts this budget for the General Fund (Fund 500) and the Enterprise Fund (Fund 700).

Financial Policies & Strategies


Sources & Uses of Funds BUDGET

SUMMARY

Fiscal Year 2015/2016

SOURCES AND USES OF FU

NDS

General

Fund

Accom.

Tax Fund

Tax Inc.

Surplus

Fund

Local H

osp.

Fee Fund

Storm

‐water Fund Fire Im

pact

Fee Fund

Electric Fund Water Fund Wastewater

Fund

Water

Impact

Fee Fund

Wastewater

Impact Fee

Fund

Total FY 15/16

Budget

ESTIMATED REV

ENUES:

Taxes:

Property Taxes‐Ad Valorem

(.935 M

illage per $1,000)

24,145,000

2,085,383

26,230,383

Non‐ad valorem Taxes

265,078

265,078

Franchise Fees

733,000

733,000

Licenses and Permits

9,190,000

525,000

9,715,000

Intergovernmen

tal Reven

ue

2,758,403

580,000

90,000

275,000

380,000

4,083,403

Charges for Services

11,728,053

5,556,017

3,331,850

107,264,228

15,056,805

20,544,904

163,481,857

Opera

ng Transfers

7,144,515

7,144,515

Fines and Forfeitures

972,800

972,800

Miscellaneo

us Reven

ues

750,251

648,000

574

1,398,825

TOTA

L SO

URCES OF

FUNDS

$57,687,100 $580,000

$2,085,383

$5,646,017

$3,331,850

$525,000

$107,912,228

$15,056,805

$20,545,478

$275,000

$380,000

$214,024,861

EX

PEN

DITURES/

EXPEN

SES:

Gen

eral Governmen

t

18,348,940

1,243,158

19,592,098

Public Safety

25,331,271

25,331,271

Public W

orks

8,534,566

2,726,709

15,139,649

6,832,802

11,046,150

44,279,876

Purchased

Power

85,225,209

85,225,209

Parks, R

ecrea

on & Tourism

6,920,177

580,000

7,500,177

Non‐Dep

artm

ental

1,207,574

3,890,329

613,394

100,225

136,947

7,183,305

Gen

eral and Administra

ve

Transfer

(3,705,463)

621,442

1,153,817

1,447,651

(482,553)

Opera

ng Transfer

1,418,493

2,426,696

3,299,327

7,144,516

Deb

t Service

1,050,035

2,085,383

1,755,688

605,141

525,000

3,650,883

4,543,265

4,615,403

275,000

380,000

19,485,798

TOTA

L EX

PEN

DITURES/

EXPEN

SES

57,687,100

580,000

2,085,383

5,646,017

3,331,850

525,000

107,912,228

15,056,805

20,545,478

275,000

380,000

214,024,861

TOTA

L USES OF

FUNDS

$57,687,100 $580,000 $2,085,383 $5,646,017 $3,331,850

$525,000 $107,912,228 $15,056,805 $20,545,478 $275,000

$380,000 $214,024,861


Sources & Uses of Funds BUDGET

SUMMARY

Fiscal Year 2016/2017

SOURCES AND USES OF FU

NDS

General Fund

Accom.

Tax Fund

Tax Inc.

Surplus

Fund

Local H

osp.

Fee Fund

Storm

water

Fund

Fire Im

pact

Fee Fund

Electric Fund

Water Fund

Wastewater

Fund

Water Im

‐pact Fee

Fund

Wastewater

Impact Fee

Fund

Total FY 16/17

Budget

ESTIMATED REV

ENUES:

Taxes:

Property Taxes‐Ad Valorem

(.935 M

illage per $1,000)

24,581,800

2,106,713

26,688,513

Non‐ad valorem Property

Taxes

265,078

265,078

Franchise Fees

743,000

743,000

Licenses and Permits

9,410,000

525,000

275,000

380,000

10,590,000

Intergovernmen

tal Reven

ue

2,802,170

580,000

90,000

3,472,170


11,927,540

5,827,382

3,397,066

111,303,911

15,686,292

21,469,898

169,612,089

Opera

ng Transfers

7,432,574

7,432,574

Fines and Forfeitures

967,800

967,800

Miscellaneo

us Reven

ues

750,251

648,000

574

1,398,825

TOTA

L SO

URCES OF

FUNDS

$58,880,212

$580,000 $2,106,713

$5,917,382

$3,397,066

$525,000

$111,951,911 $15,686,292

$21,470,472

$275,000

$380,000

$221,170,049

EXPEN

DITURES/

EXPEN

SES:

Gen

eral Governmen

t

18,839,656

1,219,109

20,058,766

Public Safety

26,043,550

26,043,550

Public W

orks

8,624,693

2,210,395

16,356,533

6,961,202

11,645,742

45,798,565

Purchased

Power

88,014,802

88,014,802

Parks, R

ecrea

on & Tourism

6,923,264

580,000

7,503,264

Non‐Dep

artm

ental

1,190,202

4,166,032

614,075

100,679

137,401

6,208,389

Gen

eral and Administra

ve

Transfer

(3,779,572)

492,204

633,870

1,176,893

1,476,604

(1)

Opera

ng Transfer

1,464,473

2,526,484

3,441,617

7,432,574

Deb

t Service

1,038,419

2,106,713

1,751,350

694,467

525,000

3,649,049

4,921,034

4,769,108

275,000

380,000

20,110,140

TOTA

L EX

PEN

DITURES/

EXPEN

SES

58,880,212

580,000

2,106,713

5,917,382

3,397,066

525,000

111,951,911

15,686,292

21,470,472

275,000

380,000

221,170,049

TOTA

L USES OF FU

NDS

$58,880,212 $580,000 $2,106,713 $5,917,382 $3,397,066 $525,000

$111,951,911 $15,686,292 $21,470,472 $275,000

$380,000 $221,170,049


Fiscal Year 2016

The General Fund is budgeted at $57,681,100 for Fiscal Year 2016. This represents a 2.82% increase over the Fiscal Year 2015 adopted budget. There are no general fund rate increases for Fiscal Year 2016. The budget projects increases in general property tax and business license revenue. A summary of the Fiscal Year 2016 General Fund revenue by source is provided in the chart on the right.

R S : G F

M G F R S

Major revenue sources for the General Fund, property taxes, charges for services, and licenses and permits are discussed on the following page.

Revenue Summary

Fiscal Year 2017

The General Fund is budgeted at $58,880,212 for Fiscal Year 2017. This represents a 2.08% increase from the Fiscal Year 2016 adopted budget. There are no general fund rate increases proposed for Fiscal Year 2017. The proposed Fiscal Year 2017 budget includes modest increases in property taxes and business licenses revenue. A summary of the Fiscal Year 2017 General Fund revenue by source is provided on the le .

Property Taxes42%

Operating Transfers13%

Franchise Fees1%

Charges for Services20%

Intergovernmental5%

Licenses/Permits16%

Fines2%

Miscellaneous1%

General Fund RevenuesFY2015/2016‐ Total $57,681,100

Property Taxes42%

Operating Transfers

13%

Franchise Fees1%

Charges for Services20%

Intergovernmental5%

Licenses/Permits16%

Fines2%

Miscellaneous1%

General Fund Revenues FY2016/2017‐ Total $58,880,212


M R S : G

G P T

General property taxes account for 41% of General Fund revenue in fiscal years 2016 and 2017. South Carolina law allows local govern‐ments to levy taxes on real and personal property valua ons as assessed and equalized according to statutory guidelines (Code of Laws of South Carolina, Chapter 12, Ar cle 3, Sec on 38 12‐43‐220). The tax rate remains at 93.5 mils in the adopted Fiscal Year 2016 and recommended Fiscal Year 2017 budgets.

Addi onal History The local tax rate remained steady at 100 mils un l 1998 when it was increased to 104 mils

to meet the cost of Public Safety ini a ves. An addi onal two mill tax increase was included in the Fiscal Year 2001 budg‐et. Reassessment was completed by York County and the rollback millage, with a two mill rate increase, brought the City’s total millage for Fiscal Year 2002 down to 98 mils. A four mill tax increase was included in the Fiscal Year 2005 budget to cover the cost of adding Firefighters to the new fire sta on. In Fiscal Year 2007, a three mill tax increase funded the addi‐on of a Street Crimes Unit in the Police Department and construc on of a new fire sta on. In Fiscal Year 2012, the tax

rate was decreased to 93.5 mils to provide a revenue neutral budget as a result of reassessment.

O T

The opera ng transfer is comprised of franchise fees, payments in lieu of taxes, and rates of return that are levied on the City’s publicly owned u lity as though it were privately held. The City has a financial policy, discussed on page 234, that governs opera ng transfers. Opera ng transfers account for 12.4% of all General Fund revenue in fiscal year 2016 and 12.6% of all General Fund revenue in fiscal year 2017.

L P

The Business License Fee, which is imposed on any business, occupa on, or profession, in whole or in part, within the City limits, is the major source of revenue within this category and accounts for 16% of the General Fund revenues in Fiscal Years 2016 and 2017. The fee consists of a base rate plus a percentage of gross income and varies according to the business classifica on. License and permit projec ons are based primarily on historical trend analysis. Beginning in Fiscal Year 2012, the City Council adopted an ordinance implemen ng a 10% reduc on of business license fees for businesses who paid their fees before the due date in an effort to promote job growth.

Revenue Summary

C S

Charges for Services, such as sanita on fees, cemetery fees, and recrea on fees, significantly support many city government opera ons. In Fiscal Year 2016, charges for services represent approximately 20% of total General Fund revenue. Revenue projec ons are based on historical trend analysis of each revenue account and addi onal informa on provided by city departments.

0102030405060708090

100

Tax Rate (in m

ills)

Fiscal Year

Rock Hill SC Property Tax Rates

*Year of Reassessment ^ Recommended

$6.9 $6.9 $7.3 $8.1 $8.2 $8.8 $9.2 $9.4

$‐ $1.0 $2.0 $3.0 $4.0 $5.0 $6.0 $7.0 $8.0 $9.0

$10.0

Reven

ue (in m

illions)

Fiscal Year

Rock Hill SC Business License Revenue

*Projected ^ Recommended


Revenue Summary

Fiscal Year 2016

The Fiscal Year 2016 budget includes a 5% electric rate increase to Rock Hill customers effec ve July 1, 2015 to cover a 4.5% wholesale rate increase from the City’s power provider—Piedmont Municipal Power Agency (PMPA) and .5% for electric opera ons. Water and wastewater rates also increased 1% to cover system capital improvements. The approved budget does not include any other rate increases.

R S : U F

U F R S

U lity fund revenue are discussed in greater detail on the following pages.

Fiscal Year 2017 A summary of the Fiscal Year 2017 U lity Fund revenue by source is provided on the le . A 1.8% electric rate increase is included in the recommended Fiscal Year 2017 budget to cover an an cipated PMPA wholesale power rate increase. A 3% water and wastewater rate increase are also included to cover system capital improvements.

Electric73%

Water10%

Wastewater14%

Stormwater2%

Impact Fees1%

Utility Funds RevenueFY2016/2017‐ Total $153,160,741

Electric73%

Water10%

Wastewater14%

Stormwater2%

Impact Fees1%

Utility Funds RevenueFY2015/2016 Total $147,501,361


M R S : U

E F Electric sales represent the single largest source of revenue for the City of Rock Hill. The City mon‐itors the Electric revenues closely on a week to week basis in order to project with great accura‐cy. Fiscal Years 2016 and 2017 es mates are based on historical trends of customer growth that is applied to rate schedules. Electric revenue account for approximately 73% of all Enterprise Fund revenues. A 5% rate increase is included in the approved budget to cover a 4.5% increase in purchased power and a .5% increase for electric opera ons. A 1.8% electric rate increase is pro‐jected for Fiscal Year 2017 to cover an an cipat‐ed PMPA wholesale power rate increase.

W F Wastewater fees represent the second largest source of u lity revenues for the City. The budget es mates are based on historical trends of customer growth. These fees comprise approximately 14% of all Enterprise revenues. There is a 1% wastewater rate increase included in the Fiscal Year 2016 budget and a 3% increase included in the Fiscal Year 2017 budget to cover system capital improvements. W F Water revenue es mates are based on historical trends of customer growth and customer water usage pa erns. Water rev‐enues account for approximately 10% of all Enterprise revenue. There is a 1% water rate increase included in the Fiscal Year 2016 budget and a 3% increase included in the Fiscal Year 2017 budget to cover system capital improvements. S F Stormwater fees are imposed on residen al and non‐residen al customers inside the City limits. Currently, residen al prop‐er es with gross land area less than 10,000 square feet (including apartments) are charged $2.38 per month and residen al proper es with gross land area more than 10,000 square feet are charged $2.88 per month. These rates increased to $3.74 per month for gross land area more than 10,000 square feet and $3.08 for gross land area less than 10,000 square feet. Fees for nonresiden al property are based on size of property and impervious surface area and vary among proper es. Non‐residen al proper es are increasing in the Fiscal Year 2015 budget, up 20‐30% based on square footage. For commercial proper es 1‐10,000 square feet, the minimum fee is $3.46. For commercial proper es 10,001‐100,000 square feet, the mini‐mum monthly fee is $3.60. Commercial proper es more than 100,001 square feet, the minimum monthly fee is $3.74. The revenues are used to fund drainage system improvements, repairs, and maintenance throughout the City. The is no storm‐water rate increase in the Fiscal Year 2016 budget or the proposed Fiscal Year 2017 budget. I F In Fiscal Year 2004, the City began implemen ng fire, water and wastewater impact fees to ensure that growth pays for related infrastructure im‐provements. The water and wastewater impact fees are being used to offset a $50 million u lity revenue bond. This bond issue has funded over $18.7 million in water improvements, mainly at the water treatment plant, and over $17.9 million in wastewater projects.

Revenue Summary

$‐

$20.0

$40.0

$60.0

$80.0

$100.0

$120.0

FY2011 FY2012 FY2013 FY2014 FY2015* FY2016^ FY2017^

Revenue (in m

illions)

Fiscal Year

Rock Hill, SC: Electric Sales Revenue

*Projected ^ Budgeted

$‐

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

Impact Fee Revenue

Fiscal Year

Utility Impact Fees:Water & Wastewater

wastewater water*Projected ^ Budgeted


R D

The following pages provided more detailed informa on regarding revenue sources.

Revenue Detail

2012/2013. 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.Actual Actual Budget Estimated Approved Proposed

(500) GENERAL FUND

General Property Taxes

Real Property Taxes 19,942,336 20,382,232 20,935,727 21,156,692 21,350,000 21,669,500

Personal Property Taxes 2,085,830 2,265,561 2,320,000 2,406,007 2,450,000 2,560,000

Manchester/Tech Park 215,618 221,190 226,720 226,720 230,000 230,000

LMD Assessment Revenue 0 108,000 120,001 110,586 115,000 122,300

Manchester/Tech Park 812,817 0 0 0 0 0

Total General Property Taxes 23,056,600 22,976,982 23,602,448 23,900,004 24,145,000 24,581,800

Property Taxes ‐ not on assess value

Manufacturer's Exemptions 76,828 70,254 70,254 70,683 70,254 70,254

Merchants Inventory Taxes 194,824 194,824 194,850 194,824 194,824 194,824

Total Property Taxes ‐ not on assess value 271,652 265,078 265,104 265,507 265,078 265,078

Other Taxes

Franchise Taxes 720,142 733,087 705,007 751,284 733,000 743,000

Total Other Taxes 720,142 733,087 705,007 751,284 733,000 743,000

Business Licenses & Permits

Business Licenses 8,109,230 8,365,210 8,512,527 9,671,056 9,190,000 9,410,000

Other 870 450 500 260 500 500

Total Business Licenses & Permits 8,110,100 8,365,660 8,513,027 9,671,316 9,190,500 9,410,500

Intergovernmental

Aid to Subdivisions 1,428,769 1,435,504 1,427,266 1,112,286 1,435,504 1,435,504

Total Intergovernmental 1,428,769 1,435,504 1,427,266 1,112,286 1,435,504 1,435,504

Federal Grants

Police ‐ COPS 159,301 0 0 0 0 0

R.F.A.T.S. 191,670 143,650 215,000 102,774 215,000 215,000

Federal Transit Grants 0 56,643 0 0 0 0

FTA 5307 Grant SC‐90‐x235 205,554 156,625 215,660 165,863 240,790 264,869

Operating‐Categorical 107,871 0 0 0 0 0

Operating‐Noncategorical (3,276)

Total Federal Grants 661,119 356,918 430,660 268,637 455,790 479,869

State Government Grants

State Grant Planning SMTF 0 126,240 135,425 187,763 291,109 305,796

Recreation ‐ PARD 0 21,350 10,000 0 10,000 10,000

Total State Government Grants 0 147,590 145,425 187,763 301,109 315,797

Local Government‐ Payment in Lieu of Taxes

Housing Authority 56,678 57,334 60,000 59,862 61,500 61,500

Total Local Gov ‐ Pmt in Lieu of Taxes 56,678 57,334 60,000 59,862 61,500 61,500


Grave Fees 128,862 116,917 112,000 139,863 125,000 128,000

Monument Marker Placement Fee 2,160 984 2,000 1,590 3,000 3,000

Sale of Cemetery Lots 111,068 111,901 118,000 126,097 130,000 130,000

Zoning Permits & Fees 19,985 18,990 0 24,010 20,000 20,000

Plan Checking Fees 85,589 104,477 127,650 134,379 115,000 115,000

Planning Printing/Duplicating (34) 61 0 146 0 0


Revenue Detail 2012/2013. 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.

Actual Actual Budget Estimated Approved Proposed

Building Permits 653,250 836,606 840,000 1,039,242 990,000 990,000

Plumbing Permits 7,630 0 0 40 0 0

Electrical Permits 6,111 0 0 0 0 0

Gas Permits 1,670 0 0 70 0 0

Mechanical Permits 12,947 0 0 (80) 0 0

Occupancy Inspection 5,655 9,026 4,000 8,750 4,000 4,000

Reinspection Fees 7,080 12,363 8,000 14,050 14,000 14,000

Maint & Security (Tech Park) 3,550 3,550 3,550 0 3,550 3,550

Total Charges for Services 1,045,523 1,214,874 1,215,200 1,488,158 1,404,550 1,407,550

General Government

Other Revenues ‐ All Others (24,996) 25,175 75,003 96,900 75,000 75,000

Fuel Sales to Other Agencies 180,650 153,994 215,000 112,880 150,000 160,000

Miscellaneous Planning Revenue 667 1,495 2,000 428 2,000 2,000

Total General Government 156,320 180,663 292,003 210,207 227,000 237,000

Public Safety

Special Fire Protection Services 87,520 87,665 87,520 87,560 88,000 88,000

Juvenile Restitution‐County Cl 12,199 2,420 0 5,677 0 0

Jail Telephone Revenue 361 337 200 496 200 200

Police Revenue ‐ Records Unit 4,260 4,248 3,000 3,923 3,000 3,000

Parking Tickets 938 40 3,000 0 3,000 3,000

Victim Assistance Police Rev 0 0 0 0 0 0

Police False Alarms 40,100 28,650 30,000 24,900 40,000 40,000

Fire False Alarms 4,375 2,875 5,000 0 800 800

Failure to register alarms 0 25 0 (3,429) 0 0

Reinspection Fee 0 8,750 12,000 4,500 12,000 12,000

Total Public Safety 149,752 135,009 140,720 123,627 147,000 147,000

Sanitation

Refuse Charges ‐ Residential 4,202,191 4,265,208 4,478,864 4,341,188 4,525,000 4,615,500

Refuse Charges ‐ Commercial 1,813,384 1,823,173 1,911,201 1,748,930 1,925,000 1,963,500

Refuse Charges ‐ Miscellaneous 56 5,282 59 5,848 60 61

Refuse Chrgs‐Apts w/Dumpsters 616,737 621,899 628,125 613,886 638,500 651,270

Cardboard 133,838 164,419 108,000 96,285 100,000 100,000

Cardboard Container Rental (13,353) (27,049) 44,001 (18,138) (10,000) (10,000)

Comingle 10,950 300 8,000 3,380 8,000 8,000

Newsprint 18,504 24,653 20,000 8,475 20,000 20,000

RHSD Recycling 0 0 0 0 0 0

Sale of Refuse Containers 24,285 33,705 40,000 47,510 40,000 40,000

Demolition 15,300 18,009 12,000 23,016 20,000 20,000

Total Sanitation 6,821,892 6,929,597 7,250,251 6,870,378 7,266,561 7,408,332

Recreation

Gate admission fee 119,349 151,366 125,000 158,045 140,000 140,000

PRT Programs ‐ General 237,423 211,024 240,000 190,656 210,000 210,000

PRT Programs ‐ Athletics 219,860 212,675 230,000 230,223 210,000 220,000

Vending Concessions 677 253 550 0 0 0

Regional Park Concessions 226,209 270,177 235,000 313,108 260,000 265,000

Rentals 92,957 157,681 105,000 175,032 160,000 160,000

Other Recreation Revenues (3,021) 152 500 1,046 100 100

Special Events ‐ Athletics 15,578 8,840 12,000 9,254 12,000 12,000

Special Events ‐ General 0 0 0 6,055 12,000 12,000

York County Rec assistance 491,050 506,273 506,000 511,656 516,000 521,000

Accom tax gen fund portion 42,531 49,105 50,000 0 50,000 50,000

Total Recreation 1,442,612 1,567,545 1,504,051 1,595,075 1,570,100 1,590,100

General Fund Charge‐Offs

Charge Off Collections 26,321 28,879 38,766 (7,414) 40,000 40,000

Total General Fund Charge‐Offs 26,321 28,879 38,766 (7,414) 40,000 40,000


Revenue Detail 2012/2013. 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.


Court Fines

Court Fines 679,791 614,726 700,000 582,235 680,000 680,000

Victim Assistance Court Rev 0 0 0 0 0 0

Victim Assistance Rev‐All 116,003 108,359 125,000 104,734 103,000 103,000

Total Court Fines 795,793 723,085 825,000 686,969 783,000 783,000

Investment Earnings

Interest Revenues‐General 1,046 1,369 0 0 0 0

Interest Rev‐Bond Trustees 153 101 20,001 205 400 400

Total Investment Earnings 1,199 1,469 20,001 205 400 400

Rents and Royalties

Rent City Real Property‐Bldgs 26,020 26,351 36,000 23,254 30,000 30,000

Rent ‐ Downtown Parking 29,640 24,255 35,001 2,530 21,000 21,000

Fixed Base Operator‐Arpt Rent 111,406 110,460 112,000 106,388 113,000 114,000

Aircraft Storage and Access 21,329 19,852 22,000 23,317 22,000 22,000

Fuel Flow Revenue 15,454 14,524 15,500 16,284 16,000 16,000

Concession Fees 5,700 3,600 3,600 3,500 3,600 3,600

Owner Service Area 97 31 200 0 200 200

Non‐Aviation Rents 31,641 36,545 34,000 43,748 35,000 35,000

Miscellaneous Revenue 18,612 74,967 87,543 205,135 200 200

Reserved‐Sullivan Tennis 34,319 47,673 52,000 4,955 48,000 48,000

Reserved Clean & Green 20,287 23,127 5,000 19,015 15,000 15,000

Total Rent and Royalties 314,507 381,384 402,844 448,125 304,000 305,000

Proceeds‐ Cap Asset Disposition

Sale of Surplus, Scrap, Etc 522,165 584,872 950,000 720,842 555,000 555,000

Sale of City Property ‐ Land (15,293) 206 5,000 (256) 5,000 5,000

Sale of Inventory 0 0 2,000 0 2,000 2,000

Capital Leases 0 0 0 0 0 0

Total Proceeds 506,872 585,078 957,000 720,586 562,000 562,000

Operating Transfers

From Utilities Funds 6,398,276 6,552,476 6,730,295 6,730,308 7,144,515 7,432,574

Total Operating Transfers 6,398,276 6,552,476 6,730,295 6,730,308 7,144,515 7,432,574

Other Revenue

Other Miscellaneous 630 770 1,000 270 1,000 1,000

Discounts 0 0 0 77,551 0 0

3rd Party Damages Recovered 9,603 38,586 30,000 40,579 10,000 10,000

3rd Party Damages Recov‐Police 58,194 12,709 0 21,670 0 0

Reimbursement ‐ HA Costs 1,555,400 1,610,170 1,626,100 1,557,849 1,524,992 1,553,707

Police Mortgage Loan Pymts 1,317 2,977 4,500 1,333 4,500 4,500

At‐fault Accident Recovery ‐ Fire 0 0 0 0 100,000 100,000

Police ‐ 3rd Party Recovery 0 0 0 0 10,000 5,000Total Other Revenue 1,625,145 1,665,212 1,661,600 1,699,252 1,650,492 1,674,207

TOTAL GENERAL FUND $53,696,185 $54,303,431 $56,099,325 $56,782,136 $57,687,100 $58,880,212

(502) ACCOMMODATIONS TAX FUND

Intergovernmental

Accommodations Fee‐State 537,994 523,799 570,000 605,324 580,000 580,000

TOTAL ACCOMMODATIONS FUND $537,994 $523,799 $570,000 $605,324 $580,000 $580,000


Revenue Detail 2012/2013. 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.


(504) TAX INCREMENT SURPLUS FUND

Downtown ‐ City 101,089 101,455 133,000 92,322 92,322 93,266

Textile Corridor ‐ City 95,734 91,729 122,001 82,426 86,379 87,262LMD Assessment Revenue 0 0 0 0 0 0

Downtown ‐ County 309,105 312,395 342,000 294,344 294,343 297,354

Textile Corridor ‐ County 361,988 351,468 360,000 311,731 320,160 323,435

Interest Revenues‐General 24 3

Riverwalk Assessment Revenue 887,641 1,067,079 1,257,521 954,608 1,292,179 1,305,396

TOTAL ACCOMMODATIONS FUND $1,755,581 $1,924,129 $2,214,522 $1,735,432 $2,085,383 $2,106,713

(506) LOCAL OPTION HOSPITALITY TAX FUND

Admissions tax 87,720 56,183 60,001 37,105 62,000 62,000

RZDB Subsidy 0 90,765 90,000 90,668 90,000 90,000

RZDB Subsidy 93,553

Lodging 793,456 811,983 829,142 907,026 995,428 1,045,199

Restaurants 3,491,902 3,939,280 3,670,522 4,197,849 4,407,589 4,627,968LOP Sunday Alcohol Sales 80,460 98,700 81,200 103,275 81,000 82,215

Interest Revenues‐General 1,750 0 10,000 0 10,000 10,000

IF Transfers in‐____ Fund 3,479 0 0 0 0 0

Management Fee RH Cycle Facil ity 289,950 289,950 0 289,950 0 0

TOTAL HOSPITALITY FUND $4,842,269 $5,286,861 $4,740,865 $5,625,873 $5,646,016 $5,917,382

(553) FIRE IMPACT FEE

Impact fees ‐ Fire 242,306 460,651 400,000 608,538 525,000 525,000

TOTAL FIRE IMPACT FEE FUND $242,306 $460,651 $400,000 $608,538 $525,000 $525,000

(700) STORMWATER FUND

Charge Off Collections 9,920 8,826 0 (13,807) 0 0

Stormwater Revenues 2,473,308 2,528,257 3,101,306 3,263,774 3,260,800 3,326,016Stormwater Erosion Control Rev 69,440 101,610 70,000 92,025 71,050 71,050

Interest Revenues‐General 7,011 5,377 0 0 0 0

TOTAL STORMWATER FUND $2,559,679 $2,644,070 $3,171,306 $3,341,992 $3,331,850 $3,397,066

(725)ELECTRIC FUND

York Co ‐ Pennies for Progress 304,178 228,087 0 535,126 250,000 250,000

Electric Sales 81,542,604 89,677,673 96,797,354 96,305,246 103,173,720 107,131,464

Smart Switch (20,134) (2,500) (2,000) (2,325) (2,000) (2,000)

Other Electric Revenue 59,572 122,927 70,000 87,021 50,000 50,000

Electric Underground 56,950 86,359 75,000 74,065 46,500 46,500

Security Lights 1,427,456 1,503,166 1,438,688 1,619,104 1,745,033 1,811,972

Service Connection Fees 374,896 394,231 400,000 368,268 425,000 440,000

Util ity Theft Fee 26,450 19,800 20,000 19,582 20,000 20,000

Charge Off Collections (4,804) (7,641) 0 (59,803) 0 0

Traffic Signalization Reimb 118,661 192,992 150,000 150,220 175,000 175,000

Other Utility Revenue 0 1,801 0 0 0 0


Penalty‐Charge Offs 13,561 14,715 10,000 (16,118) 10,000 10,000

Forward Purchase Contracts 30,780 30,761 0 0 0 0

Late Pymt Fee 837,765 878,174 945,000 920,346 995,000 995,000

Service Chrg‐Returned Checks 27,690 29,435 30,000 25,068 30,000 30,000

Interest Revenues‐General 33,533 15,432 50,001 30,157 50,000 50,000

Interest Rev‐Prem. Amort. 1,708,872 398,389 0 0 0 0

Riverwalk Assessment Revenue 34,204 38,046 35,000 41,816 35,000 35,000

Restricted Land Sale Revenues 265,000 265,000 265,000 264,996 265,000 265,000

3rd Party Damages Recovered 50,073 2,200,515 70,000 48,682 50,000 50,000

Contrib to Util Oper York Cty 265,000 265,000 265,000 265,000 265,000 265,000

TOTAL ELECTRIC FUND $87,370,368 $96,567,916 $100,941,567 $100,499,600 $107,912,228 $111,951,911


Revenue Detail 2012/2013. 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.


(726) WATER FUND

York Co ‐ Pennies for Progress 0 81,446 0 0 0 0BABS 0 341,637 349,576 341,111 349,580 349,850

Water Sales 12,557,997 12,576,150 13,956,548 13,542,120 13,844,145 14,473,362

Irrigation sales 270,096 263,300 300,000 292,234 300,000 300,000

Water Tap Fees 97,877 110,690 100,000 242,199 130,000 130,000

Other Water Revenues 16,850 16,157 20,000 28,517 20,000 20,000

Cellular antenna rents 170,636 163,977 176,868 150,733 175,000 175,000

Water Surcharge 0 0 0 0 0 0

Interest Surcharge 0 0 0 0 0 0

Fort Mill Debt Service 203,391 202,971 208,080 203,735 208,080 208,080

Fort Mill princ. reduction (134,117) (141,629) 0 0 0 0

Other Utility Revenue 25,000 0 0 0 0 0


Forward Purchase Contracts 0 144,802 0 0 0 0

3rd Party Damages Recovered 576 2,201 0 0 0 0

Capital Contributions 0 0 0 0 0 0

TOTAL WATER FUND $13,240,543 $13,795,385 $15,141,072 $14,773,164 $15,056,805 $15,686,292

(727) WASTEWATER FUND

BABS 351,966 0 0 0 0 0Sales from warehouse inventory 0 5,400 0 0 0 0

Sewer Charge 18,815,834 19,146,064 20,053,142 19,493,092 20,351,904 21,276,898

Sewer Charge‐BOD/TSS 13,757 14,883 37,142 40,462 40,000 40,000

Sewer Service Connections 13,140 10,684 5,000 21,381 20,000 20,000Sewer Capacity Fee ‐ Red River 4,151 3,199 0 1,194 0 0

Sewer Capacity Fee - Rawlinson 444 0 0 0 0 0

Sewer Capacity Fee Tools Fork 0 3,829 0 16,763 0 0

Sewer Capacity Fee ‐ I‐77 0 22,907 0 97,533 0 0

Sampling & Monitoring Fee 93,193 87,170 93,000 117,390 93,000 93,000

Interest Surcharge 0 0 563 0 574 574


Interest Rev‐Bond Trustees 43,418 8,629 0 0 0 03rd Party Damages Recovered 519 2 0 0 0 0

Capital Contributions 0 0 0 0 0 0

TOTAL WASTEWATER FUND $19,393,883 $19,364,642 $20,228,847 $19,732,122 $20,545,478 $21,470,472

(735) WATER IMPACT FEE FUND

Impact fees ‐ water 225,798 270,714 256,000 240,450 275,000 275,000

TOTAL WATER IMPACT FEE FUND $225,798 $270,714 $256,000 $240,450 $275,000 $275,000

(736) WASTEWATER IMPACT FEE FUND

Impact fees ‐ sewer 364,999 447,400 375,000 375,730 380,000 380,000

TOTAL WASTEWATER IMPACT FEE FUND $364,999 $447,400 $375,000 $375,730 $380,000 $380,000


Revenue Detail

Electric Rate Water Rate Wastewater Rate

A F Y 2016 R F C 5% increase to cover 4.5% purchased power wholesale rate increase and .5% for electric opera ons 1% increase to cover system capital improvements 1% increase to cover system capital improvements

Electric Rate Water Rate Wastewater Rate

P F Y 2017 R F C 1.8% increase to cover projected purchased power wholesale rate increase 3% increase to cover system capital improvements 3% increase to cover system capital improvements

2012/2013. 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.Actual Actual Budget Estimated Approved Proposed

General Fund $53,696,185 $54,303,431 $56,099,325 $56,782,136 $57,687,100 $58,880,212

Accommodations Tax $537,994 $523,799 $570,000 $605,324 $580,000 $580,000

Tax Increment Surplus $1,755,581 $1,924,129 $2,214,522 $1,735,432 $2,085,383 $2,106,713

Local Hospitality Tax $4,842,269 $5,286,861 $4,740,865 $5,625,873 $5,646,016 $5,917,382

Fire Impact Fee $242,306 $460,651 $400,000 $608,538 $525,000 $525,000Stormwater Fund $2,559,679 $2,644,070 $3,171,306 $3,341,992 $3,331,850 $3,397,066

Electric Fund $87,370,368 $96,567,916 $100,941,567 $100,499,600 $107,912,228 $111,951,911

Water Fund $13,240,543 $13,795,385 $15,141,072 $14,773,164 $15,056,805 $15,686,292

Wastewater Fund $19,393,883 $19,364,642 $20,228,847 $19,732,122 $20,545,478 $21,470,472

Water Impact Fee $225,798 $270,714 $256,000 $240,450 $275,000 $275,000Wastewater Impact Fee Fund $364,999 $447,400 $375,000 $375,730 $380,000 $380,000

Total Revenues $184,229,606 $195,588,998 $204,138,506 $204,320,361 $214,024,861 $221,170,049

FUND LEVEL SUMMARY


E O

G F

General Fund departments con nue to control costs to reduce the dependency on the Enterprise Fund transfer. The transfer for Fiscal Year 2016 covers approximately 12% of General Fund expenses, down from as much as 42% in 1990. General Fund expenditures for Fiscal Year 2016 are budgeted at $57,687,100, a 2.83% increase when compared to Fiscal Year 2015. Personnel expenditures (salaries and salary addi ves) make up 65% of the total general fund expenditures ($39.1 million). The Fiscal Year 2016 budget reflects a modified pay ‐for‐performance program with a 1.5% performance base compensa on wage increase. Personnel expenses have also increased as a result of increasing health costs. The approved Fiscal Year 2016 budget reflects a 25% increase in capital spending when compared to Fiscal Year 2015, showing the City’s con nued commitment to inves ng in infrastructure and economic development projects including Knowledge Park, and Bleachery area developments. Addi onally, the Fiscal Year 2016 budget includes replacing vehicles

E F Despite the current challenges, the outlook for our region is s ll favorable, and the City con nues to plan for the future. The enterprise fund outlook includes several capital projects in the Electric, Water, Wastewater, and Stormwater Funds over the next five years. Many of these projects will be funded from rate increases in the corresponding funds. The

others will be funded with revenue bonds. The Capital Improvement Plan sec on provides more informa on on these projects. Enterprise Fund expenditures are budgeted at $147,501,361, a 5.27% increase compared to Fiscal Year 2015. Similar to the General Fund, personnel expenditures have greatly increased with healthcare costs and the modified employee pay‐for‐performance program. The Fiscal Year 2016 approved budget includes a 5% electric rate increase to cover a 4.5% increase in purchased power and .5% for electric opera ons . A 1% water and a 1% wastewater rate increase are also included to cover system capital improvements.

Expenditure Summary

Rock Hill electrical crews replacing a u lity pole and traffic signal damaged on Herlong Avenue during a traffic accident

Rock Hill’s new recycling logo wrap


Expenditure Summary

Personnel Expense65%

Operating Expense26%

Capital Expense9%

Fiscal Year 2016 General Fund Expenditures by Category

Personnel Expense

9%

Operating Expense73%

Capital Expense5%

Non‐Operating Expense13%

Fiscal Year 2016 Enterprise Funds Expenditures by Category

2012/2013. 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.


General Fund 53,253,223$ 54,411,787$ 56,099,325$ 56,802,566$ 57,687,100$ 58,880,212$

Accommodations Tax 339,453$ 486,557$ 570,000$ 609,279$ 580,000$ 580,000$

Tax Increment Surplus 2,004,097$ 2,577,286$ 2,214,522$ 1,699,453$ 2,085,383$ 2,106,713$

Local Hospital ity Tax 4,762,164$ 5,115,397$ 4,740,865$ 5,320,311$ 5,646,016$ 5,917,382$

Fire Impact Fee 240,747$ 462,210$ 400,000$ 401,720$ 525,000$ 525,000$

Stormwater Fund 2,229,453$ 2,636,996$ 3,171,306$ 3,027,986$ 3,331,850$ 3,397,066$

Electric Fund 89,191,544$ 94,428,954$ 100,941,567$ 101,131,780$ 107,912,228$ 111,951,911$

Water Fund 14,275,200$ 16,034,475$ 15,141,072$ 15,534,929$ 15,056,805$ 15,686,292$

Wastewater Fund 18,581,490$ 19,552,294$ 20,228,847$ 18,969,766$ 20,545,478$ 21,470,472$

Water Impact Fee 225,798$ 270,714$ 256,000$ 255,996$ 275,000$ 275,000$ Wastewater Impact Fee Fund 364,999$ 447,400$ 375,000$ 375,000$ 380,000$ 380,000$

Total Expenditures $ 185,468,169 $ 196,424,068 $ 204,138,506 $ 204,128,785 $ 214,024,861 $ 221,170,049

FUND LEVEL SUMMARY

*Fund totals include non‐departmental and debt service.


Expenditure Summary

DEPARTMENTAL LEVEL SUMMARY 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.

Actual Budget Es mated Approved Proposed

General Government Personnel 3,254,196 3,385,889 3,370,020 3,595,191 3,697,756

Opera ng 2,049,058 1,822,431 2,301,682 2,153,399 2,059,286 Capital 145,977 199,481 122,425 309,610 319,104

Total $5,449,231 $5,407,802 $5,794,127 $6,058,200 $6,076,146

Management & Budget Personnel 1,082,531 1,188,756 1,233,485 1,240,526 1,274,103 Opera ng 254,072 246,690 226,595 238,767 239,609 Capital 8,389 16,582 16,420 25,654 17,369

Total $1,344,992 $1,452,028 $1,476,500 $1,504,946 $1,531,082

Human Resources Personnel 634,780 655,001 678,781 663,111 678,438 Opera ng 190,865 179,693 144,129 188,448 233,381 Capital 0 0 0 0 0

Total $825,645 $834,693 $822,910 $851,559 $911,819

Fire Personnel 6,973,902 7,184,614 7,270,938 7,370,197 7,481,256

Opera ng 873,473 714,442 878,990 682,015 665,694 Capital 349,058 582,255 549,539 1,055,513 1,299,025

Total $8,196,433 $8,481,311 $8,699,467 $9,107,725 $9,445,975

Police Personnel 9,760,071 10,718,844 10,048,628 10,883,469 11,012,018

Opera ng 3,046,470 3,055,566 3,551,226 2,871,659 2,940,430 Capital 1,024,574 1,154,881 1,115,338 1,107,821 1,202,260 Non‐opera ng 15,823 25,751 28,834 25,752 25,752

Total $13,846,938 $14,955,042 $14,744,027 $14,888,701 $15,180,461

Public Works Personnel 3,060,436 3,289,933 3,016,616 3,097,718 3,066,965

Opera ng 3,257,132 2,971,080 2,851,710 2,786,501 2,740,402 Capital 1,571,055 1,915,274 1,847,461 2,650,347 2,817,326

Total $7,888,623 $8,176,287 $7,715,786 $8,534,566 $8,624,693

Finance Personnel 2,362,332 2,359,848 2,532,231 2,563,646 2,610,296

Opera ng 742,710 824,678 787,938 833,321 828,326 Capital 57,525 45,000 36,104 0 16,640

Total $3,162,567 $3,229,527 $3,356,273 $3,396,967 $3,455,263

Parks, Recrea on, Tourism Personnel 3,504,137 3,554,581 3,725,553 3,323,271 3,362,616

Opera ng 3,093,906 3,063,470 3,348,666 3,281,188 3,292,459 Capital 153,896 285,932 281,838 315,718 268,189

Total $6,751,939 $6,903,983 $7,356,057 $6,920,177 $6,923,264

Economic & Urban Development Personnel 1,063,847 1,001,585 1,005,700 982,619 997,598

Opera ng 721,696 840,833 794,679 829,077 911,077 Capital 39,080 25,000 31,579 0 66,547

Total $1,824,623 $1,867,418 $1,831,958 $1,811,697 $1,975,222


Expenditure Summary

DEPARTMENTAL LEVEL SUMMARY 2013/2014. 2014/2015. 2014/2015. 2015/2016. 2016/2017.

Actual Budget Es mated Approved Proposed

Housing Authority Personnel 1,557,726 1,514,237 1,497,246 1,472,702 1,501,339

Opera ng 56,330 57,913 49,612 52,290 52,368 Capital 0 0 0 0 0

Total $1,614,056 $1,572,150 $1,546,858 $1,524,992 $1,553,707

Planning and Development Personnel 1,964,321 2,157,133 2,130,972 2,268,341 2,347,249

Opera ng 574,214 862,022 811,539 837,627 852,429 Capital 75,507 131,981 64,316 35,350 140,230

Total $2,614,042 $3,151,135 $3,006,827 $3,141,318 $3,339,908

Housing & Neighborhood Svcs Personnel 867,765 974,203 1,004,930 1,049,497 1,068,663

Opera ng 360,848 322,692 314,132 344,608 344,961 Capital 43,425 45,000 18,052 0 0

Total $1,272,038 $1,341,895 $1,337,114 $1,394,105 $1,413,624

Stormwater Personnel 742,255 854,320 651,565 849,927 864,049 Opera ng 1,034,502 555,527 1,625,566 389,711 389,962 Capital 424,950 697,781 583,070 1,004,518 956,384

Non‐opera ng* 435,289 1,063,678 167,784 1,087,694 1,186,671

Total $2,636,996 $3,171,306 $3,027,986 $3,331,850 $3,397,066

Electric Personnel 5,795,764 6,378,388 6,375,754 7,136,694 7,370,427

Opera ng 8,198,410 8,231,925 10,134,016 8,655,134 8,600,277 Purchased Power 72,713,106 79,418,207 78,701,846 85,225,209 88,014,802 Capital 1,710,283 1,496,491 806,725 1,204,374 2,219,013

Non‐opera ng* 6,011,391 5,416,557 5,113,439 5,690,817 5,747,392

Total $94,428,954 $100,941,568 $101,131,780 $107,912,228 $111,951,911

Water Personnel 1,904,772 2,025,887 1,897,127 1,917,718 1,948,349

Opera ng 8,481,570 8,241,598 9,851,663 7,732,332 8,120,853 Capital 2,469,052 1,385,546 298,099 1,826,243 1,913,713

Non‐opera ng* 3,179,081 3,488,042 3,488,040 3,580,513 3,703,378

Total $16,034,475 $15,141,072 $15,534,929 $15,056,805 $15,686,292

Wastewater Personnel 2,215,120 2,297,255 2,457,631 2,502,013 2,544,232

Opera ng 5,130,303 4,512,071 11,197,205 5,155,754 5,152,123 Capital 4,773,116 4,227,157 228,536 3,525,331 4,708,115

Non‐opera ng* 7,433,755 9,192,365 5,086,394 9,362,380 9,687,329

Total $19,552,294 $20,228,847 $18,969,766 $20,545,478 $21,470,472

*Includes non‐departmental and debt service. Divisional level expenditure informa on is available on pages 88‐150.


Performance Budgets

FY2016—2018 Strategic Plan

City of Rock Hill Strategic Plan 42

Quality Services 49

Quality Places 65

Quality Community 75

Performance Budget Overview

Introduc on to Performance Budgets 86

FY2015 Performance Results 86

Accountability & Transparency Efforts 87

Performance Budgets

General Government 88

Office of Management & Budget 95

Human Resources 98

Planning and Development 101

Housing and Neighborhood Services 106

Police 110

Fire 114

Public Works 118

Finance 124

Parks, Recrea on, and Tourism 129

Economic and Urban Development 133

Housing Authority 135

Stormwater Fund 136

Electric Fund 137

Water Fund 143

Wastewater Fund 147

Statement of Revenues, Expenses, and Changes in Fund Balance/Net Assets 152



Performance Budgets: FY2016-2018 Strategic Plan

Our award‐winning Strategic Plan has enhanced our organi‐za on’s transparency and ac‐countability.
























































































F Y 2015 P R S

The City met 74% of the performance targets that were due in Fiscal Year 2015. The Year‐End results suggest that the City experienced both successes and challenges. The results further solidify that the Strategic Plan’s goals and targets were developed with appropriate rigor. During Fiscal Year 2016, the City will con nue to use its resources to address the priori es set forth in the newly adopted FY2016‐FY2018 Strategic Plan.

I P B

This sec on of the budget document details how the City of Rock Hill will allocate financial and personnel resources. The City’s Strategic Plan assists with the alloca on of resources by reminding City leaders and staff of the established priori es, consequently improving the City’s ability to accomplish its goals. There are four sub‐sec ons included in the Performance Budget sec on:

FY2015 Year‐End Performance Results Summary—provides a high level summary of the City’s progress at accomplishing performance goals that were due within Fiscal Year 2015. The full report is available at cityofrockhill.com/transparency.

Accountability & Transparency Efforts– provides informa on on the various efforts the City has undertaken to champion open and accessible government. Our efforts earned the Government Finance Officers Associa on’s (GFOA) 2011 A E G and the Alliance for Innova on’s 2010 O A I A .

Performance Budgets— provides high level summaries of performance measurement, expenditure, and personnel informa on for departments and divisions.

FY2016—FY2018 Strategic Plan—while the performance budget sec on highlights a few performance measures, the Strategic Plan sec on provides the City’s official Strategic Plan in its en rety. Our Strategic Plan and Performance Dashboard earned the Interna onal City/County Management Associa on (ICMA) 2015 C E P M .


Strategic Focus Area Targets Met (Percent)

Targets Not Met (Percent)

Unavailable

All Focus Areas 74% 24% 2%

Quality Services 80% 17% 3%

Quality Places 52% 48% 0%

Quality Community 76% 24% 0%

The City’s Year‐End Performance Report is available at cityofrockhill.com/transparency.

FY2015 Performance Results


A T E

To assist with providing the community with updates on revenues, expenditures, and progress at addressing the goals and mee ng the targets within the Strategic Plan, the City has Performance and Financial Dashboards available on our website. What are the Dashboards? The Performance Dashboard is a tool to communicate and track the City’s progress on addressing many of the performance targets included in the Strategic Plan. The Financial Dashboard communicates revenue and expenditure informa on specific to Rock Hill. What informa on is provided on the Dashboards? Informa on on the City’s progress at mee ng performance targets ranging from reducing crime to mee ng milestone dates for major projects is included on the Performance Dashboard. Summaries of expenditures by department and revenues by source are included on the Financial Dashboard.

Progress is communicated using various types of graphs and melines with narra ve informa on.

When available, historical performance data are included to offer added context. How o en are the Dashboards updated? The Financial Dashboard is updated monthly. The Performance Dashboard as a whole is updated monthly; however, the frequency of updates for individual performance targets vary. Some targets are evaluated and updated on a monthly basis (e.g., tax base growth), while others are evaluated quarterly (e.g., stormwater master planning, public safety response mes) or annually (e.g., code enforcement voluntary compliance rate). How to access the Dashboards? Visit cityofrockhill.com/transparency.

The City of Rock Hill is commi ed to using performance measurement to provide data to complement decision making, improve performance, communicate progress, and provide accountability.

Performance Budgets


G G

Department Descrip on City Council is responsible for direc ng the government through policy ac ons and legisla ve decisions. The Municipal Court strives to render fair, impar al judicial decisions on all traffic viola ons and certain criminal offenses which occur within City limits. The Solicitor’s Office works to secure safety and jus ce for the ci zens of Rock Hill and prosecutes cases in the Municipal Court, including jury trials and environmental code viola ons. The Grants division is responsible for securing grants for various City opera ons and ensuring compliance with grant requirements. The Purchasing/Fleet division oversees bid management and fleet maintenance for the en re organiza on. The City A orney is a contracted service which provides legal support to all City Departments, Council, Boards, and Commissions; to ensure City property is well maintained; to provide professional cemetery services to the public. Building Maintenance and Custodial Services maintain the cleanliness and upkeep of City buildings. The Airport division is responsible for opera ng the municipal airport.

Performance Budgets

Cemetery Services

Custodial Services

Building Maintenance

Purchasing & Fleet

Grants

General Elec on

City A orney

Solicitor’s Office

Municipal Court

Mayor &

City Council

General Government

Airport

GENERAL GOVERNMENT DEPARTMENT PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017 Expenditures by Category Total Total Budget Estimated Approved Projected

Personnel 3,140,178 3,254,196 3,385,889 3,370,020 3,595,191 3,697,756

Operating 2,019,657 2,049,058 1,822,431 2,301,682 2,153,399 2,059,286

Capital 46,221 145,977 199,481 122,425 309,610 319,104

Total $5,206,057 $5,449,231 $5,407,802 $5,794,127 $6,058,200 $6,076,146

Personnel Count

Full Time 51 52 55 55 57 57 Part Time 8 10 9 9 8 8 Total 59 62 64 64 65 65


G G (con nued)

Performance Budgets

Focus: Strategic Plan revision Update Court and Solicitor’s processes Con nued maintenance of City‐owned facili es Airport Taxiway Rehabilita on and ALP Update Con nued Grant applica ons Con nued vehicle replacement program and maintenance

Financial Highlights: Building Maintenance— $277,000 City Hall East Wing Chiller—$130,000 Cemetery Maintenance‐ $110,000 Deck Maintenance‐ $50,000

Fiscal Year 2016 Key Issues

Rock Hill City Hall

Target FY2011 FY2012 FY2013 FY2014 FY2015

•Dispose of jury trials within 180 days 50% 68% 68% 47% 67% 67%

•Number of cases disposed of, and under conditional

disposition, exceed the number of cases filed

Cases disposed >

Cases filed

Disposed 13,414 >

Filed 13,363

Disposed 14,234 >

Filed 13,943

Disposed 16,963 >

Filed 15,699

Disposed 12,877 >

Filed 12,648

Disposed 11,976 >

Filed 11,871

•Increase the gross collection rate for fines imposed

by 2% annually 53% 52% 48% 53% 51% 43%

•Maintain the number of vehicles and equipment

using alternative fuel265 N/A 267 285 313 347

Objective: Efficiently manage the Solicitor’s Office operations.

Objective: Efficiently manage Municipal Court’s operations.

Objective: Promote practives to improve air quality


G G (con nued)

Performance Budgets

Division: City Council

Mission: To serve the ci zens of Rock Hill as the governing body of the City; responsible for formula ng and enac ng public policy which provides for the growth and development of the community and directs the government to provide services which meet the needs of the ci zens and enhance the quality of life.

Division: Municipal Court

Mission: To serve the public in the administra on of law; to render judicial decisions fairly and impar ally; and to administer the Municipal Court in a dignified, professional, customer focused and efficient manner consistent with the expecta ons of the ci zens of Rock Hill.

CITY COUNCIL EXPENDITURES (DIVISION - 1101)

2013 2014 2015 2015 2016 2017

Expenditures Actual Actual Budget Projected Approved Proposed

Personnel 122,631 145,056 171,053 169,712 180,755 188,293

Operating 77,184 81,583 87,902 115,124 90,073 90,379

Capital 0 0 0 0 0 0

Actual Expenditures $199,815 $226,639 $258,955 $284,836 $270,827 $278,672

Personnel

Full-time 0 0 0 0 0 0

Part-time 7 7 7 7 7 7

Actual Personnel 7 7 7 7 7 7

MUNICIPAL COURT EXPENDITURES (DIVISION - 1201)

2013 2014 2015 2015 2016 2017


Personnel 577,231 593,356 689,911 613,711 642,896 666,496

Operating 213,563 199,415 123,871 190,465 220,008 269,041

Capital 0 0 0 0 0 0


Personnel

Full-time 10 10 11 11 11 11

Part-time 0 0 0 0 0 0



G G (con nued)

Performance Budgets

Division: Solicitor’s Office

Mission: To provide professional and responsive prosecu on of criminal cases in the Rock Hill Municipal Court; to approach each ci zen who has been the vic m of a crime with a sense of compassion and understanding; to work in coopera on with the Rock Hill Police Department and other law enforcement agencies, including Winthrop University Police, in the prepara on, presenta on, and disposi on of criminal cases and provide legal assistance to all departments of the City.

Division: Purchasing & Fleet

Mission: To provide compe ve and mely purchase of supplies, materials, equipment and services which meet the needs of departments and adhere to state and municipal procurement guidelines and regula ons and to ensure the safe and reliable use of City vehicles by providing quality, cost‐effec ve fleet maintenance services.

SOLICITOR'S OFFICE EXPENDITURES (DIVISION - 1202)

2013 2014 2015 2015 2016 2017


Personnel 321,240 359,758 364,866 372,455 417,237 425,790

Operating 107,389 36,490 55,241 32,418 54,705 55,788 Capital 0 0 0 0 0 0


Personnel

Full-time 5 5 6 6 6 6 Part-time 0 0 0 0 0 0


PURCHASING & FLEET EXPENDITURES (DIVISION - 4305)

2013 2014 2015 2015 2016 2017


Personnel 1,012,507 999,830 1,007,137 1,028,309 1,153,572 1,173,901

Operating 119,594 128,826 -9,540 157,631 -13,370 -13,518 Capital 7,523 0 0 0 0 26,517

Actual Expenditures $1,139,624 $1,128,656 $997,597 $1,185,940 $1,140,202 $1,186,900

Personnel




Performance Budgets

G G (con nued)

Division: Grants

Mission: The Grants Division has the responsibility of researching, wri ng, and administering grants for the City of Rock Hill as well as coordina ng the annual federal legisla ve program. Responsibili es associated with this include working in collabora on with City staff and project stakeholders on needs, and fostering posi ve rela onships with funders and United Sates Congressional delega on.

Division: City A orney

Mission: To serve as legal counsel and provide legal services to City Council, City Manager, Municipal Clerk, boards and commissions, and all departments of the City.

Division: Elec ons

CITY ATTORNEY EXPENDITURES (DIVISION - 1601)

2013 2014 2015 2015 2016 2017


Personnel 0 0 0 0 0 0 Operating 353,726 354,784 289,001 483,249 300,100 300,100

Capital 0 0 0 0 0 0


GENERAL ELECTION EXPENDITURES (DIVISION - 1401)

2013 2014 2015 2015 2016 2017


Personnel 0 0 0 0 0 0 Operating 0 12,347 5,000 0 5,000 5,000

Capital 0 0 0 0 0 0

Actual Expenditures $0 $12,347 $5,000 $0 $5,000 $5,000

GRANTS EXPENDITURES (DIVISION - 1320)

2013 2014 2015 2015 2016 2017


Personnel 229,769 265,697 215,418 248,660 191,258 215,796

Operating 49,611 27,734 73,257 42,108 35,007 35,055 Capital 0 2,594 0 0 0 0


Personnel

Full-time 3 3 4 4 4 4

Part-time 0 2 1 1 0 0



Division: Buildings Maintenance

Mission: To provide effec ve maintenance of all City facili es to ensure their op mal use by employees and the public.

Performance Budgets

G G (con nued)

Division: Cemetery Services

Mission: To provide professional cemetery services at a cost that is reasonable to the public and responsive to customer needs.

BUILDING MAINTENANCE EXPENDITURES (DIVISION - 3310)

2013 2014 2015 2015 2016 2017


Personnel 287,852 317,001 350,726 366,106 419,287 427,133 Operating 551,403 684,510 592,646 717,239 793,988 709,108

Capital 0 102,235 131,172 92,145 267,260 225,237

Actual Expenditures $839,255 $1,103,746 $1,074,544 $1,175,491 $1,480,535 $1,361,478

Personnel

Full-time 4 4 4 4 5 5

Part-time 0 0 0 0 0 0


CEMETERY SERVICES EXPENDITURES (DIVISION - 3315)

2013 2014 2015 2015 2016 2017


Personnel 129,569 72,856 114,049 82,320 112,608 114,442 Operating 217,744 200,938 244,258 229,334 317,699 257,788 Capital 11,974 12,536 29,929 30,280 12,350 12,350


Personnel




Division: Custodial Services

Mission: To provide custodial services in a manner that ensures clean buildings.

Division: Airport

Mission: To promote, operate, and maintain the City’s airport to ensure the facility is safe and up‐to‐date to a ract air travelers to the area.

Performance Budgets

G G (con nued)

CUSTODIAL SERVICES EXPENDITURES (DIVISION - 3320)

2013 2014 2015 2015 2016 2017


Personnel 365,155 409,129 376,557 398,260 378,963 385,461 Operating 81,848 67,918 80,388 81,026 70,066 70,157 Capital 0 0 0 0 0 0


Personnel



AIRPORT EXPENDITURES (DIVISION - 2405)

2013 2014 2015 2015 2016 2017


Personnel 94,224 91,513 96,174 90,487 98,615 100,445

Operating 247,596 254,513 280,406 253,087 280,124 280,388

Capital 26,724 28,612 38,380 0 30,000 55,000


Personnel




Budget Office

Administra on

Office of Management and Budget

O M B

Department Descrip on The Administra on division provides professional leadership and direc on in the administra on and execu on of all polices, supervises City departments to ensure high quality community services, and communicates public informa on to keep the public informed on City programs, policies, and ini a ves. The Budget Office is responsible for developing and managing the City’s budget, capital improvement plan, and strategic planning efforts.

Performance Budgets

*The Airport was moved from the Office of Management and Budget to General Government in Fiscal Year 2014.

OFFICE OF MANAGEMENT AND BUDGET PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017

Expenditures by Category Total Total Budget Estimated Approved Projected

Personnel 1,167,968 1,082,531 1,188,756 1,233,485 1,240,526 1,274,103 Operating 194,557 254,072 246,690 226,595 238,767 239,609 Capital 7,991 8,389 16,582 16,420 25,654 17,369 Total $1,370,517 $1,344,992 $1,452,028 $1,476,500 $1,504,946 $1,531,082

Personnel Count



O M B (con nued)

Performance Budgets

Focus: Policy direc on Communica on of public informa on Develop communica on plans Con nue television broadcasts Budget prepara on Capital Improvement Plan Strategic Planning Performance Management

Financial Highlights: City Hall Maintenance‐ $15,000 Communica ons Ini a ve‐ $15,000


The City’s Twi er Page

Rock Hill's Ratings from the National Citizen Survey 2003 2005 2008 2011 2014

•Percent rating services provided by the City of

Rock Hill as excellent or good66% 59% 61% 70% 61%

•Percent rating public information services

provided by the City of Rock Hill as excellent or N/A 46% 62% 59% 49%


O M B (con nued)

Performance Budgets

Division: Administra on

Mission: To provide professional leadership and direc on in the administra on and execu on of all policies set by the City Council and supervise City departments to ensure low‐cost, high quality community services. To develop mutual understanding and support between City government and the community by communica ng public informa on, managing municipal public rela ons, fostering community partnerships, and facilita ng ci zen involvement.

Includes historical and projected expenditures and personnel from the former Public Affairs division

Division: Budget Office

Mission: To develop, implement, monitor, and manage the City’s budget; manage the City’s strategic planning efforts; provide financial and opera ons analysis for all City opera ons; provide research on best prac ces; provide technical func ons for the Mayor and Council and City departments so that the highest levels of quality services are delivered to the residents of the City of Rock Hill in a fiscally responsible manner.

ADMINISTRATION EXPENDITURES (DIVISION - 2401)

2013 2014 2015 2015 2016 2017


Personnel 824,687 756,409 831,526 892,011 908,016 935,434

Operating 171,168 208,768 199,691 171,999 192,020 192,744

Capital 7,991 8,389 16,582 16,420 25,654 17,369

Actual Expenditures $1,003,846 $973,566 $1,047,800 $1,080,431 $1,125,690 $1,145,547

Personnel

Full-time 7 7 8 8 8 8

Part-time 1 0 0 0 0 0


BUDGET OFFICE EXPENDITURES (DIVISION - 2410)

2013 2014 2015 2015 2016 2017


Personnel 343,281 326,122 357,229 341,473 332,510 338,669



Personnel

Full-time 2 3 3 3 3 3

Part-time 0 0 0 0 0 0



Personnel Services

Administra on

Human Resources

H R D

Department Mission To direct citywide human resources services in a manner that is innova ve, effec ve, efficient, and customer focused; serves as a conduit through which City Management affects comprehensive organiza onal change and quality of government; oversees employee customer service training to ensure that all employees understand the City’s commitment to providing high quality customer service.

Performance Budgets

HUMAN RESOURCES PROGRAM EXPENDITURES TOTAL


Personnel 665,795 634,780 655,001 678,781 663,111 678,438 Operating 182,691 190,865 179,693 144,129 188,448 233,381 Capital 0 0 0 0 0 0 Total $848,486 $825,645 $834,693 $822,910 $851,559 $911,819

Personnel Count



H R D (con nued)

Performance Budgets

Focus: Health Insurance cost containment Police and Fire reten on efforts Manage and train staff Employee and re ree benefits Wage and salary administra on Employment law compliance Youth grant programs Recruitment New‐hire orienta on

Financial Highlights: Customer Service Training‐ $4,800 Employee Training/Leadership Development ‐ $5,600


New Customer Service Training


•Percent rating employees' knowledge as excellent

or good75% 77% 73% 87% 76%

•Percent rating employees' responsiveness as

excellent or good71% 63% 66% 84% 79%

•Percent rating employees' courtesy as excellent or

good71% 68% 74% 81% 78%

•Percent rating overall impression of employees as



H R D (con nued)

Division: Personnel Services

Mission: To provide employment, training, and departmental partnerships that enable the City to excel in its goal of being a customer‐driven organiza on.

Performance Budgets


Mission: To direct citywide human resources services in a manner that is innova ve, effec ve, efficient, and customer focused. Serve as a conduit through which City Management affects comprehensive organiza onal change and quality of government.

PERSONNEL SERVICES EXPENDITURES (DIVISION - 1705)

2013 2014 2015 2015 2016 2017


Personnel 316,669 307,226 326,357 349,318 410,516 418,288



Personnel

Full-time 4 4 5 5 7 7

Part-time 0 0 0 0 0 0


HR ADMINISTRATION EXPENDITURES (DIVISION - 1701)

2013 2014 2015 2015 2016 2017


Personnel 349,126 327,554 328,644 329,463 252,594 260,150



Personnel

Full-time 3 3 4 4 3 3

Part-time 2 2 1 1 0 0



Infrastructure

Planning

Building

Inspec ons

Zoning

Administra on &

Customer Service

Planning &

Development

P D D

Department Mission The mission of the Planning and Development Department is to preserve and enhance Rock Hill’s economic vitali‐ty and quality of life through though ul planning and careful management of growth and development ac vi es. To accomplish this we strive to engage the community and further its values, communicate and collaborate with internal and external partners at all levels, and provide the highest quality of customer service to ci zens, busi‐nesses and investors in our community. As part of this mission we provide a one‐stop service for development investment in the City where every regulatory ac vity from the concep on of the idea to the comple on of the project be handled by one department in an efficient, customer‐oriented manner.

Performance Budgets

PLANNING & DEVELOPMENT PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 1,888,671 1,964,321 2,157,133 2,130,972 2,268,341 2,347,249 Operating 628,397 574,214 862,022 811,539 837,627 852,429 Capital 39,978 75,507 131,981 64,316 35,350 140,230

Total $2,557,046 $2,614,042 $3,151,135 $3,006,827 $3,141,318 $3,339,908

Personnel Count



P D D (con nued)

Performance Budgets

Focus: Code Enforcement Inspec ons Zoning enforcement Annexa on Permi ng Comprehensive Plan update Transporta on planning coordina on

Financial Highlights: Cherry Road Revitaliza on —$24,000


Cherry Road Streetscape Rendering


•Maintain or increase the number of small

businesses owners who use the Open for Business

program.

735 N/A 222 718 735 751


•Percent rating new development in Rock Hill as

excellent or goodN/A 58% 64% 59% 57%

•Percent rating land use, planning, and zoning as


Objective: Promote and market Rock Hill as a business‐friendly environment that supports business growth and recruitment.


P D D (con nued)

Performance Budgets

Division: Administra on & Customer Service

Mission: To provide the support and overall coordina on for the department, including the Permit Applica on Center, which is charged to take in every applica on that we process, and issue many permits and approvals on the spot.

Division: Building Inspec ons

Mission: To protect the health and well‐being of the community through the administra on of building‐related codes by highly trained professionals using progressive policies and the latest technology in a customer‐focused process.

ADMINISTRATION & CUSTOMER SERVICE EXPENDITURES (DIVISION - 2301)

2013 2014 2015 2015 2016 2017


Personnel 497,615 578,700 590,129 595,678 669,413 681,644



Personnel

Full-time 9 9 9 9 9 9

Part-time 0 0 0 0 0 0


BUILDING INSPECTIONS EXPENDITURES (DIVISION - 2305)

2013 2014 2015 2015 2016 2017


Personnel 376,098 345,976 435,379 437,489 455,452 463,482

Operating 26,068 25,056 35,209 28,656 34,375 32,800 Capital 38,300 25,463 0 0 9,350 32,230


Personnel

Full-time 7 7 6 6 6 6

Part-time 0 0 0 0 0 0



P D D (con nued)

Performance Budgets

Division: Zoning

Mission: To though ully and effec vely administer the Zoning Ordinance to foster quality, sustainable growth and economic development, and to provide thorough staff support to the Boards and Commissions that assist in implemen ng that vision.

Division: Planning

Mission: To support the long‐range vision of the City through development and implementa on of the Comprehensive Plan and other special studies, and through the administra on of the Rock Hill‐Fort Mill Area Transporta on Study (RFATS) and other transporta on‐related ac vi es.

ZONING EXPENDITURES (DIVISION - 2310)

2013 2014 2015 2015 2016 2017



Capital 1,678 0 2,000 0 2,000 2,000


Personnel

Full-time 6 6 7 7 7 7

Part-time 1 1 0 0 0 0


PLANNING EXPENDITURES (DIVISION - 2315)

2013 2014 2015 2015 2016 2017



Capital 0 0 111,981 46,264 24,000 106,000

Actual Expenditures $769,449 $670,721 $1,130,054 $965,838 $1,032,896 $1,170,894

Personnel

Full-time 4 4 5 5 6 6

Part-time 1 1 0 0 0 0



Division: Infrastructure

Mission: To ensure the adequacy and quality construc on of newly developed public and private infrastructure, including landscaping, streets, u li es and stormwater management facili es, through the administra on of development standards and coordina on with affected departments and agencies.

P D D (con nued)

Performance Budgets

INFRASTRUCTURE EXPENDITURES (DIVISION - 2320)

2013 2014 2015 2015 2016 2017


Personnel 200,213 227,867 241,048 244,477 247,443 256,722 Operating 22,352 15,309 25,062 14,429 23,389 23,394 Capital 0 50,044 18,000 18,052 0 0


Personnel

Full-time 6 6 7 7 7 7

Part-time 0 0 0 0 0 0



H N S

Department Mission The Housing and Neighborhood Services Department helps create partnerships between neighborhood residents, the business community, and local government to create a safer, healthier, and friendlier environment. Through programs, training, and support, these partnerships encourage responsible homeownership, provide a means of revitalizing neighborhoods, support community pride, and develop personal empowerment.

Performance Budgets

Neighborhood Development

Services

Neighborhood Inspec ons

Neighborhood Empowerment

Housing & Neighborhood

Services

HOUSING & NEIGHBORHOOD SERVICES PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 954,010 867,765 974,203 1,004,930 1,049,497 1,068,663 Operating 210,725 360,848 322,692 314,132 344,608 344,961 Capital -5,839 43,425 45,000 18,052 0 0 Total $1,158,897 $1,272,038 $1,341,895 $1,337,114 $1,394,105 $1,413,624

Personnel Count



H N S D (con nued)

Performance Budgets

Focus: Neighborhood Stabiliza on Program Rehabilitate owner‐occupied proper es falling within low income guidelines Windshield Surveys

Financial Highlights: Fully implemented Mobile 311 technology— $4314


2015 World Changers Week


•Provide owner occupied rehabilitations within Old

Town Neighborhoods25 37 28 38 29 22

•Paint homes with Rolling in Rock Hill each year

At least 5 homes in

Weed and Seed

areas

7 5 9 12 14

•Paint homes with Rolling in Rock Hill each year

At least 5 homes in

Weed and Seed

areas

7 5 9 12 14


•Percent rating their neighborhoods as an excellent

or good place to live68% 72% 70% 75% 69%

•Percent rating code enforcement as excellent or

good30% 30% 36% 35% 39%

Objective: Evaluate and implement practices that contribute to the maintenance and vibrancy of neighborhoods.


H N S D (con nued)

Performance Budgets


Mission: Provide support to the Neighborhood Development, Neighborhood Inspec ons, and Neighborhood Empowerment divisions of the Housing and Neighborhood Services Department.

Division: Neighborhood Empowerment

Mission: To stabilize and revitalize neighborhoods by encouraging and assis ng ci zens with developing neighborhood organiza ons, so they may be er access City services and iden fy and leverage community resources. Neighborhood Empowerment serves as a link between City government and Rock Hill neighborhoods and works to build a sense of community and partnership within and between neighborhoods, the City of Rock Hill, and other public and private stakeholders.


2013 2014 2015 2015 2016 2017


Personnel 140,737 87,704 0 0 0 0

Operating 54,801 56,559 0 5,502 0 0 Capital 0 0 0 0 0 0

Actual Expenditures $195,538 $144,263 $0 $5,502 $0 $0

Personnel

Full-time 2 2 0 0 0 0

Part-time 0 0 0 0 0 0


NEIGHBORHOOD EMPOWERMENT EXPENDITURES (DIVISION - 2005)

2013 2014 2015 2015 2016 2017


Personnel 300,240 306,956 298,874 328,069 348,024 353,929



Personnel

Full-time 2 3 5 5 5 5

Part-time 2 2 0 0 0 0



H N S D (con nued)

Performance Budgets

Division: Neighborhood Inspec ons

Mission: To provide customer‐focused community development and housing services in a cost‐effec ve manner that ensure quality development and living standards for all ci zens. To improve health, safety, and community appearance through educa on and ordinance enforcement.

Division: Neighborhood Development

Mission: To provide customer‐focused community development and housing services in a cost‐effec ve manner that ensure quality development and living standards for all ci zens. To improve health, safety, and community appearance through educa on and to plan and implement quality programs which involve the public in community improvement, waste reduc on, li er control, and environmental educa on.

NEIGHBORHOOD INSPECTIONS EXPENDITURES (DIVISION - 2010)

2013 2014 2015 2015 2016 2017



Capital 18,245 18,425 20,000 18,052 0 0


Personnel

Full-time 1 1 7 7 7 7

Part-time 5 5 0 0 0 0


NEIGHBORHOOD DEVELOPMENT EXPENDITURES (DIVISION - 2015)

2013 2014 2015 2015 2016 2017


Personnel 331,968 345,719 441,684 419,409 391,137 398,457 Operating 41,533 20,139 99,884 89,111 104,362 104,616 Capital -24,084 25,000 25,000 0 0 0


Personnel

Full-time 5 5 6 6 6 6

Part-time 1 1 1 1 1 1



Technical Services

Professional Standards

Patrol

Inves ga ons

Administra on

Police Department

P D

Department Mission Members of the Rock Hill Police Department are dedicated to delivering high quality police services through meaningful community partnerships and problem solving. The Police Department is built on a philosophy that includes the values of: community, excellence, integrity, loyalty, and teamwork.

Performance Budgets

POLICE PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 9,130,339 9,760,071 10,718,844 10,048,628 10,883,469 11,012,018

Operating 2,785,791 3,046,470 3,055,566 3,551,226 2,871,659 2,940,430 Capital 558,984 1,024,574 1,154,881 1,115,338 1,107,821 1,202,260

Non-Operating $27,072 $15,823 $25,751 $28,834 $25,752 $25,752

Total $12,502,185 $13,846,938 $14,955,042 $14,744,027 $14,888,701 $15,180,461

Personnel Count

Full Time 184 191 199 199 202 206 Part Time 1 1 1 1 0 0

Total 185 192 200 200 202 206


P D (con nued)

Performance Budgets

Focus: Addi onal correc onal officers New patrol officer assigned to Downtown Reducing property crime and responding to Priority One calls within five minutes CALEA site visit Officer Recruitment

Financial Highlights: Dispatch console upgrade (amor zed cost) — $42,000 Cellular Connec vity Enhancement—$120,000


Na onal Night Out 2015


•Respond to Priority 1 calls within 5 minutes 70% 51% 46% 49% 57% 65%

•Reduce violent crime per capita from three year

trend< 5.8 6.8 6.3 5.7 5.4 5.4

•Reduce property crime per capita from three year

trend< 41.2 44.4 46.6 38.9 43.4 37.1

Objective: Reduce the crime rate and improve the community's perception of safety.



Mission: Members of the Rock Hill Police Department are dedicated to delivering high‐quality police services through meaningful community partnerships and problem solving. The Police Department is built on a philosophy that includes the values of community, excellence, integrity, loyalty, and teamwork.

1 To be er reflect police enforcement strategies and subsequent frequent reassignment of personnel in the Police

Department, all Police personnel expenditures are reflected in the Administra on Division.

Division: Inves ga ons

Mission: Members of the Criminal Inves ga ons Division are dedicated to conduc ng thorough, fair, and impar al inves ga ons against persons and property. Division members take a proac ve approach toward focusing resources on crime detec on, inves ga on, and apprehension of criminal offenders.

P D (con nued)

Performance Budgets


2013 2014 2015 2015 2016 2017


Personnel 9,128,212 9,760,046 10,718,844 10,048,628 10,883,469 11,012,018

Operating 1,847,454 1,903,548 1,974,316 1,966,369 1,900,894 1,897,306

Capital 558,984 1,024,573 1,154,881 1,115,338 1,107,821 1,202,260

Actual Expenditures $11,534,650 $12,688,167 $13,848,040 $13,130,335 $13,892,185 $14,111,584

Personnel

Full-time 184 191 199 199 202 206

Part-time 1 1 1 1 0 0


INVESTIGATIONS EXPENDITURES (DIVISION - 2105)

2013 2014 2015 2015 2016 2017


Personnel 0 0 0 0 0 0




P D (con nued)

Performance Budgets

Division: Patrol

Mission: The members of the Patrol Division are dedicated to providing mely and professional service to the ci zens of Rock Hill. Our goal is to improve the quality of life for our ci zens and to enhance traffic safety within our community.

Division: Professional Standards

Mission: The members of the Professional Standards Division are dedicated to being responsive, fair, and impar al to the needs of the community and the employees of the agency when conduc ng inves ga ons. Professional Standards is also dedicated to delivering high quality police services through meaningful community partnerships and leading the department in problem solving. The Division also strives to provide the most up‐to‐date and relevant training possible to all employees of the agency.

Division: Technical Services

Mission: Members of the Informa on Management Division, as the first point of contact, are commi ed to providing the ci zens of Rock Hill a professional customer service experience. Members will provide accurate and near real‐ me crime analysis and maintain records and archives as required by state law. In addi on, members will provide for the implementa on and maintenance of technology systems, u lizing state of the art technology as needed to assist in reducing crime.

PATROL EXPENDITURES (DIVISION - 2110)

2013 2014 2015 2015 2016 2017


Personnel 2,127 25 0 0 0 0 Operating 31,618 35,230 24,463 27,565 13,963 86,323

Capital 0 0 0 0 0 0


PROFESSIONAL STANDARDS EXPENDITURES (DIVISION - 2120)

2013 2014 2015 2015 2016 2017


Personnel 0 0 0 0 0 0 Operating 447,863 457,821 459,347 463,710 432,421 432,421

Capital 0 0 0 0 0 0

Non-Operating 27,072 15,823 25,751 28,834 25,752 25,752


TECHNICAL SERVICES EXPENDITURES (DIVISION - 2125)

2013 2014 2015 2015 2016 2017


Personnel 0 0 0 0 0 0


Actual Expenditures 416,760 608,534 552,159 976,146 479,231 479,231


Firefigh ng/ Suppression

Preven on/ Inspec ons

Administra on

Fire

F D

Department Mission To provide a range of programs and services designed to protect the lives and property of those who live, visit, or invest in the City of Rock Hill from the adverse effects of fires, medical emergencies, and other hazardous condi ons, natural and man‐made.

Performance Budgets

FIRE PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017 Expenditures by Category Total Total Budget Estimated Approved Projected Personnel 6,861,841 6,973,902 7,184,614 7,270,938 7,370,197 7,481,256 Operating 864,347 873,473 714,442 878,990 682,015 665,694 Capital 301,782 349,058 582,255 549,539 1,055,513 1,299,025 Total $8,027,969 $8,196,433 $8,481,311 $8,699,467 $9,107,725 $9,445,975

Personnel Count



F D (con nued)

Performance Budgets

Focus: Fire inspec on regula ons Fire safety awareness Inspec ons Performance targets such as responding to 90% of fire suppression and medical calls within five minutes

Financial Highlights: Fire Training Facility‐ $505,880


Rock Hill Fire Sta on 6


•Respond to top priority fire suppression calls

within 5 minutes90% 90% 90% 90% 93% 95%

•Respond to top priority medical emergency calls

within 5 minutes90% 90% 90% 90% 93% 95%

•Provide fire safety education to elementary school

students7,000 7,715 6,818 10,208 7,375 8,173


•Percent rating fire service as an excellent or good 89% 89% 90% 95% 86%

•Percent rating fire prevention as excellent or good 72% 76% 77% 77% 69%

Objective: Enhance fire services and the community’s satisfaction with fire services.


F D (con nued)

Performance Budgets


Mission: To provide leadership, administra ve support, planning services, and training for all opera ons in the Fire Department to ensure the ci zens and businesses of Rock Hill receive high quality fire protec on and fire preven on services.

Division: Fire Figh ng/Suppression

Mission: To minimize the loss of life and property in the community through immediate and effec ve deployment of personnel and equipment at fires, medical emergencies, and other dangerous condi ons including hazardous material spills and rescues.


2013 2014 2015 2015 2016 2017


Personnel 293,184 305,254 285,657 296,687 287,887 293,714

Operating 225,841 237,733 210,448 289,024 247,683 248,436 Capital 0 54,810 106,318 76,190 509,647 633,357

Actual Expenditures $519,025 $597,797 $602,423 $661,901 $1,045,218 $1,175,507

Personnel

Full-time 3 3 3 3 3 3

Part-time 0 0 0 0 0 0


FIRE FIGHTING/SUPPRESSION (DIVISION - 2205)

2013 2014 2015 2015 2016 2017


Personnel 6,259,596 6,308,911 6,525,618 6,593,962 6,687,085 6,785,222 Operating 607,311 604,567 468,843 559,641 402,464 385,308 Capital 296,708 294,248 454,937 450,437 537,974 639,056


Personnel

Full-time 112 113 114 114 115 115

Part-time 0 0 0 0 0 0



Performance Budgets

Division: Fire Preven on/Inspec ons Mission: The Fire Preven on/Inspec ons Division ensures a fire–safe community through effec ve fire code enforcement, fire preven on educa on, and fire inves ga on.

F D (con nued)

FIRE PREVENTION/INSPECTIONS EXPENDITURES (DIVISION - 2210)

2013 2014 2015 2015 2016 2017


Personnel 309,060 359,737 373,339 380,289 395,224 402,320 Operating 31,196 31,173 35,150 30,325 31,868 31,950 Capital 5,073 0 21,000 22,912 7,892 26,612


Personnel

Full-time 6 7 7 7 6 6

Part-time 0 0 0 0 0 0



Recycling

Curbside

Commercial Sanita on

Residen al Sanita on

Street Maintenance

Administra on

Public Works

P W D

Department Mission To improve the health, safety, and appearance of the community by cleaning, marking, and resurfacing roadways, by collec on and disposing of solid waste and recyclable materials, and by suppor ng other City departments with manpower, equipment, and exper se.

Performance Budgets

Construc on

PUBLIC WORKS PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 3,372,908 3,060,436 3,289,933 3,016,616 3,097,718 3,066,965 Operating 3,195,563 3,257,132 2,971,080 2,851,710 2,786,501 2,740,402 Capital 1,609,903 1,571,055 1,915,274 1,847,461 2,650,347 2,817,326 Total $8,178,374 $7,888,623 $8,176,287 $7,715,786 $8,534,566 $8,624,693

Personnel Count



P W D (con nued)

Performance Budgets

Focus: Streets, sidewalks, curbs and gu ers Striping Refuse collec on Dumpster rental Yard waste Recycling educa on

Financial Highlights: Full Cost Paving‐ $860,000 2 Pothole Trucks (amor zed cost) ‐ $51,608 2 Leaf Trucks (amor zed cost) ‐ $56,292


Pro Patch Pothole Truck


•Replace damaged sidewalk annually At least 2,000 feet 4,995 3,480 2,982 2,586 2,500

•Upgrade intersection ramps to comply with ADA

requirements annuallyAt least 35 ramps 37 34 33 30 31


•Percent rating sidewalk maintenance as an


•Percent rating street repair as excellent or good 23% 25% 29% 24% 22%

•Percent rating garbage collection as excellent or

good75% 74% 76% 84% 79%

•Percent rating recycling as excellent or good 69% 75% 69% 81% 76%

•Percent rating yard waste pick‐up as excellent or

good60% 61% 70% 68% 66%

Objective: Evaluate sidewalk infrastructure and address concerns in a methodical manner.


P W D (con nued)

Performance Budgets


Mission: To provide administra ve leadership, supervision, support, and direc on for all programs in the Public Works Department, so that services are delivered in a quality, cost‐effec ve manner while emphasizing friendly and professional customer service.

Division: Street Maintenance

Mission: To provide for the safe and efficient movement of traffic and pedestrians by maintaining and cleaning the City’s streets, sidewalks, and curb and gu er in a manner that meets the high standards of the community.

STREET MAINTENANCE EXPENDITURES (DIVISION - 3105)

2013 2014 2015 2015 2016 2017



Capital 551,545 487,793 665,284 619,129 1,079,951 1,350,991


Personnel

Full-time 15 15 14 14 15 15

Part-time 0 0 0 0 0 0



2013 2014 2015 2015 2016 2017


Personnel 155,821 88,458 186,920 154,145 80,775 83,230

Operating 19,710 54,032 33,627 41,237 30,994 31,295 Capital 0 0 0 0 125,000 0


Personnel

Full-time 3 3 2 2 1 1

Part-time 0 0 0 0 0 0



P W D (con nued)

Performance Budgets

Division: Residen al Sanita on

Mission: To promote the environmental health and safety of the community by providing household solid waste removal at a cost that is reasonable to the public and is responsive to ci zens’ needs.

Division: Commercial Sanita on Mission: To provide cost‐effec ve, high‐quality bulk container sanita on service to business, industry, and mul ‐family housing units within the City of Rock Hill.

RESIDENTIAL SANITATION EXPENDITURES (DIVISION - 3115)

2013 2014 2015 2015 2016 2017


Personnel 426,679 371,980 439,602 385,009 443,569 450,873

Operating 848,814 962,296 908,922 869,496 847,958 800,539 Capital 516,606 453,751 572,237 566,577 578,018 591,326


Personnel

Full-time 9 9 9 9 9 9

Part-time 0 0 0 0 0 0


COMMERCIAL SANITATION EXPENDITURES (DIVISION - 3120)

2013 2014 2015 2015 2016 2017


Personnel 400,474 387,904 399,389 405,508 402,344 409,018

Operating 1,062,119 1,044,942 941,610 955,799 915,790 916,000 Capital 148,848 141,903 183,334 181,521 210,735 209,205


Personnel

Full-time 7 7 7 7 7 7

Part-time 0 0 0 0 0 0



P W D (con nued)

Performance Budgets

Division: Curbside

Mission: To promptly and properly collect and dispose of all household trash and yard waste in a cost‐effec ve, expedient manner for the ci zens of Rock Hill.

Division: Recycling

Mission: To provide an efficient, cost‐effec ve collec on service for residen al recycling, corrugated cardboard, office paper, and restaurant cans and bo les. The recycling collec ons program provides a significant diversion to products normally des ned for the landfill and creates substan al savings in associated pping fees.

CURBSIDE EXPENDITURES (DIVISION - 3125)

2013 2014 2015 2015 2016 2017



Capital 129,373 211,331 149,545 148,066 277,641 325,081


Personnel

Full-time 16 16 15 15 14 14

Part-time 1 2 2 2 2 2


RECYCLING EXPENDITURES (DIVISION - 3130)

2013 2014 2015 2015 2016 2017




Personnel

Full-time 8 7 7 7 7 7

Part-time 2 1 0 0 0 0



Division: Construc on

Mission: To construct and maintain City streets, sidewalks, and curb and gu er infrastructure in a manner that is safe and efficient.

P W D (con nued)

Performance Budgets

CONSTRUCTION EXPENDITURES (DIVISION - 3145)

2013 2014 2015 2015 2016 2017




Personnel

Full-time 11 11 10 10 10 10

Part-time 0 0 0 0 0 0



F D

Department Mission Ensure the sound financial management of the City’s funds by planning and furnishing accountable financial records management, including treasury management, audi ng, audi ng, and tax administra on and to provide high quality customer services through effec ve billing, collec ons, account management, and customer service. To provide high quality customer services through effec ve billing, collec ons, account management, and customer service.

Billing &

Metering

Account

Management

Central

Collec ons

Customer Services

Risk

Management

Accoun ng

Finance

Administra on &

Archives

Performance Budgets

* Beginning in Fiscal Year 2012, the Customer Service and Finance departments were consolidated into one department under the leadership of the Chief Financial Officer. The financial and personnel informa on shown for fiscal year 2011 is reflec ve of the divisions that are now included in the Finance Department. Addi onally, in Fiscal Year 2014, the four members of the call center team were moved to the General Services Division.

FINANCE PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 2,451,769 2,362,332 2,359,848 2,532,231 2,563,646 2,610,296 Operating 707,173 742,710 824,678 787,938 833,321 828,326

Capital 41,147 57,525 45,000 36,104 0 16,640 Total $3,200,090 $3,162,567 $3,229,527 $3,356,273 $3,396,967 $3,455,263

Personnel Count


Total 47 43 44 44 46 46


F D (con nued)

Performance Budgets


Mission: To provide leadership, supervision, support, and direc on for all programs in the Finance Department. To serve as the Municipal Clerk to City Council and provide support services which include maintaining all records of the City, codifica on of ordinances, and compila on of minutes. To oversee the development and implementa on of legal and ethical customer service policies and procedures and coordinate efforts appropriately.

Focus: Accoun ng Internal Control Financial Repor ng Customer Service

Financial Highlights: Technological Upgrades ‐ $41,878


2015 Outstanding CPA in Government, awarded to Anne Harty, Chief Financial Officer

Target FY2014 FY2015

•Maintain a high collection rate for utility receivables Minimum of 98.5%

utility receivables98.5% 99.2%


•Percent rating customer service as an excellent or

good71% 64% 72% 84% 65%

•Percent rating value of services for taxes paid as


ADMINISTRATION PROGRAM EXPENDITURES (DIVISION - 4001; PRIOR TO FY12 DIVISION 4201 & 4001)

2013 2014 2015 2015 2016 2017




Personnel

Full-time 3 3 3 3 3 3

Part-time 1 1 1 1 1 1



F D (con nued)

Performance Budgets

Division: Accoun ng

Mission: To provide City‐wide accoun ng, internal control, and financial repor ng services. To perform all necessary accounts payable and payroll func ons of the City. To invest all funds of the City to maximize returns.

Division: Risk Management

Mission: To implement and administer a comprehensive risk management program with the highest concern for employee safety, public safety, preven on of financial losses from liability claims and contractual ma ers, and the reduc on of physical damage to property. To promote citywide safety through inspec ons, training, and other loss preven on/reduc on techniques.

ACCOUNTING EXPENDITURES (DIVISION - 4005)

2013 2014 2015 2015 2016 2017


Personnel 439,407 448,069 445,688 451,787 458,324 466,769



Personnel

Full-time 6 6 6 6 6 6

Part-time 1 1 1 1 1 1


RISK MANAGEMENT EXPENDITURES (DIVISION - 4010)

2013 2014 2015 2015 2016 2017



Capital 0 0 0 0 0 0


Personnel

Full-time 2 2 3 3 3 3

Part-time 1 1 0 0 0 0



F D (con nued)

Division: Customer Services Mission: The Customer Service area is charged with assis ng customers in establishing and maintaining their u lity services while ensuring that all City policies and procedures related to these transac ons are followed.

Performance Budgets

Division: Central Collec ons

Mission: The Central Collec ons Division has the responsibility of collec ng all monies due to the City with the excep on of property taxes. Central Collec ons is commi ed to the proper processing of payment and reimbursements to ensure that both the customer’s account is maintained properly and that the City’s cash flow process is correct and intact and meets all audit standards.

1 Prior to Fiscal Year 2014, 4205 was known as Call Center and Customer Services. With the new fiscal year, the name was shortened to “Customer Services” and the call center employees were moved to the General Services division.

CUSTOMER SERVICES EXPENDITURES (DIVISION - 4015)

2013 2014 2015 2015 2016 2017



Capital 0 0 0 0 0 0


Personnel

Full-time 8 8 6 6 6 6

Part-time 0 0 0 0 0 0


CENTRAL COLLECTIONS EXPENDITURES (DIVISION - 4020)

2013 2014 2015 2015 2016 2017


Personnel 371,563 376,802 388,233 381,904 351,523 357,920

Operating 76,708 66,174 76,105 75,922 77,287 70,302

Capital 0 0 0 0 0 16,640


Personnel

Full-time 7 7 8 8 8 8

Part-time 1 1 0 0 0 0



F D (con nued)

Division: Account Management

Mission: Account Management assists and responds to ci zens during mes of financial difficulty. The staff of this area set terms for customers to avoid interrup on of service, and further, have developed rela onships with dozens of agencies willing to offer helping hands to customers in need. Account Management further facilitates the coordina on of efforts to bring assistance agencies and those in need together.

Performance Budgets

Division: Billing & Metering Services

Mission: The Billing and Metering Services Division is the area charged with producing accurate and mely u lity invoices for all u lity customers. These efforts represent the single largest revenue source for the City. This group also inves gates customer inquires regarding u lity charges and also carefully regulates the termina on of service for those customers who are outside of the terms of payment required by municipal code.

ACCOUNT MANAGEMENT EXPENDITURES (DIVISION - 4025)

2013 2014 2015 2015 2016 2017




Personnel

Full-time 3 3 4 4 4 4

Part-time 0 0 0 0 0 0


BILLING & METERING EXPENDITURES (DIVISION - 4030)

2013 2014 2015 2015 2016 2017


Personnel 502,803 569,017 573,270 688,006 628,171 639,435 Operating 305,667 366,012 316,372 340,616 320,082 321,636 Capital 41,147 57,525 45,000 36,104 0 0

Actual Expenditures $849,617 $992,554 $934,642 $1,064,725 $948,254 $961,072

Personnel

Full-time 13 13 12 12 14 14

Part-time 1 1 0 0 0 0



P , R , T D

Department Mission To provide wholesome program of leisure, recrea onal, tourism, and cultural opportuni es and facili es to enhance the quality of life for Rock Hill residents and visitors.

Performance Budgets

Recrea on

Tourism

Parks

PRT Department

PARKS, RECREATION, AND TOURISM PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 3,473,988 3,504,137 3,554,581 3,725,553 3,323,271 3,362,616 Operating 3,120,733 3,093,906 3,063,470 3,348,666 3,281,188 3,292,459

Capital 263,291 153,896 285,932 281,838 315,718 268,189

Total $6,858,011 $6,751,939 $6,903,983 $7,356,057 $6,920,177 $6,923,264

Personnel Count


Total 148 150 152 152 153 153


P , R , T D (con nued)

Performance Budgets

Focus: Recrea on Centers Special Events Tournament Complexes Neighborhood parks Marke ng Hospitality services

Financial Highlights: Gym Floor Refurbishment (Boyd Hill, Emme Sco & Northside) —$19,000 Pool Repairs—$10,200 Power Equipment & Implements —$25,000 Addi onal bleachers at BMX—$90,000 Trails construc on—$80,000


Manchester Meadows

Target 2011 2012 2013 2014

•Increase the financial impact of sports tourism

(calendar year)

By at least $1

million per year $ 14,889,318 $ 18,359,654 $ 17,393,499 $ 20,481,431

•Quantify the number of hotel nights (calendar ‐ N/A 14,012 15,638 13,376


•Percent of residents who used Rock Hill recreation

centers63% 59% 57% 52% 59%

•Percent rating recreation centers or facilities as


•Percent rating recreation program or classes as


•Percent of residents who visited a City park 88% 85% 87% 83% 83%

•Percent rating City parks as excellent or good N/A 73% 81% 85% 73%

Objective: Evaluate and communicate the economic impact of sports tourism.


Division: Recrea on

Mission: To provide diversified and quality recrea onal ac vi es and special events for individual neighborhoods as well as the en re community, for ci zens of all ages and economic statuses. To provide year‐round, quality leisure services to the senior ci zen and handicapped popula ons of the community by designing, planning, and conduc ng ac vi es to meet the specific needs of these ci zens.


Division: Parks

Mission: To develop and operate the City’s regional facili es to offer the public ac ve and passive leisure opportuni es and events that create tourism and economic impact.

Performance Budgets

PARKS EXPENDITURES (DIVISION - 5135)

2013 2014 2015 2015 2016 2017


Personnel 1,138,760 1,087,305 1,457,585 1,466,362 1,150,039 1,171,625

Operating 2,033,849 2,006,251 2,179,176 2,140,417 2,289,434 2,300,169 Capital 219,406 124,677 247,538 243,478 277,974 225,675


Personnel

Full-time 35 36 37 37 42 42

Part-time 27 27 28 28 24 24


RECREATION EXPENDITURES (DIVISION - 5110)

2013 2014 2015 2015 2016 2017


Personnel 595,714 571,501 632,910 584,956 694,362 706,657



Personnel

Full-time 10 10 9 9 8 8

Part-time 16 16 17 17 16 16




Performance Budgets

Division: Tourism

Mission: To provide leadership and administra ve support to all divisions of the Parks, Recrea on, and Tourism Department, to ensure efficient and effec ve opera ons, and to promote leisure and tourism opportuni es to increase public par cipa on and tourism.

Giordana Velodrome

TOURISM EXPENDITURES (DIVISION - 5101)

2013 2014 2015 2015 2016 2017


Personnel 1,739,513 1,845,331 1,464,086 1,674,235 1,478,869 1,484,334



Personnel

Full-time 22 23 24 24 28 28

Part-time 38 38 37 37 35 35



Administra on

Business and Jobs

Recruitment

Infrastructure/ Redevelop‐

ment

Old Town Marke ng

and Events

Economic and Urban

Development

E U D

Department Mission To strengthen the City’s role as a place for economic ac vity through job crea on, business loca on and expansion, redevelopment, and tourism.

Performance Budgets

ECONOMIC AND URBAN DEVELOPMENT PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017 Expenditures by Category Total Total Budget Estimated Approved Projected Personnel 1,057,791 1,063,847 1,001,585 1,005,700 982,619 997,598 Operating 725,173 721,696 840,833 794,679 829,077 911,077

Capital 55,316 39,080 25,000 31,579 0 66,547

Total $1,838,280 $1,824,623 $1,867,418 $1,831,958 $1,811,697 $1,975,222

Personnel Count



E U D (con nued)

Performance Budgets

Focus: Development projects: Knowledge Park, including redevelopment of Bleachery site and Woolworth Bldg Assis ng private investment Job crea on RH Economic Development Corpora on

Financial Highlights: Downtown Façade Rehabilita on ‐ $15,000 Knowledge Park Innova on Center—$33,600 Knowledge Park Workforce Development—$28,500 Downtown Business Assistance—$22,000


Summer Concert Series


•Assist in the creation of new jobs

New job

announcements‐

cumulative since

June 2010

269 481 1,333 1,656 1,754

•Solicit and support business investment

throughout the city

Dollar business

investment ‐ ‐ $ 118,500,000 $ 43,300,000 $ 57,285,000


•Percent rating employment opportunities as


•Percent rating economic development services as


Objective: Evaluate sidewalk infrastructure and address concerns in a methodical manner.


H A

Department Mission The Housing Authority provides, maintains, and oversee governmental housing units in the City so that eligible, low‐income families are afforded adequate housing.

Performance Budgets

Focus: Manage public housing Partner with Boys and Girls Club of York County Voucher assistance to families and individuals Affordable housing programs


Housing Authority

HOUSING AUTHORITY PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 1,559,073 1,557,726 1,514,237 1,497,246 1,472,702 1,501,339 Operating 59,872 56,330 57,913 49,612 52,290 52,368 Capital 0 0 0 0 0 0 Total $1,618,944 $1,614,056 $1,572,150 $1,546,858 $1,524,992 $1,553,707

Personnel Count



S D

Department Mission To improve drainage throughout the City by performing improvement projects, rou ne maintenance and repair on the City’s stormwater drainage system.

Performance Budgets

Includes Non‐Departmental and Debt Service Expenditures

Stormwater

Focus: Stormwater Master Plan Drainage system maintenance Sediment/Erosion control inspec ons Public educa on– water quality, water pollu on

Financial Highlights: $4,023,000 Stormwater Bond to fund 4 major capital improvement projects, including: Charlo e/Park Pinevalley/Midbrook Hagins/Allen Rawlinson Acres II



•Percent rating storm drainage as excellent or good 42% 41% 59% 55% 48%

STORMWATER PROGRAM EXPENDITURES TOTAL


Personnel 715,898 742,255 854,320 651,565 849,927 864,049 Operating 436,420 1,034,502 555,527 1,625,566 389,711 389,962 Capital 620,056 424,950 697,781 583,070 1,004,518 956,384 Non-Operating $457,080 $435,289 $1,063,678 $167,784 $1,087,694 $1,186,671 Total 2,229,453 2,636,996 3,171,306 3,027,986 3,331,850 3,397,066 Personnel Count



General Services

Informa on Technology

Power & Communica on

Services

Electric Engineering

Electric Services

U li es Administra‐

on

Opera ons Administra on

Electric Fund

U D ‐ E F

Department Mission To provide the most reliable and efficient service of electrical power, traffic signaliza on, and street ligh ng with the best possible service and support to our customers; to coordinate recovery from storms, disasters, emergencies; to develop and implement security, emergency, and disaster plans. To support the business opera ons of the City through the opera onal and administra ve assistance of its projects and technology endeavors for all City opera ons. To promote the efficient u liza on of resources and investments through training and procurement.

Includes Non‐Departmental and Debt Service Expenditures

Performance Budgets

Project Management

ELECTRIC FUND PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 5,359,049 5,795,764 6,378,388 6,375,754 7,136,694 7,370,427

Operating 9,206,175 8,198,410 8,231,925 10,134,016 8,655,134 8,600,277

Capital 431,873 1,710,283 1,496,491 806,725 1,204,374 2,219,013 Purchased Power 67,808,030 72,713,106 79,418,207 78,701,846 85,225,209 88,014,802 Non-operating 6,386,417 6,011,391 5,416,557 5,113,439 5,690,817 5,747,392 Total 89,191,544 94,428,954 100,941,568 101,131,780 107,912,228 111,951,911

Personnel Count

Full Time 68 73 89 89 94 94

Part Time 3 3 1 1 0 0 Total 71 76 90 90 94 94


U D – E F (con nued)

Performance Budgets

Focus: Capital projects throughout Old Town, Tex le Corridor, and Knowledge Park Overhead to underground conversion Minimize outages and improve service

Financial Highlights: Air Core Reactors at Delivery 5 ‐ $160,000 Distribu on SCADA Automa on—$70,000


Electrical crews on Cherry Road replacing u lity poles damaged during a storm


•Percent rating street lighting as excellent or good 42% 44% 48% 60% 54%

•Percent rating traffic signal timing as excellent or

good37% 43% 39% 45% 42%

•Percent rating electric service as excellent or good N/A N/A 68% 66% 59%



Division: Electrical Services

Mission: To provide the most reliable and efficient service of electrical power, traffic signaliza on, and street ligh ng with the best possible service and support to our customers.

Performance Budgets

Division: U li es Administra on

Mission: To provide administra ve leadership, supervision, support, and direc on for all programs in the Electric, Water, and Wastewater Funds.

ELECTRICAL SERVICES EXPENDITURES (DIVISION - 3575)

2013 2014 2015 2015 2016 2017


Personnel 1,269,398 1,255,186 1,228,827 1,248,324 1,336,489 1,360,116

Operating 3,827,740 3,947,017 3,357,606 4,171,879 4,007,915 4,008,526

Capital 9,053 147,861 111,542 116,845 174,842 271,184

Purchased Power 67,808,030 72,713,106 79,418,207 78,701,846 85,225,209 88,014,802

Non-Operating 0 0 300,003 0 0 0


Personnel

Full-time 20 20 18 18 18 18

Part-time 0 0 0 0 0 0


UTILITIES ADMINISTRATION EXPENDITURES (DIVISION - 3501)

2013 2014 2015 2015 2016 2017


Personnel 502,144 425,083 286,703 307,784 339,855 345,746

Operating 209,962 367,069 141,195 170,646 147,156 147,258

Capital -149,652 16,210 0 -370 0 0

Non-Operating 1,301,545 1,362,769 1,246,830 1,246,836 1,418,493 1,464,473


Personnel

Full-time 3 3 2 2 2 2

Part-time 1 1 0 0 0 0




Division: Electric Engineering

Mission: To provide engineering and project management services to our customers and coworkers. Design and manage an electrical system that is safe, reliable, and efficient. To set a standard of excellence in customer service, design applica ons, project management, and commitment to accomplishing the City’s strategic goals.

Performance Budgets

Division: Power and Communica on Services

Mission: To provide the most reliable and efficient service of electrical power and street ligh ng with the best possible service and support to our customers while promo ng safety and training as electrical professionals. To provide the greatest reliability for emergency genera on at City facili es and reduce power costs by u lizing load control device and genera on equipment during peak mes.

Beginning in FY2015, Dispatch/SCADA merged with Traffic Signals to make Power & Communica on Services (division 3580).

ELECTRIC ENGINEERING EXPENDITURES (DIVISION - 3576)

2013 2014 2015 2015 2016 2017


Personnel 506,303 523,000 464,774 335,032 458,640 467,349

Operating 1,734,953 917,959 974,143 2,190,643 992,288 1,012,295 Capital 70,588 930,124 903,494 44,309 525,606 771,321


Personnel

Full-time 5 6 6 6 6 6

Part-time 0 0 0 0 0 0


POWER AND COMMUNICATION SERVICES (DIVISION - 3580; PREVIOUSLY TRAFFIC SIGNALS & SCADA)

2013 2014 2015 2015 2016 2017


Personnel 1,097,675 1,155,425 1,361,907 1,445,293 1,489,911 1,545,855



Personnel

Full-time 15 17 24 24 25 25

Part-time 0 0 0 0 0 0



Division: Informa on Technology Services

Mission: To support technology endeavors in hardware and so ware throughout the organiza on. Informa on Technology Services strives to provide high quality customer service in an efficient and effec ve manner.


Performance Budgets

Division: Opera ons Administra on

Mission: To provide oversight to all func ons housed at the City’s Opera ons Center.

INFORMATION TECHNOLOGY SERVICES EXPENDITURES (DIVISION - 4130)

2013 2014 2015 2015 2016 2017


Personnel 1,425,585 1,485,487 1,498,696 1,517,138 1,752,942 1,858,175



Personnel

Full-time 20 18 18 18 21 21

Part-time 1 1 1 1 0 0


OPERATIONS ADMINISTRATION EXPENDITURES (DIVISION - 3590)

2013 2014 2015 2015 2016 2017


Personnel 465,032 448,946 425,968 450,068 449,238 458,043

Operating 22,575 17,880 16,575 40,223 20,775 20,799 Capital 315 9,913 8,198 8,256 8,198 0


Personnel

Full-time 4 5 6 6 6 6

Part-time 1 0 0 0 0 0




Division: Project Management

Mission: To support City opera ons through the efficient management of capital projects.

Performance Budgets

Division: General Services*

Mission: To support City U lity Services through key account and business support func ons.

*Prior to Fiscal Year 2014, 2415 was known as Hometown Security. In FY2014, it was given a new name, General Services. A part of this re‐organiza on was moving four call center employees from Public Services Administra on and the Key Accounts Manager to this new division. In FY2015, General Services also housed the newly created Project Management Team, which became a separate division in FY2016.

GENERAL SERVICES EXPENDITURES (DIVISION - 2415)

2013 2014 2015 2015 2016 2017


Personnel 56,845 471,895 1,077,512 1,040,162 629,362 641,663


Actual Expenditures $153,940 $582,395 $1,219,109 $1,193,491 $805,392 $817,754

Personnel

Full-time 1 7 15 15 8 8

Part-time 0 0 0 0 0 0


PROJECT MANAGEMENT EXPENDITURES (DIVISION - 2420)

2013 2014 2015 2015 2016 2017


Personnel 0 0 0 0 646,256 658,799

Operating 0 0 0 0 102,756 102,767 Capital 0 0 0 0 84,620 738,781

Actual Expenditures $0 $0 $0 $0 $833,632 $1,500,347

Personnel

Full-time 0 0 0 8 8 8

Part-time 0 0 0 0 0 0



Water Treatment

Plant

Water

Distribu on

Engineering

Water Fund

U D ‐ W F

Department Mission To provide customers with reliable and safe water that meets their needs in a cost‐effec ve manner and to plan, design, and expand the water system to support regional growth.

Includes Debt Service, Water Impact Fee and Non‐departmental expenditures

Performance Budgets

WATER FUND PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017 Expenditures by Catego-ry

Total Total Budget Estimated Approved Projected

Personnel 2,015,937 1,904,772 2,025,887 1,897,127 1,917,718 1,948,349

Operating 2,974,153 3,622,357 3,031,207 4,990,464 3,189,067 3,199,819

Capital 1,418,147 2,469,052 1,385,546 298,099 1,826,243 1,913,713

Non-operating 8,033,605 8,038,294 8,698,433 8,349,239 8,123,778 8,624,412

Total $14,441,842 $16,034,475 $15,141,072 $15,534,929 $15,056,805 $15,686,292

Personnel Count

Full Time 33 33 29 29 30 30

Part Time 0 0 1 1 1 1

Total 33 33 30 30 31 31


U D – W F (con nued)

Performance Budgets

Focus: Water meter installa on Pump maintenance Rate study Design phase of Water Filter Plant expansion (from 36 to 48 mgd)

Financial Highlights: Cel‐River Water Phase I‐ $495,000 White Street Improvements ‐ $410,587 Distribu on System Projects ‐ $92,000


Water Filter Plant


•Comply with EPA and DHEC drinking water

standards100% 100% 100% 100% 100% 100%

•Remain above the median for MGD water

delivered per employee (AWWA)Above median Above median Above median Above median Above median Above median


•Percent rating drinking water as excellent or good 49% 60% 68% 65% 60%

Objective: Evaluate the efficiency and effectiveness of water operations in order to address the system's maintenance and expansion needs.

Water Filter Plant



Division: Water Engineering

Mission: To design, manage, survey, or inspect water, sewer, and other heavy construc on for the ci zens of Rock Hill in order to maintain current infrastructure and ensure quality growth.

Performance Budgets

Division: Water Distribu on

Mission: To effec vely repair, replace, and expand the City’s water system to allow an adequate, uninterrupted supply of safe water for domes c, industrial, and fire protec on needs of the community.

WATER ENGINEERING EXPENDITURES (DIVISION - 3505)

2013 2014 2015 2015 2016 2017


Personnel 91,336 88,522 178,023 37,153 41,328 42,060

Operating 76,074 98,140 98,130 45,635 54,971 55,061 Capital 2,648 277,318 3,000 0 3,000 3,000


Personnel

Full-time 3 3 1 1 1 1

Part-time 0 0 1 1 1 1


WATER DISTRIBUTION EXPENDITURES (DIVISION - 3510)

2013 2014 2015 2015 2016 2017


Personnel 1,228,749 1,184,811 1,209,301 1,221,371 1,238,713 1,257,766

Operating 944,424 1,361,110 740,974 2,193,581 761,603 761,924 Capital 1,584,041 1,664,783 1,377,546 297,525 1,808,802 1,875,472


Personnel

Full-time 20 20 20 20 21 21

Part-time 0 0 0 0 0 0




Division: Water Treatment Plant *

Mission: To provide residents and customers with an adequate, high quality supply of drinking water through the effec ve opera on of the water filter plant.

Performance Budgets

*In Fiscal Year 2016, Raw Water Pump Sta on, Division 3525, was merged with Water Treatment.

WATER TREATMENT EXPENDITURES (DIVISION - 3530)

2013 2014 2015 2015 2016 2017


Personnel 670,604 610,944 615,863 617,270 614,977 625,369

Operating 1,909,698 2,131,420 2,149,052 2,819,623 2,251,918 2,262,257 Capital 39,064 526,951 5,000 574 14,441 35,241


Personnel

Full-time 10 10 8 8 8 8

Part-time 0 0 0 0 0 0



Li Sta ons

Environmental Monitoring

Industrial Pretreatment

Wastewater Treatment

Plant

Wastewater

System

Wastewater Fund

U D ‐ W F

Department Mission To provide customers with reliable and safe wastewater services in a cost‐effec ve manner and to plan, design, and expand the wastewater system to support regional growth.

Performance Budgets

Includes Debt Service, Water Impact Fee and Non‐departmental expenditures

WASTEWATER FUND PROGRAM EXPENDITURES TOTAL

2012/2013 2013/2014 2014/2015 2014/2015 2015/2016 2016/2017


Personnel 2,147,677 2,215,120 2,297,255 2,457,631 2,502,013 2,544,232

Operating 4,518,270 5,130,303 4,512,071 11,197,205 5,155,754 5,152,123 Capital 4,849,803 4,773,116 4,227,157 228,536 3,525,331 4,086,788

Non-operating 7,065,741 7,433,755 9,192,365 5,086,394 9,362,380 9,687,329 Total $18,581,490 $19,552,294 $20,228,847 $18,969,766 $20,545,478 $21,470,472

Personnel Count


Total 38 38 38 38 39 39



Performance Budgets

Focus: Maintain sewer pipes Maintain li sta ons Analyze pretreatment samples Design phase of Wastewater Treatment Plant expansion

Financial Highlights: Manchester Ou all Replacement—$800,000 Sanitary Sewer Infrastructure Condi on Assess‐ment— $425,000 Pickens/Pendleton Sewer Rehabilita on—$300,000


Wastewater Treatment Facility


•Comply with EPA and DHEC wastewater treatment

standards100% 99% 100% 100% 100% 100%

•Remain above the median for MGD water

delivered per employee (AWWA)Above median Above median Above median Above median Above median Above median


•Percent rating sewer service as excellent or good 61% 60% 73% 72% 69%

Objective: Evaluate the efficiency and effectiveness of wastewater operations in order to address the system's maintenance and expansion needs.



Division: Wastewater System

Mission: To provide quality sewer service to customers by ensuring the integrity and reliability of the system through quick response to the problems that arise in the collec on system and maintenance and expansion of the system to meet future needs.

Performance Budgets

Division: Wastewater Treatment Plant

Mission: To protect the public health and preserve the environment by effec vely trea ng the community’s wastewater and producing clean water for discharge into the Catawba River.

WASTEWATER TREATMENT PLANT EXPENDITURES (DIVISION - 3555)

2013 2014 2015 2015 2016 2017


Personnel 461,970 491,097 519,076 623,202 670,435 682,326



Personnel

Full-time 13 13 6 6 8 8

Part-time 1 1 1 1 0 0


WASTEWATER SYSTEM EXPENDITURES (DIVISION - 3535)

2013 2014 2015 2015 2016 2017


Personnel 784,954 798,454 831,273 861,965 869,730 883,318

Operating 856,060 908,368 895,647 3,750,413 895,437 895,029 Capital 4,450,730 3,879,557 4,173,105 142,344 3,351,107 3,997,408


Personnel

Full-time 15 15 15 15 15 15

Part-time 1 1 0 0 0 0




Performance Budgets

Division: Industrial Pretreatment

Mission: To monitor and control the discharge from industries u lizing the City’s treatment plant to protect the environment and plant from any unauthorized or harmful discharge.

Division: Environmental Monitoring

Mission: To generate analy cal data u lized by the wastewater treatment plant in process control and in sa sfying the federal and state environmental program requirements.

INDUSTRIAL PRETREATMENT EXPENDITURES (DIVISION - 3560)

2013 2014 2015 2015 2016 2017


Personnel 155,435 157,468 164,757 162,372 165,996 169,129



Personnel

Full-time 3 3 3 3 3 3

Part-time 0 0 0 0 0 0


ENVIRONMENTAL MONITORING EXPENDITURES (DIVISION - 3565)

2013 2014 2015 2015 2016 2017


Personnel 215,122 205,813 201,553 234,417 205,309 209,044



Personnel

Full-time 3 3 4 4 4 4

Part-time 0 0 0 0 0 0




Performance Budgets

Division: Li Sta ons

Mission: To manage and maintain the li sta ons in proper working condi ons at an economical cost to provide for the effec ve delivery of sewage to the treatment plant.

LIFT STATIONS EXPENDITURES (DIVISION - 3570)

2013 2014 2015 2015 2016 2017


Personnel 504,948 541,793 557,896 554,341 567,843 577,262


Actual Expenditures $923,426 $1,098,076 $1,253,090 $964,262 $1,387,936 $1,293,449

Personnel

Full-time 2 2 8 8 9 9

Part-time 0 0 1 1 0 0



Performance Budgets

2012/2013 2013/2014 2014/2015 2015/2016 2016/2017

REVENUES: Actual Actual Projected Budget Budget

Property taxes 25,024,261 24,832,196 25,446,590 26,495,461 26,953,591

Accomodations and hospitality taxes 4,453,538 4,685,146 5,245,255 6,226,017 6,497,382

Licenses and permits 8,791,708 9,202,204 10,710,748 9,715,000 9,935,000

Fines and forfeitures 867,011 739,249 774,118 972,800 967,800

Intergovernmental 2,735,582 2,617,829 5,044,286 2,758,403 2,802,169

Charges for services 10,523,984 10,831,970 10,798,017 11,728,053 11,927,540

Investment earnings 3,488 1,878 2,000 0 0

Management fees 289,950 289,950 289,950 0 0

Other 1,782,163 2,300,433 1,950,227 1,483,251 1,493,251

Total revenues 54,471,685 55,500,855 60,261,191 59,378,985 60,576,733

EXPENDITURES

Current

General government 16,218,244 16,229,454 17,525,020 18,348,970 18,839,656

Public safety 20,241,928 21,138,549 21,591,395 23,996,426 26,043,550

Public works 7,053,907 6,800,239 6,254,248 8,534,566 8,624,693

Parks, recreation, and tourism 9,606,425 9,569,888 10,074,258 6,920,177 6,923,264

Capital outlay

Operating budget capital 600,749 672,260 552,683 1,101,880 1,232,187

Lease purchase capital 2,968,686 3,199,812 3,477,176 2,714,000 1,928,670

Debt service:

Principal 2,346,585 2,912,707 2,390,421 2,411,284 2,511,887

Interest and fees 1,777,607 2,288,990 2,520,376 2,647,646 2,554,608

Capital lease payments 1,992,439 2,380,589 2,850,500 3,299,733 3,501,086

Total expenditures 62,806,570 65,192,488 67,236,077 69,974,682 72,159,600

(8,334,885) (9,691,633) (6,974,886) (10,595,697) (11,582,867)

OTHER FINANCING SOURCES:

Transfers in 6,401,755 6,552,476 6,730,308 7,144,515 7,432,574

Transfers out (1,190,898) (951,060) (220,830) 0 0

Tax Increment financing bonds issued 3,250,000 0 0 0

Proceeds from capital lease 9,437,456 2,662,797 3,926,309 4,390,000 3,567,710

Payments to refunded capital lease banks (5,675,720) (3,170,000) 0 0 0

Total other financing sources 8,972,593 8,344,213 10,435,787 11,534,515 11,000,284

OVER (UNDER) EXPENDITURES 637,708 (1,347,420) 3,460,901 938,818 (582,583)

FUND BALANCE, BEGINNING OF YEAR 8,596,753 9,234,461 7,887,041 11,347,942 12,286,759

FUND BALANCE, END OF YEAR 9,234,461 7,887,041 11,347,942 12,286,759 11,704,176

Note: Presented on a GAAP basis. Actuals include activites not included in operating budget.

CITY OF ROCK HILL, SOUTH CAROLINA

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES‐ GENERAL FUND

REVENUES OVER (UNDER) EXPENDITURES

REVENUES AND OTHER FINANCING SOURCES


Performance Budgets

Electric, Water

and Sewer Stormwater Tota ls

OPERATING REVENUES:

Electric sa les 81,542,604 81,542,604

Water sa les 12,828,093 12,828,093

Sewer charges 18,815,834 18,815,834

Impact fees 590,797 590,797

Stormwater charges 2,542,748 2,542,748

Government grants 656,144 656,144

Other user charges 4,031,242 9,920 4,041,162

Tota l operating revenues 118,464,714 2,552,668 121,017,382

OPERATING EXPENSES:

Purchased power 67,808,030 67,808,030

System operations 20,586,101 1,296,526 21,882,627

Depreciation and amortization 11,125,727 821,770 11,947,497

Genera l and adminis trative 6,861,115 6,861,115

Tota l operating expenses 106,380,973 2,118,296 108,499,269

OPERATING INCOME (LOSS) 12,083,741 434,372 12,518,113

NON‐OPERATING REVENUES (EXPENSES)

Interest income 606,724 7,011 613,735

Interest expense (5,502,764) (293,296) (5,796,060)

Gain (loss) on disposa l of capi ta l assets (43,567) (43,567)

Tota l non‐operating revenues (expenses) (4,896,040) (329,852) (5,225,892)

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 7,187,701 104,520 7,292,221

CAPITAL CONTRIBUTIONS 856,855 856,855

TRANSFERS IN 265,000 265,000

TRANSFERS OUT (6,398,276) (6,398,276)

CHANGE IN NET ASSETS 1,911,280 104,520 2,015,800

TOTAL NET POSITION ‐ BEGINNING 218,887,290 11,479,661 230,366,951

TOTAL NET POSITION ‐ END 220,798,570 11,584,181 232,382,751

Note: Presented on a GAAP bas is


STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS

FOR THE YEAR ENDED JUNE 30, 2013

Bus iness ‐type Activi ties ‐ Enterprise Funds


Performance Budgets



FOR THE YEAR ENDED JUNE 30, 2014

Electric, Water


OPERATING REVENUES:

Electric sa les 89,677,673 89,677,673

Water sa les 12,839,450 12,839,450

Sewer charges 19,146,064 19,146,064

Impact fees 718,114 718,114


Government grants 651,170 651,170



OPERATING EXPENSES:

Purchased power 72,713,106 72,713,106



General and administrative 6,757,507 6,757,507


OPERATING INCOME (LOSS) 17,531,759 (116,085) 17,415,674


Interest income 816,810 5,377 822,187


Sale of land 854,845 854,845

Gain (loss ) on disposal of capita l assests (7,528) (10,978) (18,506)


INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 14,817,988 (277,929) 14,540,059

CAPITAL CONTRIBUTIONS 1,723,434 1,723,434

TRANSFERS IN 265,000 265,000

TRANSFERS OUT (6,659,463) (6,659,463)

CHANGE IN NET POSITION 10,146,959 (277,929) 9,869,030

TOTAL NET POSITION ‐ BEGINNING, RESTATED 220,798,570 11,584,181 232,382,751

RESTATEMENT (2,473,953) (28,229) (2,502,182)

TOTAL NET POSITION ‐ BEGINNING RESTATED 218,324,617 11,555,952 229,880,569

TOTAL NET POSITION ‐ END 228,471,576 11,278,023 239,749,599




Performance Budgets



FOR THE YEAR ENDED JUNE 30, 2015 ‐ PROJECTED

Electric, Water

and Sewer Stormwater Totals

OPERATING REVENUES:

Electric sa les 96,305,246 96,305,246

Water sa les 13,542,120 13,542,120

Sewer charges 19,487,604 19,487,604

Impact fees 616,180 616,180


Other user charges 4,332,452 4,332,452


OPERATING EXPENSES:

Purchased power 78,885,963 78,885,963



Genera l and adminis trative 6,888,141 6,888,141




Interest income 231,921 231,921


Gain (loss ) on disposa l of fixed asses


INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 7,454,387 621,344 8,075,731

CAPITAL CONTRIBUTIONS 1,800,000 0 1,800,000

TRANSFERS IN 265,000 265,000

TRANSFERS OUT (6,730,308) (6,730,308)

CHANGE IN NET ASSETS 2,789,079 621,344 3,410,423

TOTAL NET ASSETS‐ BEGINNING 228,471,576 11,278,023 239,749,599

TOTAL NET ASSETS‐ END 231,260,655 11,899,367 243,160,022




Performance Budgets


INCOME STATEMENT‐ BUDGET BASIS


Electric, Water


OPERATING REVENUES:

Electric sa les 103,173,720 103,173,720

Water sa les 13,844,145 13,844,145

Sewer charges 20,351,904 20,351,904

Impact fees 655,000 655,000




OPERATING EXPENSES:

Purchased power 85,225,209 85,225,209


Genera l and adminis trative 11,803,815 510,074 12,313,889






Principa l payments (7,622,594) (496,975) (8,119,569)


INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 7,144,515 0 7,144,515

TRANSFERS OUT (7,144,515) (7,144,515)

NET INCOME 0 0 0

Note: This schedule i s presented on a budget (cash) bas is and excludes depreciation and amortization.

Additional ly, whi le the actual GAAP financia l statements do not include principa l payments , this statement i s

presented us ing a budget bas is which includes principal payments .



Performance Budgets




Electric, Water


OPERATING REVENUES:

Electric sa les 103,173,720 103,173,720

Water sa les 13,844,145 13,844,145

Sewer charges 20,351,904 20,351,904

Impact fees 655,000 655,000



Total operating revenues 144,169,511 3,331,850 147,501,361

OPERATING EXPENSES:

Purchased power 85,225,209 85,225,209



General and adminis trative 11,803,815 510,074 12,313,889

Total operating expenses 135,421,444 3,576,710 138,998,154





Gain (loss ) on disposa l of fixed asses 0

Total non‐operating revenues (expenses) (5,135,958) (108,165) (5,244,123)



TRANSFERS IN 265,000 265,000

TRANSFERS OUT (7,144,515) (7,144,515)

CHANGE IN NET ASSETS (2,867,406) (353,025) (3,220,431)






Performance Budgets


INCOME STATEMENT‐ BUDGET BASIS


Electric, Water


OPERATING REVENUES:

Electric sa les 107,131,464 107,131,464

Water sa les 14,473,362 14,473,362

Sewer charges 21,276,898 21,276,898

Impact fees 655,000 655,000




OPERATING EXPENSES:

Purchased power 88,014,802 88,014,802


Genera l and adminis trative 12,605,382 519,949 13,125,331






Principa l payments (8,338,757) (595,016) (8,933,773)


INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 6,730,295 0 6,730,295

TRANSFERS OUT (6,730,295) (6,730,295)

NET INCOME 0 0 0

p g ( ) p

Additional ly, whi le the actual GAAP financia l statements do not include principa l payments , this statement i s

presented us ing a budget bas is which includes principal payments .



Performance Budgets


Electric, Water


OPERATING REVENUES:

Electri c sa les 107,131,464 107,131,464

Water sa les 14,473,362 14,473,362

Sewer charges 21,276,898 21,276,898

Impact fees 655,000 655,000




OPERATING EXPENSES:

Purchased power 88,014,802 88,014,802



General and adminis trative 12,605,382 519,949 13,125,331






Gain (loss ) on disposa l of fi xed assets 0




TRANSFERS IN 265,000 265,000

TRANSFERS OUT (6,730,295) (6,730,295)

CHANGE IN NET ASSETS (2,396,243) (269,984) (2,666,227)






Bus iness ‐type Activi ties ‐ Enterpri se Funds


*projected

F D In Fiscal Year 2016, the City plans to issue $5 million in a Bond An cipa on Note to begin the design phase for the expansion of the exis ng wastewater plant facili es and flow equaliza on basin. Financing for the FY2016 Equipment Lease Purchase, totaling $4.39 million, was finalized in early August to fund vehicle replacements and needed equipment. A second equipment lease purchase for $5 million is expected later in the year to fund an AMI Pilot program. Beginning in Fiscal Year 2017 and con nuing over the next seven years, the City plans to issue approximately $253 million in debt for the purpose of comple ng improvements and addi ons for the City’s Combined U lity System. The expansion of the current water and wastewater facili es, along with the construc on of a new wastewater facility, will be financed through the State Revolving Fund; however, electric infrastructure enhancements, totaling $10 million, will be financed through U lity Revenue Bonds. These improvements are needed not only to manage the current demand but also the an cipated demand on our system due to growth. U lity system rate increases between 2016 and 2019 will help service the future debt and con nue to fund pay‐as‐you‐ go projects. As the cost of the U lity System improvements have dras cally increased in the last few years, the City will con nue to monitor the need for further rate increases to help pay the an cipated debt service.

L D M The City has a legal debt limit of 8% of the total assessed value. The City is authorized by state statute to exceed the legal debt margin if the addi onal debt is approved by the City’s ci zens.

General Obliga on Debt Margin City’s Legal Debt Margin

Tax Year 2012 Tax Year 2013 Tax Year 2014*

Assessed Value 247,622,812 251,405,535 251,127,874

8% Debt Limit 19,809,825 20,112,443 20,090,230

Total Amount of Debt Applicable to Debt Limit

(16,405,000) (17,375,000) (16,430,000)

Legal Debt Margin $3,460,825 $2,737,443 $3,660,230

Debt Service

As the City’s capital needs have grown, varied financing models have been implemented to address the need for capital investment while preserving the City’s financial health. These financial models include using opera ng funds and issuing bunds to pay for capital projects. The bonds have been used to fund both revenue‐producing facili es and general purpose facili es. As of July 1, 2015, the City of Rock Hill’s total principal bond debt service outstanding was $192,127,058 most of which consists of Revenue Bonds ($119,073,274), Tax Increment Financing ($23,587,526) and General Obliga on Bonds ($16,430,000).

Debt Service


R B All revenue bonds are payable from the net revenues of the City’s combined u lity system. The various bond indentures contain significant limita ons and restric ons on annual debt service requirements and minimum revenue bond coverage. Revenue bond repayment is generally structured so that interest is payable semi‐annually on the first of January and July. Principal payments are paid in a lump sum on the first of January. The City is in compliance with all such significant financial limita ons and restric ons. Highlights of outstanding U lity Revenue Bonds consist of:

In October 2009, the City issued $30,210,000 in U lity System Revenue Bonds. The bonds were issued to fund improvements to the water and waster water systems, refund the outstanding Combined U lity System Revenue Bond An cipa on Notes, Series 2008 and Revenue Bonds 1998C, 2000A, and 2000C.

In December 2010, the City issued $13 million in Bond An cipa on Notes. The revenue was used to fund the comple on of the City’s New Opera ons Center, which houses the City’s public works and u li es employees as well as the City’s equipment and fleet.

In 2013, the City refinanced $20 million of old U lity System Revenue Bonds in order to take advantage of lower interest rates. The City also issued $9 million in new money to purchase three addi onal substa ons, paint the Herlong Tank, replacement of the Myrtle Dr. Waterline and the Bleachery Ou all project.

Debt Service

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

15/

161

6/17

17/

181

8/19

19/

202

0/21

21/

222

2/23

23/

242

4/25

25/

262

6/27

27/

282

8/29

29/

303

0/31

31/

323

2/33

33/

343

4/35

35/

363

6/37

37/

383

8/39

39/

404

0/41

41/

42

Pri

ncip

al D

ebt

Se

rvic

e R

equ

irem

en

ts

Fiscal Year

Combined Utility System Revenue BondsPrincipal Debt Service Requirements


Debt Service R B D S

January 1, 2016 $652,500 January 1, 2024 $902,500

January 1, 2017 $677,500 January 1, 2025 $945,000

January 1, 2018 $702,500 January 1, 2026 $985,000

January 1, 2019 $730,000 January 1, 2027 $1,027,500

January 1, 2020 $760,000 January 1, 2028 $677,500

January 1, 2021 $790,000 January 1, 2029 $152,500

January 1, 2022 $822,500

January 1, 2023 $860,000

Combined U lity System Revenue Bonds, Series 2009A

Issued: September 30, 2009

Amount of Issue: $13,910,000

Remaining Principal Outstanding as of July 1, 2015: $10,685,000

Interest Rate: 4.31%

January 1, 2028 $395,000 January 1, 2035 $1,427,500

January 1, 2029 $965,000 January 1, 2036 $1,487,500

January 1, 2030 $1,162,500 January 1, 2037 $1,550,000

January 1, 2031 $1,210,000 January 1, 2038 $1,615,000

January 1, 2032 $1,262,500 January 1, 2039 $1,682,500

January 1, 2033 $1,315,000 January 1, 2040 $857,500

January 1, 2034 $1,370,000

Combined U lity System Revenue Bonds, Series 2009B

Issued: September 30, 2009




January 1, 2016 $495,000 January 1, 2020 $582,500

January 1, 2017 $512,500 January 1, 2021 $297,500

January 1, 2018 $535,000

January 1, 2019 $557,500

Combined U lity System Revenue Bonds, Series 2009C

Issued: October 28, 2009





Debt Service R B D S (C )

January 1, 2016 $1,985,000 January 1, 2024 $2,040,000

January 1, 2017 $2,065,000 January 1, 2025 $2,145,000

January 1, 2018 $2,125,000 January 1, 2026 $2,230,000

January 1, 2019 $2,175,000 January 1, 2027 $2,350,000

January 1, 2020 $2,265,000 January 1, 2028 $2,475,000

January 1, 2021 $2,380,000 January 1, 2029 $2,610,000

January 1, 2022 $2,480,000 January 1, 2030 $2,040,000

January 1, 2023 $2,560,000


Issued: March 22, 2012



Interest Rate: Variable (2‐5.25%)

January 1, 2016 $2,925,000 January 1, 2030 $495,000

January 1, 2017 $3,035,000 January 1, 2031 $515,000

January 1, 2018 $3,105,000 January 1, 2032 $540,000

January 1, 2019 $1,655,000 January 1, 2033 $565,000

January 1, 2020 $1,720,000 January 1, 2034 $595,000

January 1, 2021 $370,000 January 1, 2035 $625,000

January 1, 2022 $380,000 January 1, 2036 $655,000

January 1, 2023 $395,000 January 1, 2037 $690,000

January 1, 2024 $410,000 January 1, 2038 $725,000

January 1, 2025 $425,000 January 1, 2039 $760,000

January 1, 2026 $440,000 January 1, 2040 $800,000

January 1, 2027 $460,000 January 1, 2041 $830,000

January 1, 2028 $470,000 January 1, 2042 $865,000

January 1, 2029 $485,000


Issued: October 17, 2012



Interest Rate: Variable

The City’s Opera on Center


Debt Service

R B D S (C )

January 1, 2016 $835,000 January 1, 2025 $1,185,000

January 1, 2017 $865,000 January 1, 2026 $0

January 1, 2018 $900,000 January 1, 2027 $0

January 1, 2019 $935,000 January 1, 2028 $0

January 1, 2020 $975,000 January 1, 2029 $0

January 1, 2021 $1,015,000 January 1, 2030 $675,000

January 1, 2022 $1,055,000 January 1, 2031 $2,985,000

January 1, 2023 $1,095,000 January 1, 2032 $3,105,000

January 1, 2024 $1,140,000 January 1, 2033 $3,235,000


Issued: August 7, 2013




January 1, 2016 $340,000 January 1, 2025 $480,000

January 1, 2017 $350,000 January 1, 2026 $500,000

January 1, 2018 $365,000 January 1, 2027 $520,000

January 1, 2019 $380,000 January 1, 2028 $540,000

January 1, 2020 $395,000 January 1, 2029 $565,000

January 1, 2021 $410,000 January 1, 2030 $585,000

January 1, 2022 $430,000 January 1, 2031 $610,000

January 1, 2023 $435,000 January 1, 2032 $635,000

January 1, 2024 $465,000 January 1, 2033 $660,000


Issued: August 2013




October 1, 2015 $184,765 October 1, 2025 $219,407

October 1, 2016 $187,957 October 1, 2026 $223,225

October 1, 2017 $191,207 October 1, 2027 $227,113

October 1, 2018 $194,514 October 1, 2028 $231,071

October 1, 2019 $197,882 October 1, 2029 $235,102

October 1, 2020 $201,310 October 1, 2030 $239,205

October 1, 2021 $204,802 October 1, 2031 $243,382

October 1, 2022 $208,354 October 1, 2032 $247,635

October 1, 2023 $211,974 October 1, 2033 $251,967

October 1, 2024 $215,656 October 1, 2034 $256,377

State Revolving Funds, July 2014

Issued: July 2014



Interest Rate: Variable (1.73% blended)


G O B The full faith, credit, and taxing power of the City are pledged for the payment of General Obliga on Bonds. General Obliga on Bonds have interest payable semi‐annually on the first of October and April, as well as a principal lump sum payable on the first of April. Highlights of outstanding General Obliga on Bonds include:

Series 2008, outstanding principal in the amount of $1,855,000, was used for construc on of a new fire sta on.

Series 2011, outstanding principal in the amount of $9,820,000, was issued to fund the General Obliga on debt por on for the construc on of the City’s Opera ons Center.

Series 2013A, outstanding principal in the amount of $1,655,000, was used for the expansion of the City’s Law Center.

Series 2013B was a refinancing of two older General Obliga on Bonds: 1997 and 2003. The 1997 Series, was issued to complete the first phase of the Fire Master Plan, including construc on of a new fire sta on and various improvements to the three exis ng fire sta ons; The 2003 Series, was used for the construc on of two new fire sta ons.

Debt Service

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

15/16

16/17

17/18

18/19

19/20

20/21

21/22

22/23

23/24

24/25

25/26

26/27

27/28

28/29

29/30

30/31

31/32

32/33

33/34

34/35

35/36

Principal Deb

t Service Req

uirem

ents

Fiscal Year

General Obligation Principal Debt Service Requirements


Debt Service

G O B D S

April 1, 2016 $165,000 April 1, 2021 $215,000

April 1, 2017 $175,000 April 1, 2022 $225,000

April 1, 2018 $185,000 April 1, 2023 $240,000

April 1, 2019 $195,000 April 1, 2024 $250,000

April 1, 2020 $205,000

General Obliga on Bonds, 2008

Issued: December 30, 2008



Interest Rate: 4.3%

April 1, 2016 $310,000 April 1, 2027 $470,000

April 1, 2017 $315,000 April 1, 2028 $495,000

April 1, 2018 $330,000 April 1, 2029 $515,000

April 1, 2019 $345,000 April 1, 2030 $535,000

April 1, 2020 $355,000 April 1, 2031 $555,000

April 1, 2021 $365,000 April 1, 2032 $580,000

April 1, 2022 $375,000 April 1, 2033 $605,000

April 1, 2023 $395,000 April 1, 2034 $630,000

April 1, 2024 $415,000 April 1, 2035 $660,000

April 1, 2025 $430,000 April 1, 2036 $690,000

April 1, 2026 $450,000

General Obliga on Bonds, 2011

Issued: August 3, 2011



Rock Hill Fire Sta on


Debt Service

G O B D S (C )

April 1, 2016 $65,000 April 1, 2026 $95,000

April 1, 2017 $70,000 April 1, 2027 $100,000

April 1, 2018 $70,000 April 1, 2028 $100,000

April 1, 2019 $75,000 April 1, 2029 $105,000

April 1, 2020 $75,000 April 1, 2030 $110,000

April 1, 2021 $80,000 April 1, 2031 $115,000

April 1, 2022 $85,000 April 1, 2032 $120,000

April 1, 2023 $85,000 April 1, 2033 $125,000

April 1, 2024 $90,000

April 1, 2025 $90,000

General Obliga on Bonds, 2013A

Issued: June 27, 2013



April 1, 2016 $420,000 April 1, 2020 $350,000

April 1, 2017 $415,000 April 1, 2021 $340,000

April 1, 2018 $460,000 April 1, 2022 $385,000

April 1, 2019 $355,000 April 1, 2023 $375,000

General Obliga on Bonds, 2013B

Issued: June 27, 2013



The City’s Law Center


T I F B ‐ Taxes generated from the construc on of businesses in these areas are being used to re re the debt on these bonds. To the extent that debt service requirements on the bonds exceed the incremental property taxes revenues, u lity net revenues are pledged. Currently, Rock Hill has three Tax Increment Bond areas: Downtown, Tex le Corridor, and Red River. The debt service requirements for these three tax increment districts will be met through the construc on of businesses and u li es generated by those businesses. The debt service payments for each TIF bond are due at different mes throughout the year. Highlights of outstanding Tax Increment Bonds:

Series 2012A, outstanding principal of $2,665,000. Series 2013A, outstanding principal of $6,315,000. Series 2013B, outstanding principal of $3,275,000. Series 2014, outstanding principal of $3,080,000. Series 2015, outstanding principal of $8,885,000.

The 2013A and 2013B Tax Increment Financed Bonds were issued for the building of Fountain Park and the associated parking deck in the heart of Downtown Rock Hill. The Series 2014 was a refinancing of the 2011A Tex le TIF and the Series 2015 was a refinancing of the 2009 Red River TIF, both which were done in order to take advantage of lower interest rates.

Debt Service

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

15/16

16/17

17/18

18/19

19/20

20/21

21/22

22/23

23/24

24/25

25/26

26/27

27/28

28/29

29/30

30/31

31/32

32/33

33/34

34/35

35/36

36/37

37/38

Principal Debt Service Requirem

ents

Fiscal Year

Tax Increment Principal Debt Service Requirements


Debt Service

D /T C TIF D


Debt Service

TIF D S —D /T C

September 30, 2015 $22,684 September 30, 2018 $23,373

March 30, 2016 $22,797 March 30, 2019 $23,490


March 30, 2017 $23,026 March 30, 2020 $23,725


March 30, 2018 $23,257

Tax Increment Bonds, Catawba Regional Brownfields #1

Issued: July 2, 2013

Amount of Issue: $455,000

Remaining Principal Outstanding as of July 1, 2015: $255,855


December 27, 2015 $17,362 December 27, 2018 $17,890

June 27, 2016 $17,449 June 27, 2019 $17,979


June 27, 2017 $17,624 June 27, 2020 $18,160


June 27, 2018 $17,801 June 27, 2021 $18,342

Tax Increment Bonds, Catawba Regional Brownfields #2





May 1, 2016 $140,000 May 1, 2023 $200,000

May 1, 2017 $145,000 May 1, 2024 $205,000

May 1, 2018 $150,000 May 1, 2025 $215,000

May 1, 2019 $160,000 May 1, 2026 $220,000

May 1, 2020 $165,000 May 1, 2027 $230,000

May 1, 2021 $170,000 May 1, 2028 $240,000

May 1, 2022 $180,000 May 1, 2029 $245,000

Tax Increment Bonds, Series 2012 (Tex le Corridor)

Issued: May 18, 2012



Interest Rate: 3.62‐4.42%


TIF D S —D /T C (C )

Debt Service

April 1, 2018 $80,000 April 1, 2029 $300,000

April 1, 2019 $95,000 April 1, 2030 $325,000

April 1, 2020 $110,000 April 1, 2031 $350,000

April 1, 2021 $125,000 April 1, 2032 $400,000

April 1, 2022 $155,000 April 1, 2033 $425,000

April 1, 2023 $160,000 April 1, 2034 $450,000

April 1, 2024 $180,000 April 1, 2035 $490,000

April 1, 2025 $200,000 April 1, 2036 $520,000

April 1, 2026 $215,000 April 1, 2037 $585,000

April 1, 2027 $260,000 April 1, 2038 $620,000

April 1, 2028 $270,000

Tax Increment Bonds, Series 2013A





April 1, 2016 75,000 April 1, 2028 140,000

April 1, 2017 105,000 April 1, 2029 145,000

April 1, 2018 75,000 April 1, 2030 155,000

April 1, 2019 80,000 April 1, 2031 165,000

April 1, 2020 85,000 April 1, 2032 175,000

April 1, 2021 90,000 April 1, 2033 185,000

April 1, 2022 95,000 April 1, 2034 200,000

April 1, 2023 105,000 April 1, 2035 210,000

April 1, 2024 110,000 April 1, 2036 225,000

April 1, 2025 115,000 April 1, 2037 235,000

April 1, 2026 125,000 April 1, 2038 250,000

April 1, 2027 130,000

Tax Increment Bonds, Series 2013B





May 1, 2016 $175,000 May 1, 2023 $220,000

May 1, 2017 $180,000 May 1, 2024 $225,000

May 1, 2018 $190,000 May 1, 2025 $235,000

May 1, 2019 $190,000 May 1, 2026 $245,000

May 1, 2020 $200,000 May 1, 2027 $260,000

May 1, 2021 $205,000 May 1, 2028 $265,000

May 1, 2022 $215,000 May 1, 2029 $275,000

Tax Increment Bonds, Series 2014

Issued: May 1, 2014





Debt Service

TIF D S —R R

May 1, 2016 $529,000 May 1, 2023 $640,000

May 1, 2017 $544,000 May 1, 2024 $657,000

May 1, 2018 $559,000 May 1, 2025 $675,000

May 1, 2019 $574,000 May 1, 2026 $693,000

May 1, 2020 $590,000 May 1, 2027 $712,000

May 1, 2021 $606,000 May 1, 2028 $732,000

May 1, 2022 $622,000 May 1, 2029 $752,000

Tax Increment Bonds, Series 2015 (Red River)

Issued: May 1, 2015





Debt Service

S B

All Stormwater revenue bonds are payable from the net revenues of the City’s Stormwater system. The various bond indentures contain significant limita ons and restric ons on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limita ons and restric ons. Highlights of outstanding Stormwater Revenue Bonds consist of:

Series 2006 (April), outstanding principal of $3,281,505. Series 2006 (July), outstanding principal of $1,767,020.

As the City learns more about its Stormwater system, there is an increased need to tackle some of the larger stormwater issues. Therefore, the City is exploring financing op ons to fund some large future stormwater projects.

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

15/16

16/17

17/18

18/19

19/20

20/21

21/22

22/23

23/24

24/25

25/26

Principal Deb

t Service Req

uirem

ents

Fiscal Year

Stormwater BondsGeneral Obligation Principal Debt Service Requirements


Debt Service

S D S

April 1, 2016 $265,991 April 1, 2022 $304,321

April 1, 2017 $272,026 April 1, 2023 $311,226

April 1, 2018 $278,199 April 1, 2024 $318,288

April 1, 2019 $284,511 April 1, 2025 $325,510

April 1, 2020 $290,967 April 1, 2026 $332,897

April 1, 2021 $297,569

Stormwater Bonds, April 2006

Issued: December 2005




May 1, 2016 $139,639 May 1, 2022 $159,761

May 1, 2017 $142,807 May 1, 2023 $163,386

May 1, 2018 $146,048 May 1, 2024 $167,094

May 1, 2019 $149,362 May 1, 2025 $170,885

May 1, 2020 $152,751 May 1, 2026 $174,763

May 1, 2021 $156,217 August 1, 2026 $44,307

Stormwater Bonds, July 2006

Issued: December 2005




Stormwater Replacement


Debt Service

H T R B

The Hospitality Tax is a fee imposed on the sale of prepared meals and beverages sold in establishments. These bonds are payable from the net revenues of the City’s Local Hospitality Tax. The various bond indentures contain significant limita ons and restric ons on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limita ons and restric ons. Highlights of outstanding Hospitality Tax Bonds consist of:

Series 2013: BMX, outstanding principal of $5,215,000

Series 2013: Manchester Meadows, outstanding principal of $5,925,000

Series 2013: Glencairn Gardens, outstanding principal of $2,230,000

The City’s BMX Supercross Track

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

15/16

16/17

17/18

18/19

19/20

20/21

21/22

22/23

23/24

24/25

25/26

26/27

27/28

28/29

29/30

30/31

31/32

32/33

Principal Deb

t Service Req

uirem

ents

Fiscal Year

Hospitality Tax Revenue BondsGeneral Obligation Principal Debt Service Requirements


Debt Service

H T R B D S

April 1, 2016 $195,000 April 1, 2025 $285,000

April 1, 2017 $200,000 April 1, 2026 $300,000

April 1, 2018 $205,000 April 1, 2027 $315,000

April 1, 2019 $215,000 April 1, 2028 $330,000

April 1, 2020 $225,000 April 1, 2029 $350,000

April 1, 2021 $235,000 April 1, 2030 $365,000

April 1, 2022 $245,000 April 1, 2031 $385,000

April 1, 2023 $260,000 April 1, 2032 $405,000

April 1, 2024 $275,000 April 1, 2033 $425,000

Hospitality Tax Revenue Bonds, BMX

Issued: April 18,2013



Interest Rate: 2‐5%

April 1, 2016 $490,000 April 1, 2021 $600,000

April 1, 2017 $505,000 April 1, 2022 $625,000

April 1, 2018 $525,000 April 1, 2023 $655,000

April 1, 2019 $545,000 April 1, 2024 $690,000

April 1, 2020 $565,000 April 1, 2025 $725,000

Hospitality Tax Revenue Bonds, Manchester Meadows





April 1, 2016 $210,000 April 1, 2021 $255,000

April 1, 2017 $215,000 April 1, 2022 $270,000

April 1, 2018 $225,000 April 1, 2023 $280,000

April 1, 2019 $235,000 April 1, 2024 $295,000

April 1, 2020 $245,000

Hospitality Tax Revenue Bonds, Glencairn Gardens






Debt Service

N M R B Used to finance the Velodrome. In year 8, the A‐1 loan will be refinanced for the principal value of $3,780,000. Also in year 8, the B Principal of $1,200,000 will be forgiven. The A‐2 loan will be interest only for the first eight years.

Recovery Zone Designa on Velodrome Loan A‐1

Issued: August 2010



Principal payments deferred un l a er 2018. In‐terest payable semi‐annually on the fi h of Janu‐ary and July.

Recovery Zone Designa on Velodrome Loan A‐2

Issued: August 2010



Principal payments deferred un l a er 2018. Pay‐off in 2051. Interest payable semi‐annually on the fi h of January and July.

Recovery Zone Designa on Velodrome Loan B

Issued: August 2010



Principal forgiven in 2018. Interest payable semi‐annually on the fi h of January and July.

The City’s Giordana Velodrome


Debt Service

E L P Each fiscal year, the City has entered into a larger lease‐purchase agreement for several cars and trucks. This con nues to be a favorable method of vehicle and equipment acquisi on. This type of debt is incurred on an annual basis in order to maintain our fleet according to a replacement schedule. Typically vehicles that are financed in this way are at least $30,000 and have an es mated useful life of at least three years. Recently, the City has refinanced some older lease purchase deals in order to take advantage of lower interest rates.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

15/16

16/17

17/18

18/19

19/20

20/21

21/22

22/23

23/24

24/25

Principal Deb

t Service Req

uirem

ents

Fiscal Year

Equipment Lease PurchasePrincipal Debt Service Requirements


Debt Service

E L P

February 1, 2016 $126,000 February 1, 2019 $49,000


February 1, 2018 $49,000

Equipment Lease Purchase Agreement, 2010



February 1, 2016 $387,000

February 1, 2017 $115,000




February 1, 2016 $586,200

February 1, 2017 $586,200

Equipment Lease Purchase Agreement, 2012A



A City Fire Truck




Equipment Lease Purchase Agreement, 2012B






February 1, 2019 $122,100

Equipment Lease Purchase Agreement, 2012C



Debt Service

E L P (C )

February 1, 2016 $1,200,000

February 1, 2017 $1,230,000

February 1, 2018 $595,000

Equipment Lease Purchase Refinancing, 2013



The 2013 Equipment Lease Purchase Refinancing includes:

2006 Suntrust WI‐FI Equipment

2007 First Ci zens Lease Purchase

2008A Suntrust AMI

2008B Suntrust Lease Purchase

2009 Suntrust Lease Purchase



February 1, 2017 $386,200

Equipment Lease Purchase Agreement, 2013A





February 1, 2018 $177,700

Equipment Lease Purchase Agreement, 2013B



Debt Service

E L P (C )





February 1, 2020 $401,704













Debt Service

Fiscal Year 2016 Fiscal Year 2017

Principal Interest Principal Interest General Fund $ 960,000 $ 613,731 $ 975,000 $ 588,223 Enterprise Fund $7,486,218 $5,255,378 $8,146,542 $5,009,130 Other Debt $6,500,631 $2,017,744 $6,320,436 $1,946,319

Total $14,946,849 $7,886,853 $15,441,978 $7,543,672

SUMMARY SCHEDULE OF TOTAL DEBT SERVICE REQUIREMENTS

FISCAL YEAR PRINCIPAL INTEREST TOTAL

15/16 $14,946,849 $7,886,853 $22,833,703

16/17 $15,441,979 $7,543,671 $22,985,650

17/18 $13,704,697 $7,140,243 $20,844,940

18/19 $12,241,941 $6,478,229 $18,720,170

19/20 $11,387,613 $6,043,787 $17,431,400

20/21 $10,095,746 $5,629,075 $15,724,821

21/22 $9,973,327 $5,282,826 $15,256,153

22/23 $9,363,620 $4,880,159 $14,243,778

23/24 $9,064,516 $4,487,170 $13,551,687

24/25 $8,872,403 $4,124,216 $12,996,619

25/26 $7,784,414 $3,767,904 $11,552,318

26/27 $7,117,783 $3,447,150 $10,564,933

27/28 $7,204,234 $3,074,535 $10,278,769

28/29 $6,151,820 $2,770,229 $8,922,048

29/30 $5,344,797 $2,499,539 $7,844,336

30/31 $6,018,706 $2,251,446 $8,270,152

31/32 $7,423,579 $1,968,702 $9,392,281

32/33 $7,734,221 $1,626,889 $9,361,109

33/34 $5,490,022 $1,269,073 $6,759,094

34/35 $3,473,026 $1,004,236 $4,477,262

35/36 $3,670,556 $810,650 $4,481,206

36/37 $3,128,089 $606,355 $3,734,444

37/38 $2,358,123 $424,658 $2,782,781

38/39 $2,462,500 $282,630 $2,745,130

39/40 $1,672,500 $139,109 $1,811,609

TOTAL $192,127,058 $85,439,332 $277,566,390


Capital Improvement Plan

C I P

The Capital Improvement Plan (CIP) is used to plan, budget, and finance the purchase and/or construc on of large capital infrastructure, facili es, equipment, and other fixed assets. Through a process that es in closely with the annual budget, the CIP helps our elected officials and management be er allocate resources for sustained quality services, places, and community here in Rock Hill. Our five year plan not only iden fies, but priori zes our community’s capital needs according to a system that puts great emphasis on suppor ng the goals of our strategic plan.

The CIP informs all of our stakeholders about the key investments the City plans to make in the coming years. It serves in mul ple capaci es: as a long‐term financial plan, a support of strategic goals, and a planning document. Although this plan does not appropriate financial resources, it does give our leaders relevant informa on to make informed decisions. It is also important to recognize that this document is an ever‐changing document. As priori es shi , unexpected events happen, and new technologies change business as usual, we must adapt our capital plans to provide the Quality our ci zens expect.

The City of Rock Hill defines a capital item as a project or piece of equipment with a cost that exceeds $100,000 that the City plans to build, improve, or purchase between Fiscal Year 2016 and Fiscal Year 2020.

P

Departments submit capital item requests during the budget process. Their requests include a descrip on of the capital item/project, how their project works towards the goals of the strategic plan, the useful life (if applicable), and any projected addi onal opera ng costs.

The CIP is broken up into two different types of capital categories: Non‐Rou ne Capital Items and Annual/Rou ne Opera ng Capital Items. Non‐Rou ne items are capital equipment or construc on projects that exceed $100,000 and have a useful life of many years, such as a building or a park.

Annual/Rou ne items are capital needs of a recurring na‐ture, such as office equipment or motor vehicles, that are more than $10,000. Yearly, the City reviews all capital items that are scheduled for replacement (based on their useful life) to plan for what replacements will be made in the coming budget years.

S P C

The CIP was developed in a way that directly relates our future capital plans to our Strategic Plan. Every three years, the

City’s Strategic Plan is updated. Currently, there are three major tenets:

Provide quality services

Develop quality places

Foster a quality community

Every project or piece of equipment that the City seeks to build, improve, or purchase should uphold one of the Quality goals. In total, there are thirteen goals within these three tenets. In addi on to upholding the values of the Strategic Plan, the CIP also directly relates to the City’s Comprehensive Plan. Vision 2020 is a long‐range plan that seeks to provide further vision and policies to guide decision making in Rock Hill. Completed in 2010, there are three core ideas: Grow inside first

Well‐designed, sustainable neighborhoods

Be er connec ons

These values aim for the City to grow with an inward focus, enhance our

neighborhoods, and connect our community strategically through trans‐

porta on needs.


I The City makes an effort to proac vely plan for all capital projects. However, a large part of the capital plan is accoun ng for the ongoing impact of capital investments on future opera ng budgets. Non‐recurring capital investments can have a drama c impact on the opera ng budget for the new fiscal year, as well as years to come. In planning for the result of these recurring expenses on the opera ng budget, the City has made sure to best calculate ongoing expenses. To highlight how the City proac vely budgets for costs due to capital investments, the sec on below explains the impact in future years from the addi on of a new fire training facility. Burn Building & Fire Training Tower In November 2015, York County will vacate a fire training facility they built decades ago on property they leased from the City. The current 4‐story burn building and training tower will be demolished and replaced with a more modernized, universal burn building and training tower capable of increasing the ability of the fire department to train in more areas, such as technical rescue (high angle rescue/low angle rescue/confined space), fire figh ng (search and rescue/fire a ach/ven la on) and HAZMAT (hot zone entry/recon/mi ga on). Once the County vacates this property, it will then become the responsibility of the Fire Department. In addi on to the $505,880 included in the FY2016 budget and $1.48 million needed in future budgets to cover renova ons to the facility, there is ongoing opera onal expenses that will need to be included in future budgets to fund the day‐to‐day opera ons of the facility. Though there will be no addi onal personnel cost associated with the new facility; when renova ons are complete, the department will need an addi onal $35,000 annually to cover u li es, maintenance, insurance and supplies (outlined on page 186). All expenditures will be covered by the General Fund.

Capital Improvement Plan– Ongoing Impact


Capital Improvement Plan– Non-routine

Fiscal Year 2017 Capital Improvement Projects

The direct impact of capital improvements on the Fiscal Year 2017 budget is $15,322,588 in the opera ng budget. This figure includes pay‐go capital projects, lease payments, u lity infrastructure, computer infrastructure, etc. Although the year two budget is not approved, it does allow the City to be proac ve in funding its needs– including capital. There are significant and non‐rou ne capital expenditures that will have an addi onal impact on the opera ng budget beyond the direct cost. Fiscal Year 2017 includes capital highlights such as:

Fire Training Facility Improvements—$629,640

Building Maintenance—$200,000

Electric Delivery 3 Substa on —$2,500,000

Water Distribu on System Improvements—$794,766

Wastewater Replacement and Reloca on—$1,834,516

Fiscal Year 2016 Capital Improvement Projects

The direct impact of capital improvements on the Fiscal Year 2016 budget is $13,060,479 in the opera ng budget. This figure includes pay‐go capital projects, lease payments, u lity infrastructure, computer infrastructure, etc. For Fiscal Year 2016, there are significant and non‐rou ne capital expenditures that will have an addi onal impact on the opera ng budget beyond the direct cost. Fiscal Year 2016 includes capital highlights such as:

Fire Training Facility Improvements—$505,880

Building Maintenance—$212,000

Electric Infrastructure Improvements—$508,252

Water Infrastructure Improvements—$1,423,354

Wastewater Plant Design & Flow Equaliza on—$3,333,000

FY2013 and FY2014 are actual expenses. FY2015, FY2016, FY2017 are budgeted expenses.

Breakdown of City Expenses

The subsequent pages provide more informa on on non‐rou ne capital projects in City departments. Informa on is included about capital projects in the next five years including project cost, descrip on, rela on to City goals, etc.



Fire Over the next five years, the Fire Department’s capital projects revolve around mee ng the Strategic Plan goal of “Providing High Quality Public Safety and Judicial Service.” These projects are mainly centered around the renova on of a fire training facility, building a new fire sta on and replacing equipment. Fire capital projects are es mated to cost $10,112,159 over the next five years. The majority of funding comes from the General Fund. Currently, the City is developing a plan to fully fund these fire ini a ves through pay‐as‐you‐go and debt financing. Future opera ng budgets will feel the impact of the staggered costs of replacing such items as radios, SCBAS, LifePaks and vehicles through a yearly cost along with increased maintenance costs which will be incurred through the replacement of these items. However, acquisi on and renova on of a training facility and the opening of a new fire sta on will have significant annual opera ng impact. Early es mates are roughly $1,048,562 per year to cover the addi onal 12‐staff, debt service payments, new equipment and opera onal costs required for the new sta on and $35,000 per year to cover addi onal opera onal costs for the new training facility.

The annual opera ng impact of all iden fied projects is currently es mated at $1,083,562 and is outlined below.

Revenue Sources FY2016 FY2017 FY2018 FY2019 FY2020 FY2021-2025 Total Revenues

General Fund $1,051,746 $1,300,308 $1,620,728 $818,629 $2,620,748 $5,135,919 $12,548,078

Future GO Bonds $0 $0 $0 $2,700,000 $0 $0 $2,700,000

TOTAL $1,051,746 $1,300,308 $1,620,728 $3,518,629 $2,620,748 $5,135,919 $15,248,078

Note 1 Burn Building & Training Tower utilities $12,000 maintenance $10,000 burn panels $8,000 insurance $5,000

Total Impact $35,000

Note 2 Station 7 service contracts $25,000 utilities $15,000 fuel $6,000 personnel $800,000

maintenance $5,000 insurance $5,000 debt service $192,562

Total Impact $1,048,562

Fire Department Projects FY2016 FY2017 FY2018 FY2019 FY2020 FY2021-2025 Total Cost Annual Operating Impact

Burn Building & Training Tower Renovation $505,880 $629,640 $847,330 $0 $0 $0 $1,982,850 See note 1

Station 7 $0 $0 $0 $2,700,000 $1,750,000 $0 $4,450,000 See note 2

SCBA Replacement $0 $65,000 $65,000 $65,000 $65,000 $390,000 $650,000 Routine

LifePak 15 Replacement $0 $0 $29,000 $29,000 $29,000 $203,000 $290,000 Routine

Radio Replacement $0 $0 $60,000 $60,000 $60,000 $420,000 $600,000 Routine

Vehicle Replacement $545,866 $605,668 $619,398 $664,629 $716,748 $4,122,919 $7,275,228 Routine

TOTAL $1,051,746 $1,300,308 $1,620,728 $3,518,629 $2,620,748 $5,135,919 $15,248,078 $1,083,562



Planning Over the next five years, the Planning Department is managing many capital projects that revolve around mee ng the Comprehensive goal of “Be er Connec ons”. Part of be ering connec ons is done through the Conges on Mi ga on and Air Quality Improvement (CMAQ) program. CMAQ projects are funded through the federal government that seek to improve air quality and assist with conges on relief in high traffic areas. Because of the nature of the work, these projects span over mul ple fiscal year budgets, so the sources are listed by type and usually not by year. The Planning CMAQ projects are es mated to cost $15,747,221 over the next five years. The majority of funding for these projects is reimbursed through CMAQ funds; however, some of the funding requires a local match, which is paid through General Funds. Generally, there are some minimal impacts on future opera ng budgets in the form of extra road maintenance for addi onal lanes, but typically those costs are not realized for ten or more years depending on the quality of the construc on and the amount and type of vehicle traffic. Because these roads are state‐maintained, any opera onal impact would realized by the state.

Project Name Funding Source Amount

Dave Lyle Interchange SC Ramp and ChambersideAdd storage and right turn lane on I-77 SB ramp, a signalized dual right turn at Dave Lyle, and a second left lane to Chamberside [Target].

SCDOT 100,000$

RFATS - Guideshare 1,694,000$ PE/Design - 5/30/2014 RFATS - CMAQ (80%) 400,000$

Begin Construction - 4/1/2015 General Fund (20%) - FY14 100,000$ Finish Construction 9/15/2015 Funding Source Totals 2,294,000$

Project Cost: 2,294,000$

Funding Diff: -$


Princeton/Springsteen/Anderson RoadIntersection improvement-Add turn lanes on both Springsteen and Princeton at Anderson signal to reduce congestion from mall traffic.

SCDOT (Safety) 200,000$

RFATS - CMAQ (80%): (A) - FY12 960,266$ PE/Design - 6/15/2012 General Fund (20%): (A) - FY12 179,300$ Begin Construction - 9/1/2015 RFATS - CMAQ (80%): (B) 146,100$

Finish Construction 11/1/2015 Unfunded (20%): (B) 36,495$

Funding Source Totals 1,485,666$


Funding Diff: (36,495)$




Planning (con nued)

Riverview/Riverchase I & IIIntersection improvements to reduce congestion between I-77 and Automall Parkway, add turn lanes, add access control and provide alternate access to Riverview at Ligon

RFATS - Guideshare 1,956,500.00$

RFATS - CMAQ (100%) 1,020,000.00$

PE/Design - 5/30/2014RFATS - CMAQ (80%) 650,000.00$

Begin Construction - 12/31/2015General Fund (20%) 162,500.00$

Finish Construction 9/30/2016Funding Source Totals 3,789,000.00$


Funding Diff: -$


White Street East‐ SC 72 IntersectionIntersection Improvements to add turn lanes on White and Firetower to reduce congestion on SC 72/SC 121.

RFATS - CMAQ (100%) 150,000.00$

RFATS - CMAQ (80%): (A) 1,381,924.00$ PE/Design - 9/30/2015 General Fund (20%): (A) 345,394.00$ Begin Construction - 9/1/2016 RFATS - CMAQ (80%): (B) 851,792.00$

Finish Construction 7/1/2017 CoRH - Civil Projects Budget (20%): (B) - FY16 212,950.00$

Funding Source Totals 2,942,060.00$

Project Cost: 2,942,060.00$

Funding Diff: -$


Celanese Road (161) at India Hook Rd. Intersection

ImprovementIntersection improvements on SC 161 (Celanese Road) at S-30 (India Hook Road) to increase traffic flow through the intersection.

Guideshare 868,000.00$

SCDOT (20% Guideshare match) 217,000.00$

PE/Design - 9/1/2017 Currently Unfunded 4,115,000.00$ Begin Construction - TBD Funding Source Totals 1,085,000.00$

Finish Construction TBD Project Cost: 5,200,000.00$

Funding Diff: (4,115,000)$



Parks, Recrea on and Tourism Over the next five years, the Parks, Recrea on and Tourism Department’s capital projects revolve around mee ng the Strategic Plan goal of “Providing high quality parks, recrea on and tourism services.” These projects are mainly centered around upgrading exis ng parks beyond general maintenance and planning for future parks. Parks, Recrea on and Tourism capital projects are es mated to cost $13,025,000 over the next five years. The majority of funding comes from the Hospitality Tax, with some funding from the General Fund and grants. Yearly, the City evaluates hospitality tax revenues and does ten year projec ons to help be er plan for these future expenses.



General Fund $0 $0 $750,000 $0 $0 $0 $750,000

Future Hospitality Tax Bond $5,625,000 $0 $0 $4,600,000 $0 $0 $10,225,000

Hospitality Tax $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000

Private Funding $1,300,000 $0 $0 $0 $0 $0 $1,300,000

TOTAL $5,775,000 $150,000 $900,000 $4,750,000 $150,000 $750,000 $13,775,000

Note 1 Future Regional Park - India Hook (17 acre) utilities $42,000

* start up expense only personnel $343,000

maintenance $15,000

landscaping $10,000

equipment * $100,000


PRT Department Projects FY2016 FY2017 FY2018 FY2019 FY2020 FY2021-2025 Total Cost Annual Operating Impact

Hargett Park - Athletic Field (drainage & fencing) $0 $0 $750,000 $0 $0 $0 $750,000 $0

Future Regional Park - India Hook $0 $0 $0 $1,600,000 $0 $0 $1,600,000 See Note 1

Future Regional Park $0 $0 $0 $3,000,000 $0 $0 $3,000,000 See Note 2

Trails & Greenways System $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000 See Note 3

Parking Lot Expansion (Crest, Edgemont) $450,000 $0 $0 $0 $0 $0 $450,000 See Note 4

Tennis Center Plaza (storage & 4 courts) $500,000 $0 $0 $0 $0 $0 $500,000 See Note 5

River Park Canoe/Kayak Launch $250,000 $0 $0 $0 $0 $0 $250,000 $0

Riverwalk Trail Washrooms/Parking $500,000 $0 $0 $0 $0 $0 $500,000 See Note 6

BMX Parking $300,000 $0 $0 $0 $0 $0 $300,000 See Note 6

Criterium Course $1,800,000 $0 $0 $0 $0 $0 $1,800,000 See Note 6

Criterium RV Parking $1,750,000 $0 $0 $0 $0 $0 $1,750,000 See Note 6

Cherry Park Improvements (Infrastructure, Lighting) $1,375,000 $0 $0 $0 $0 $0 $1,375,000 $0

TOTAL $7,075,000 $150,000 $900,000 $4,750,000 $150,000 $750,000 $13,775,000 $2,045,200



Parks, Recrea on and Tourism (con nued)

Note 2 Future Regional Park (60 acre) utilities $168,000

* start up expense only personnel $645,000

maintenance $50,000

landscaping $50,000

equipment * $225,000

Total Impact $1,138,000

Note 3 Trails & Greenways System personnel $50,000

landscaping $5,000 Total Impact $55,000

Note 4 Parking Lot Expansion (Crest, Edgemont) personnel $16,000

* start up expense only maintenance $2,000 landscaping $10,000 equipment * $5,000 Total Impact $33,000

Note 5 Tennis Center Plaza (storage, 4 courts) utilities $9,600

* start up expense only personnel $56,000 maintenance $10,000 landscaping $5,000 equipment * $15,000 Total Impact $95,600

Note 6 Riverwalk Trail Washrooms/Parking ^ utilities $2,400

BMX Parking ^ personnel $116,200 Criterium Course ^ maintenance $40,000 Criterium RV Parking ^ landscaping $20,000 equipment * $35,000 Total Impact $213,600

will fall under the Rock Hill Outdoor Center Maintenance Team * start up expense only



General Services General Services encompasses many func ons of City government. The projects in this sec on are broken up by division, which includes the Airport, Informa on Technology, and Project Management. AIRPORT Over the next five years, the Airport’s capital projects revolve around mee ng the Comprehensive Plan goal of “Providing for a Coordinated Transporta on System that Supports the City’s Growth Goals.” These projects are mainly centered around preparing for a runway extension in FY2019. Airport capital projects are es mated to cost $7,021,000 over the next five years with ten‐year funding needs at $12,733.000. The majority of funding comes from outside City resources. Funding is broken down as follows: FAA ‐ 90%; SCAC ‐ 5%, York County ‐ 2.5%; Rock Hill ‐ 2.5%. The City es mates the General Fund contribu on for Airport projects to be $175,525 from FY2016‐FY2020. The General Fund contribu on for FY2016 is $57,325 and for FY2017 is projected to be $27,975. Future opera ng budgets will feel the impact of the runway extension project, which is not projected to be completed un l a er FY2020. Early es mates are roughly $6,372 per year to cover the addi onal opera onal costs which include pavement maintenance and electrical expenses for addi onal runway, taxiway lights and airfield signs.

The annual opera ng impact of all iden fied projects is currently es mated at $6,372 and is outlined below.

Note 1 500' Runway Extension utilities $1,597

maintenance $4,775

Total Impact $6,372


FAA Funding $2,063,700 $1,007,100 $891,000 $917,100 $1,440,000 $5,140,800 $11,459,700

State Funding $114,650 $55,950 $49,500 $50,950 $80,000 $285,600 $636,650

General Fund $57,325 $27,975 $24,750 $25,475 $40,000 $142,800 $318,325

County Funding $57,325 $27,975 $24,750 $25,475 $40,000 $142,800 $318,325

TOTAL $2,293,000 $1,119,000 $990,000 $1,019,000 $1,600,000 $5,712,000 $12,733,000

Airport Projects FY2016 FY2017 FY2018 FY2019 FY2020 FY2021-2025 Total Cost Annual Operating Impact

Taxiway Rehabilitation & Fillet Widening (Design, Repackage, Construction) $2,293,000 $0 $0 $0 $0 $0 $2,293,000 $0Glideslope and Localizer Replacement Drainage Improvements (Design) $0 $1,119,000 $0 $0 $0 $0 $1,119,000 $0

Drainage Improvements (Construction) $0 $0 $990,000 $0 $0 $0 $990,000 $0

North Apron Expansion (Design and Construction) $0 $0 $0 $1,019,000 $0 $0 $1,019,000 $0Environmental Assessment for Runway Extension 500' Runway Extension - Phase I Grading and Drainage (Design); RPX Land Acquisition (Associated with Runway Extension) $0 $0 $0 $0 $1,600,000 $0 $1,600,000 $0500' Runway Extension - Phase I Grading and Drainage (Construction) $0 $0 $0 $0 $0 $4,300,000 $4,300,000 $0

500' Runway Extension - Paving & Lighting (Design) $0 $0 $0 $0 $0 $175,000 $175,000 $0500' Runway Extension - Paving & Lighting (Construction) $0 $0 $0 $0 $0 $1,237,000 $1,237,000 See Note 1

TOTAL $2,293,000 $1,119,000 $990,000 $1,019,000 $1,600,000 $5,712,000 $12,733,000 $6,372



Project Management Over the next five years, the Project Management Team in General Services has many capital projects that revolve around many Comprehensive and Strategic Plan goals. Key among those goals are: Support the study and development of key city corridors Crea ng a vibrant Knowledge Park Area Provide for a coordinated transporta on system that supports the City’s growth goals. Be er Connec ons Project Management capital projects are es mated to cost $36,933,124 over the next five years with ten‐year funding needs at $43,063,124. The funding comes from many local, state, federal and even private sources, including General and Enterprise pay‐as‐you‐go funds, U lity Bonds, Downtown TIF issuances, Pennies for Progress funding, Transporta on Enhancement Program, CMAQ, and even grants and private sources. The General Fund contribu on for G‐Fund Paving was increased from $500,000 in FY15 to $860,000 in FY2016 and is es mated at $1,100,000 in FY2017. As the Project Management Team assists departments across the City with their capital projects, there are twenty‐three projects that this team solely manages. Future opera ng budgets will feel the direct impact of having to maintain eight of those projects, including: Antrim‐Paddock Parkway, Cel‐River Road, East White Street, Hagins/Fewell Streets, Laurel/Peachtree Streets, Oakland Avenue and the Woolworth Walkway. Opera ng monies will be allocated to help maintain these facili es and pay for the increased cost of u li es.

The annual opera ng impact of all iden fied projects is currently es mated at $30,350 and is outlined on the following page.

Project Management Projects FY2016 FY2017 FY2018 FY2019 FY2020 FY2021-2025 Total Cost Annual Operating Impact

Antrim-Paddock Parkway Relocation $367,570 $0 $0 $0 $0 $0 $367,570 See Note 1

Bleachery Environmental $400,000 $80,000 $0 $0 $0 $0 $480,000 $0

Cel-River Road Phase I $2,609,892 $2,609,892 $8,409,892 $0 $0 $0 $13,629,676 See Note 2

C-fund Paving Projects $629,512 $0 $0 $0 $0 $0 $629,512 $0

Community Street Crossing & Poplar Street Widening $300,000 $1,215,000 $185,000 $0 $0 $0 $1,700,000 $0

Constitution/White Roundabout $177,264 $3,825,722 $0 $0 $0 $0 $4,002,986 $0

Dave Lyle Boulevard Sidewalk: Galleria Blvd to Chamberside $0 $0 $300,000 $0 $0 $0 $300,000 $0

East White Street Phase 1 $867,898 $0 $0 $0 $0 $0 $867,898 See Note 3

East White Street Phase 2 $168,587 $312,816 $0 $0 $0 $0 $481,403 $0

Frank P. Gaston Blvd Realignment $0 $0 $0 $0 $0 $630,000 $630,000 $0

G-Fund Paving Projects $860,000 $1,100,000 $1,100,000 $1,100,000 $1,100,000 $5,500,000 $10,760,000 $0

Hagins Street/Fewell Street $484,069 $0 $0 $0 $0 $0 $484,069 See Note 4

Laurel Street/Peachtree Street $196,055 $0 $0 $0 $0 $0 $196,055 See Note 5

Laurelwood Cemetery House $60,000 $0 $0 $0 $0 $0 $60,000 $0

Oakland Avenue Improvements $181,450 $0 $0 $0 $0 $0 $181,450 See Note 6

Operations Center Overflow Parking Lot $0 $0 $425,000 $0 $0 $0 $425,000 $0

Quantz/Poe Realignment & RR Crossing $413,000 $1,702,000 $0 $0 $0 $0 $2,115,000 $0

Sidetrack Extension $1,112,534 $3,112,466 $0 $0 $0 $0 $4,225,000 $0

Sidney Street Improvements $169,746 $146,800 $0 $0 $0 $0 $316,546 $0

White Street Parking Lot $275,000 $0 $0 $0 $0 $0 $275,000 See Note 7

White Street Pedestrian Improvements $14,000 $205,547 $0 $0 $0 $0 $219,547 $0

Woolworth Walkway $541,412 $0 $0 $0 $0 $0 $541,412 See Note 8

York Tech Connector from Baxter Hood to existing trail $0 $0 $175,000 $0 $0 $0 $175,000 $0

TOTAL $9,827,989 $14,310,243 $10,594,892 $1,100,000 $1,100,000 $6,130,000 $43,063,124 $30,350



Project Management (con nued)

Note 1 Antrim-Paddock Parkway Relocation utilities $1,000 maintenance $8,000 Total Impact $9,000

Note 2 Cel-River Road Phase I maintenance $8,000

Total Impact $8,000

Note 3 East White Street Phase 1 maintenance $1,000

Total Impact $1,000

Note 4 Hagins Street/Fewell Street utilities $850

Total Impact $850

Note 5 Laurel Street/Peachtree Street utilities $500

maintenance $2,000 Total Impact $2,500

Note 6 Oakland Avenue Improvements maintenance $2,000

Total Impact $2,000

Note 7 White Street Parking Lot maintenance $1,000

Total Impact $1,000

Note 8 Woolworth Walkway utilities $1,000

maintenance $5,000

Total Impact $6,000


2010 Utility BAN $196,055 $0 $0 $0 $0 $0 $196,055

2016 Utility BAN $797,534 $0 $0 $0 $0 $0 $797,534

C Fund $423,088 $78,000 $0 $0 $0 $0 $501,088

CDBG Fund $409,746 $234,816 $0 $0 $0 $0 $644,562

CMAQ $0 $3,112,466 $0 $0 $0 $0 $3,112,466

Downtown TIF - 2007 $351,812 $0 $0 $0 $0 $0 $351,812

Downtown TIF - 2013 $435,000 $0 $0 $0 $0 $0 $435,000

Enterprise Fund $1,911,344 $348,400 $185,000 $0 $0 $270,000 $2,714,744

EPA Grant $400,000 $0 $0 $0 $0 $0 $400,000

General Fund $1,105,498 $1,166,547 $1,100,000 $1,100,000 $1,100,000 $5,500,000 $11,072,045

Hospitality Tax $80,000 $60,600 $0 $0 $0 $0 $140,600

Pennies for Progress $0 $6,305,722 $5,800,000 $0 $0 $0 $12,105,722

Private Funds $912,570 $0 $0 $0 $0 $270,000 $1,182,570

RFATS $2,609,892 $2,609,892 $2,609,892 $0 $0 $0 $7,829,676

TAP - Assistance $0 $247,000 $0 $0 $0 $0 $247,000

TEP Enhancement $181,450 $146,800 $0 $0 $0 $0 $328,250

Unfunded $14,000 $0 $900,000 $0 $0 $90,000 $1,004,000

TOTAL $9,827,989 $14,310,243 $10,594,892 $1,100,000 $1,100,000 $6,130,000 $43,063,124



Informa on Technology Informa on Technology capital projects are es mated to cost $13,999,839 over the next five years. In providing support and tools in which the City accomplishes its strategic goals, IT capital projects are very important. Although many projects have been iden fied, the City is currently working on a way in which to handle these capital needs financially and logis cally.



General Fund $30,000 $0 $0 $0 $0 $0 $30,000

Unfunded $0 $0 $8,193,173 $3,743,942 $2,032,724 $2,759,520 $16,729,359

TOTAL $30,000 $0 $8,193,173 $3,743,942 $2,032,724 $2,759,520 $16,759,359

Note 1 WiFi Mesh Refresh maintenance $336,815


Note 2 A/C Units for City Hall & Manchester Computer Rooms maintenance $13,500


Note 3 PBX Phone System Upgrade maintenance $70,320


Information Technology Projects FY2016 FY2017 FY2018 FY2019 FY2020 FY2021-2025 Total Cost Annual Operating Impact

WiFi Mesh Refresh Project $0 $0 $1,347,260 $1,347,260 $1,347,260 $2,694,520 $6,736,300 See Note 1

AC Units for City Hall & Manchester Computer Rooms $30,000 $0 $45,000 $0 $0 $0 $75,000 See Note 2

PBX Phone System Upgrade $0 $0 $156,267 $156,267 $156,267 $0 $468,801 See Note 3

Video Camera Systems $0 $0 $75,000 $75,000 $0 $0 $150,000 See Note 4

Core Edge Network Expansion $0 $0 $95,000 $95,000 $69,750 $0 $259,750 See Note 5

Windows EA Expansion $0 $0 $55,000 $50,000 $45,000 $65,000 $215,000 See Note 6

Body Cameras $0 $0 $675,000 $172,500 $0 $0 $847,500 See Note 7

Time Attendance System $0 $0 $221,000 $221,000 $0 $0 $442,000 See Note 8

Load Balances & Firewall Upgrade $0 $0 $125,000 $0 $0 $0 $125,000 See Note 9

Operations Center Data Center UPS $0 $0 $75,000 $0 $0 $0 $75,000 See Note 10

Core Storage Array Expansion & Document Mgmt $0 $0 $152,113 $130,382 $152,113 $0 $434,608 See Note 11

Boyd Hill/Fewell Park/Northside Fiber Connection $0 $0 $75,000 $0 $0 $0 $75,000 See Note 12

Virtual Data Center Core for Operations Center $0 $0 $100,000 $0 $0 $0 $100,000 See Note 13

Digital Signage $0 $0 $110,000 $110,000 $0 $0 $220,000 See Note 14

ERP Financial & Utility Management System $0 $0 $4,500,000 $1,000,000 $0 $0 $5,500,000 See Note 15

Virtual Desktop Project $0 $0 $124,200 $124,200 $0 $0 $248,400 See Note 16

Video-Sensor Smart City Project $0 $0 $262,333 $262,333 $262,334 $0 $787,000 See Note 17

TOTAL $30,000 $0 $8,193,173 $3,743,942 $2,032,724 $2,759,520 $16,759,359 $1,281,839



Informa on Technology (con nued)

Note 4 Video Camera System maintenance $27,000


Note 5 Core/Edge Network Expansion maintenance $38,963 Total Impact $38,963

Note 6 Windows EA Expansion maintenance $21,500


Note 7 Body Cameras maintenance $101,700


Note 8 Time-Attendance System maintenance $53,040


Note 9 Load Balancer & Firewall Upgrade maintenance $10,000


Note 10 Operations Center Data Center UPS maintenance $4,500

Total Impact $4,500

Note 11 Core Storage Array Expansion & Document Management maintenance $65,191


Note 12 Boyd Hill/Fewell Park/Northside Fieber Connection maintenance $6,000

Total Impact $6,000

Note13 Virtual Data Center Core for Operations Center maintenance $15,000


Note 14 Digital Signage maintenance $33,000


Note 15 ERP Financial & Utility Management System maintenance $330,000


Note 16 Virtual Desktop Project maintenance $37,260


Note 17 Video-Sensor Smart City Project maintenance $118,050



Capital Improvement Plan– Non-routine Enterprise Funds

P R I

In the 2000’s, the City began proac vely planning for future plant expansions for water and wastewater treatment. Originally, the plant expansions were planned for Fiscal Year 2013. Knowing that the plant expansions would be very expensive, the City created a plan in order to have small, incremental rate increases over many years. These increases would avoid rate shock to our customers by raising the necessary funding to pay the ul mate debt service over me. In the mean me, the plan allows for pay‐as‐you‐go projects and debt service every year. The revenue raised is compounded over the course of me to allow for more pay‐as‐you‐go projects up un l the debt for the plant upgrades is issued. From July 2007 to June 2015, these rate increases have resulted in over $45 million worth of capital improvements to the u lity system. Over the course of me, however, the projected date for the large bond issuance for water and wastewater plant expansions slipped. This was due to a number of reasons. One of the biggest factors was weak revenue growth. Growth in electric revenues has been hampered by yearly purchase power increases (upwards of 6.7% in the last few years). Addi onally, water revenues have declined due to a mentality shi in water consump on. For three years, from 2007 to 2010, the City was in a drought, and the ci zens learned conserva on techniques. Equally, wastewater growth has been very mild. The plant expansions were also delayed due to a greater cost. There have been more state and federal regula ons that have increased the cost. Also, as me progressed, there has been some unexpected infla on. Es mated costs for expansion of our current facili es are right at $79 million while the construc on of a new wastewater plant is at an addi onal expense of $163 million, all improvements needed to manage the an cipated demand on our system due to growth. P R I

In preparing for future debt service, City leaders wanted to ensure there was a reasonable plan for genera ng more revenue. The schedule included on the next page shows rate increase proposals in order to fund future debt service on $242 million for plant expansions. Beginning in Fiscal Year 2017, water and wastewater rates will experience a flat 3% increase for three years. In Fiscal Year 2018, there is a 1% rate increase on electric rates. This staggered effect will help customers avoid ‘rate shock’ and will also allow for more pay‐as‐you‐go projects between Fiscal Years 2017‐2019. In Fiscal Years 2017‐2022, the City will issue $201 million for the wastewater plant and $42.3 million for the water plant.

* SRF Bonds ‐ Water ‐ 20 years @ 2% ** Sewer ‐ 30 years @ 2%

*** Revenue Bonds ‐ Electric ‐ 30 years @ 4.5%

**** Equipment Lease ‐ AMI ‐ 10 years @ 1.5%

^ Debt service for WTP Expansion will go to $2,123,493/yr if we have to use Revenue Bonds at 4.4% for 30 yrs

Future Debt Service FY2016 FY2017 FY2018 FY2019 FY2020

Proposed FY2016 BAN $5m (Design Wastewater Plant and Flow Equalization) ‐$ 100,000$ ‐$ ‐$ ‐$

Proposed FY2016 Bond $5m (AMI Pilot) **** ‐$ 542,171$ 542,171$ 542,171$ 542,171$

Proposed FY2017 Bond $10.5m (AMI Expansion) **** ‐$ ‐$ 1,138,559$ 1,138,559$ 1,138,559$

Proposed FY2017 Bond $3.21m (WTP Expansion) * ^ ‐$ ‐$ 196,313$ 196,313$ 196,313$

Proposed FY2017 Bond $10m (Electric Projects) *** ‐$ ‐$ 613,915$ 613,915$ 613,915$

Proposed FY2017 Bond $6m (Sewer Flow Equalization + WWTP design) * ‐$ ‐$ 267,900$ 267,900$ 267,900$

Proposed FY2018 Bond $21.4m (WTP Expansion) * ^ ‐$ ‐$ ‐$ 1,308,754$ 1,308,754$

Proposed FY2018 Bond $23.9m (WWTP Expansion + new WWTP) ‐$ ‐$ ‐$ 1,067,133$ 1,067,133$

Proposed FY2019 Bond $17.7m (WTP Expansion) * ^ ‐$ ‐$ ‐$ ‐$ 1,082,474$

Proposed FY2019 Bond $20m (WWTP Expansion + new WWTP) ‐$ ‐$ ‐$ ‐$ 892,998$

FY2021 FY2022 FY2023 FY2024 FY2025

Proposed FY2020 Bond $44.3m (New WWTP) * 108,434$ 108,434$ 108,434$ 108,434$ 108,434$

Proposed FY2021 Bond $52m (New WWTP) * ‐$ 227,712$ 227,712$ 227,712$ 227,712$

Proposed FY2022 Bond $54.7m (New WWTP) * ‐$ ‐$ 267,900$ 267,900$ 267,900$


Proposed Rate Increases FY2016‐2020

The City will con nue to monitor growth, revenue, and capital projec ons in a way that best prepares our community for needed improvements. The subsequent pages specifically outline exis ng bonds and the projects associated with them, as well as the upcoming pay‐as‐you‐go projects for electric, water, and sewer funds.

Capital Improvement Plan– Non-routine Enterprise Funds

Sources FY2016 FY2017 FY2018 FY2019 FY2020

All Electric Revenues 107,372,667$ 110,511,619$ 114,412,679$ 118,451,447$ 122,632,783$

All Water Revenues 14,906,237$ 15,065,135$ 15,291,112$ 15,520,479$ 15,753,286$

All Wastewater Revenues 20,340,023$ 20,620,903$ 21,033,321$ 21,453,987$ 21,883,067$

AMI Adjustment 220,839$ 1,033,354$ 1,037,104$ 1,040,948$ 1,044,888$

Base Sources Total 142,839,766$ 147,231,011$ 151,774,216$ 156,466,861$ 161,314,024$

Proposed Water Rate Increase (1% in FY16‐ average residential monthly impact $0.22) 150,568$ 150,568$ 150,568$ 150,568$ 150,568$

Proposed Water Rate Increase (3% in FY17‐ average residential monthly impact $0.65) 470,589$ 470,589$ 470,589$ 470,589$

Proposed Water Rate Increase (3% in FY18‐ average residential monthly impact $0.67) 477,368$ 477,368$ 477,368$

Proposed Water Rate Increase (3% in FY19‐ average residential monthly impact $0.69) 484,249$ 484,249$

Proposed Wastewater Rate Increase (1% in FY16‐ average residential monthly impact $0.44) 205,455$ 205,455$ 205,455$ 205,455$ 205,455$

Proposed Wastewater Rate Increase (3% in FY17‐ average residential monthly impact $1.34) 644,114$ 644,114$ 644,114$ 644,114$

Proposed Wastewater Rate Increase (3% in FY18‐ average residential monthly impact $1.38) 656,487$ 656,487$ 656,487$

Proposed Wastewater Rate Increase (3% in FY19‐ average residential monthly impact $1.43) 669,107$ 669,107$ Proposed Electric Rate Increase (.5% in FY16‐ average residential est. monthly impact $0.62) 539,561$ 539,561$ 539,561$ 539,561$ 539,561$ Proposed Electric Rate Increase (1.5% in FY17‐ average residential est. monthly impact $1.93) $ 1,674,543 1,674,543$ 1,674,543$ 1,674,543$ Proposed Electric Rate Increase (1% in FY18‐ average residential est. monthly impact $1.31) 1,166,268$ 1,166,268$ 1,166,268$

Proposed Rate Increase Total 895,584$ 3,684,830$ 5,984,952$ 7,138,308$ 7,138,308$

TOTAL SOURCES with Proposed Rate Increases 143,735,350$ 150,915,841$ 157,759,169$ 163,605,169$ 168,452,332$

Uses FY2016 FY2017 FY2018 FY2019 FY2020

Personnel 11,556,425$ 11,863,008$ 12,159,583$ 13,368,973$ 13,703,197$

Operating 16,788,824$ 17,395,416$ 17,830,301$ 19,565,841$ 20,054,987$

Purchased Power 85,225,209$ 88,014,802$ 91,121,725$ 94,338,321$ 97,668,464$

Operating Transfers 7,144,516$ 7,432,574$ 7,581,225$ 7,732,850$ 7,887,507$

PAYgo Projects Budgeted 5,472,295$ 6,255,880$ ‐$ ‐$ ‐$

Additional Available for PAYgo 31,967$ 1,579,196$ 7,931,907$ 8,097,489$ 9,195,748$

Other Capital (Equip, including ITS & Project Mgmt) 1,083,653$ 1,963,634$ 2,022,543$ 2,083,219$ 2,145,716$

Other Non‐Operating ‐$ ‐$ ‐$ ‐$ ‐$

G&A Transfer 3,222,910$ 3,287,367$ 3,385,988$ 3,487,568$ 3,592,195$

All Existing Debt 13,464,551$ 13,994,191$ 12,151,464$ 11,366,787$ 10,650,967$

Impact Fees (655,000)$ (655,000)$ (655,000)$ (655,000)$ (655,000)$

AMI Savings (789,133)$ (792,486)$ (795,923)$ (799,446)$

AMI Project Contingencies 116,667$ (234,932)$ (274,972)$ (281,846)$ (288,893)$

AMI Annual Maintenance 283,333$ 166,667$ 100,000$ 100,000$ 100,000$

Base Uses Total 143,735,350$ 150,273,670$ 152,562,279$ 158,408,279$ 163,255,442$

Proposed FY2016 BAN $5m (Design Wastewater Plant and Flow Equalization) ‐$ 100,000$ ‐$ ‐$ ‐$

Proposed FY2016 Bond $5m (AMI Pilot) **** ‐$ 542,171$ 542,171$ 542,171$ 542,171$

Proposed FY2017 Bond $10.5m (AMI Expansion) **** ‐$ ‐$ 1,138,559$ 1,138,559$ 1,138,559$

Proposed FY2017 Bond $3.21m (WTP Expansion) * ^ ‐$ ‐$ 196,313$ 196,313$ 196,313$

Proposed FY2017 Bond $10m (Electric Projects) *** ‐$ ‐$ 613,915$ 613,915$ 613,915$

Proposed FY2017 Bond $6m (Sewer Flow Equalization + WWTP design) * ‐$ ‐$ 267,900$ 267,900$ 267,900$

Proposed FY2018 Bond $21.4m (WTP Expansion) * ^ ‐$ ‐$ ‐$ 1,308,754$ 1,308,754$

Proposed FY2018 Bond $23.9m (WWTP Expansion + new WWTP) ‐$ ‐$ ‐$ 1,067,133$ 1,067,133$

Proposed FY2019 Bond $17.7m (WTP Expansion) * ^ ‐$ ‐$ ‐$ ‐$ 1,082,474$

Proposed FY2019 Bond $20m (WWTP Expansion + new WWTP) ‐$ ‐$ ‐$ ‐$ 892,998$

Proposed FY2020 Bond $44.3m (New WWTP) * ‐$ ‐$ ‐$ ‐$ ‐$

Proposed FY2021 Bond $52m (New WWTP) * ‐$ ‐$ ‐$ ‐$ ‐$

Proposed FY2022 Bond $54.7m (New WWTP) * ‐$ ‐$ ‐$ ‐$ ‐$

New Uses Total ‐$ 642,171$ 5,196,890$ 5,196,890$ 5,196,890$

TOTAL USES 143,735,350$ 150,915,841$ 157,759,169$ 163,605,169$ 168,452,332$

SOURCES LESS USES (0)$ ‐$ (0)$ (0)$ 0$


Capital Improvement Plan– Non-routine Existing Bonds/Electric

Sources 2015/16 2016/17 2017/18 2018/19 2019/20

$ 612,830 $ 2,413,044 $ 1,910,357 $ 1,910,357 $ 1,910,357

Electric Projects ‐ Operating Budget 2015/16 2016/17 2017/18 2018/19 2019/20

Distribution SCADA Automation $ 70,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000

Recloser Replacement/Upgrade to Smart Grid Capable $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000

Primary UG Cable Replacement $ 28,270 $ 500,000 $ 503,562 $ 417,961 $ 694,163

Smal l Conductor Reconductor Projects $ 16,500 $ 50,000 $ 115,715 $ 100,000 $ 100,000

Smart Faul t Indicators $ ‐ $ ‐ $ 10,000 $ 20,000 $ 20,000

New Substation Feeders $ ‐ $ 90,000 $ 150,000

OH to UG Primary Convers ions $ ‐ $ ‐ $ ‐ $ 200,000 $ 200,000

Rel iabi l i ty Improvement Projects $ ‐ $ ‐ $ 166,340 $ ‐ $ ‐

Albright Rd. Cross ings $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Shi land OH to UG $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Old Town East Electric Line Relocations $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Primary Feeders from Substation to Bleachery $ ‐ $ 759,077 $ ‐ $ ‐ $ ‐

DOCs for Raw Water Intake $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

DOCs for Wildcat $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Air Core Reactors at Del ivery 5 $ 160,000 $ ‐ $ ‐ $ ‐ $ ‐

High Efficiency Street Lighting $ 14,000 $ 48,567 $ 44,740 $ 50,000 $ 50,000

Arrestor Replacement $ ‐ $ 50,000 $ 50,000 $ 50,000 $ 50,000

Cel ‐River Electric $ 84,482 $ 57,700 $ ‐ $ 82,818 $ ‐

Heckle Blvd Street Lighting $ 60,000 $ ‐ $ ‐ $ ‐ $ ‐

Herlong/Frank Gaston Signa l Upgrade $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Smart Switch Insta l lation $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

WWTP Generators Switchgear Replacement $ ‐ ‐$ $ ‐ $ ‐ $ ‐

White St/Consti tution Roundabout $ ‐ $ ‐ $ 250,000 $ ‐ $ ‐

Dave Lyle Ext. Streetl ighting (pas t Waterford Pkwy. Intersection) $ ‐ $ ‐ $ ‐ $ 25,000 $ ‐

White St Signal Upgrade (Spruce to Jones) $ ‐ $ 120,000 $ ‐ $ ‐ $ ‐

Paragon & Cel ‐River Signa l Upgrade $ ‐ $ 60,000 $ ‐ $ ‐ $ ‐

City Hal l East Wing Generator Upgrade $ ‐ $ 57,700 $ ‐ $ ‐ $ ‐

Del ivery 4 Relay Panel $ ‐ $ ‐ $ ‐ $ 50,000 $ ‐

Princeton/Springstein Mast Arm $ 55,000 $ ‐ $ ‐ $ ‐ $ ‐

Air Core Reactors at Del ivery 1, Del ivery 4 $ ‐ $ ‐ $ ‐ $ 150,000 $ 126,194

SCADA Upgrade $ 104,578 $ 500,000 $ 500,000 $ 500,000 $ 500,000

Animal Guard for Del ivery 1 $ ‐ $ ‐ $ ‐ $ 50,000 $ 50,000

Fiber to SCADAMATE Switches $ ‐ $ ‐ $ ‐ $ 44,578 $ ‐

Paint Steel at Del ivery #1 (FY16) $ ‐ $ ‐ $ ‐ $ 50,000 $ ‐

Subtotal $ 612,830 $ 2,413,044 $ 1,910,357 $ 1,910,357 $ 1,910,357

Surplus or (cuts needed) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Bond Funded Electric Projects 2008 BAN 2009 BABs 2010 BAN 2012B SRF 2013 TIF 2013B Utility

Bond

2017 Utility

Bond

Saluda St. Gateway $2,477 $‐ $‐ $‐ $‐ $‐ $‐ $‐

Heckle Blvd Street Lighting $1,168 $‐ $26,993 $‐ $‐ $‐ $‐ $‐

Primary Feeders from Substation to Bleachery $60,508 $‐ $276,834 $‐ $‐ $‐ $‐ $‐

Downtown East Fiber Optic Lines $33,300 $‐ $‐ $‐ $‐ $‐ $‐ $‐

Oakland/Black Signa l Upgrade $130,000 $‐ $‐ $‐ $‐ $‐ $‐ $‐

Oakland/White Signal Upgrade $150,000 $‐ $‐ $‐ $‐ $‐ $‐ $‐

Oakland/Main Signal Upgrade $150,000 $‐ $‐ $‐ $‐ $‐ $‐ $‐

Black/Hampton Signal Upgrade $150,000 $‐ $‐ $‐ $‐ $‐ $‐ $‐

Dave Lyle/Black Signa l Upgrade $60,000 $‐ $‐ $‐ $‐ $‐ $‐ $‐

Del ivery 1 Substation $‐ $1,450,000 $‐ $‐ $‐ $‐ $‐ $‐

Albright Rd Widening Electric $‐ $‐ $60,000 $‐ $‐ $‐ $‐ $‐

Black/El i zabeth Signal Upgrade $‐ $‐ $130,000 $‐ $‐ $‐ $‐ $‐

Main/El i zabeth Signa l Upgrade $‐ $‐ $130,000 $‐ $‐ $‐ $‐ $‐

Downtown Substation (Stewart) $‐ $‐ $326,503 $2,496,503 $‐ $‐ $‐ $‐

Old Town East Electric Line Relocation $‐ $‐ $‐ $‐ $‐ $226,000 $‐ $‐

Riverwalk Substation $‐ $‐ $‐ $‐ $‐ $‐ $2,731,652 $‐

Del ivery 2 Substation $‐ $‐ $‐ $‐ $‐ $‐ $1,922,273 $‐

Del ivery 2, Riverwalk & Stewart Upgrades ??? $‐ $‐ $‐ $‐ $‐ $‐ $1,922,273

Evergreen to Consti tution OH to UG (Col lege Town Action Plan) $‐ $‐ $‐ $‐ $‐ $‐ $‐ $3,000,000

City Hal l/Law Center Site Generator $‐ $‐ $‐ $‐ $‐ $‐ $‐ $1,500,000

Spare/Portable Substation Transformer $‐ $‐ $‐ $‐ $‐ $‐ $‐ $800,000

Dis tribution Extens ion to Newland $‐ $‐ $‐ $‐ $‐ $‐ $‐ $700,000

S. Cherry Rd. OH to UG Convers ion (Consti tution to Heckle) $‐ $‐ $‐ $‐ $‐ $‐ $‐ $1,500,000

Del ivery 3 Substation $‐ $‐ $‐ $‐ $‐ $‐ $‐ $2,500,000

Subtota l $737,453 $1,450,000 $950,330 $2,496,503 $0 $226,000 $6,576,198 $10,000,000

10‐Year Electric Project Plan: July 1, 2016‐June 30, 2025

Operating Budget Projects Detail


Capital Improvement Plan– Non-routine Water

The Water and Wastewater Funds have projects scheduled out un l FY2025. Due to space constraints, the schedules shown

Sources 2015/16 2016/17 2017/18 2018/19 2019/20

Water Fund Subtotal $ 1,952,063 $ 2,215,102 $ 3,039,000 $ 807,560 $ 1,056,020

Water Projects ‐ Operating Budget 2015/16 2016/17 2017/18 2018/19 2019/20

MaintenanceProjects $18,000 $73,400 $92,000 $50,000 $‐WFP‐Replace Pi lot Lights on 4 Track‐Vac Panels on Bas ins $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

WFP‐Ins ta l l Heat Shield or Roof over (4) Flocculator Drive Panels to keep Drives from going out $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Maintenance Projects (see l i s t below) $ 18,000 $ 73,400 $ 92,000 $ 50,000 $ ‐

WaterFilterPlant/IntakeProjects $170,000 $775,000 $760,000 $450,000 $400,000Lake Wyl ie Intake $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

WFP‐Prel iminary Architectura l Des ign Study for Top Floor of WFP $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

WFP: Alum Sludge Dewatering Faci l i ty $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

WFP ‐ VFD for HSPS#2 ‐ Pump 6 (gap) $ 170,000 $ ‐ $ ‐ $ ‐ $ ‐

WFP: chemical meter pump replacement $ ‐ $ 50,000 $ 50,000 $ 50,000 $ ‐

Variable frequency drive for HSPS #4 w/ piping modifications $ ‐ $ 350,000 $ ‐ $ ‐ $ ‐

WFP: Replace existing l ime‐feed system $ ‐ $ 250,000 $ ‐ $ ‐ $ ‐

Cover/roof for settl ing bas ins $ ‐ $ ‐ $ 280,000 $ ‐ $ ‐

Flow meter for fi l ters 1‐4 $ ‐ $ ‐ $ 200,000 $ ‐ $ ‐

Vacuum pump sys tem replacement $ ‐ $ 125,000 $ ‐ $ ‐ $ ‐

Electrica l/Pump/Drive/SCADA for Raw Water Intake $ ‐ $ ‐ $ ‐ $ 400,000 $ ‐

Fence at Raw Water Intake Lot ‐ Securi ty $ ‐ $ ‐ $ 150,000 $ ‐ $ ‐

WFP: elect. upgrades , replace chemica l feed system, vent for off gass ing of the Fl tank, place a ladder on Fl tank ($150,000) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ WFP: Placing actuators on the bas in valves ($80,000) $ ‐ $ ‐ $ 80,000 $ ‐ $ ‐

Aeration sys tem for clearwel ls at WFP (3 @ $150K ea) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

WFP: Variable speeds on the exis ting high service pump s tation (#5) $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000

MiscellaneousProjects $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Water & Sewer Uti l i ty Rate ($35,000) and Capaci ty Fee ($25,000) Study ‐ Sewer Budget $42,500 & Water Budget $17,500 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Water Model ing to Establ i sh Dis tribution System Flushing Program $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

DistributionSystemProjects $432,709 $1,366,702 $2,187,000 $307,560 $656,020Smal l Diameter Water Line Replacement $ ‐ $ 124,300 $ 100,000 $ ‐ $ ‐

Country Club ‐ Country Club Dr. Loop $ ‐ $ 137,700 $ ‐ $ ‐ $ ‐

Country Club ‐ Oakdale Rd. Loop $ ‐ $ ‐ $ 422,000 $ ‐ $ ‐

Country Club ‐ Lakes ide Dr. Loop $ 92,000 $ ‐ $ ‐ $ ‐ $ ‐

Corporate Boulevard Water Main Extens ion $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Main Street Water Main Replacement $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Mixers at Less l ie Tank & Herlong Tank $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Newport Tie Wal ‐Mart to 274 $ ‐ $ ‐ $ 100,000 $ ‐ $ ‐

Eden Terrace Waterl ine Upgrade (Eden Terr ‐ Myrtle Dr) $ ‐ $ 512,649 $ 600,000 $ ‐ $ ‐

Springsteen Road Water Line Loop $ ‐ $ ‐ $ 340,000 $ ‐ $ ‐

Paint Waterl ine ‐ Oakland Avenue Bridge over Dave Lyle Boulevard & Rai l road (bridge and pipe) $ ‐ $ ‐ $ 300,000 $ ‐ $ ‐

Firetower Road Loop $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Red River Road Water Line Upgrade, Phase I I (Cherry St to Waterford Pkwy) $ ‐ $ ‐ $ ‐ $ ‐ $ 550,000

Long Meadow Loop $ ‐ $ ‐ $ 325,000 $ ‐ $ ‐

Mt. Gal lant ‐India Hook/Jos lyn Park (cleans up mis ‐matched 8" & 12" pipe to 16" pipe) $ ‐ $ ‐ $ ‐ $ 251,775 $ ‐

Pennington Road Loop ($700K‐Developer/Demand driven project) ‐ SC Rte. 161 to Chelsea Woods $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Church Road (24‐Inch Waterl ine) – Sturgis Road to Neely Store Road (8,120 l f) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

System betterments , l ine replacements , & upgrades for civi l projects $ 340,709 $ 592,053 $ ‐ $ 55,785 $ 106,020

CivilProjects $1,331,354 $‐ $‐ $‐ $‐Oakland Avenue Water Services Replacement (White Street to Black Street) $ 11,000 $ ‐ $ ‐ $ ‐ $ ‐

White Street (Ph 1: El izabeth Avenue to Spruce Street), 3/27/2015est $ 242,000 $ ‐ $ ‐ $ ‐ $ ‐

White Street (Ph2: Jones Street to Cummings Street) $ 168,587 $ ‐ $ ‐ $ ‐ $ ‐

White Street (Ph3: North Spruce to Jones Street) TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Schuyler Avenue services ‐SCDOT (Enti re Length) ‐ 2013‐2014 C‐Fund Project $ 52,500 $ ‐ $ ‐ $ ‐ $ ‐

Sidney Street Water (Servi ce Repai r/Replacement Only) $ 25,000 $ ‐ $ ‐ $ ‐ $ ‐

Arcade Mil l Water Pipe Replacement (Materia ls only) $ 10,000 $ ‐ $ ‐ $ ‐ $ ‐

Cel ‐River Water, Phase I (des ign FY 15 plus construction FY16) betterments $ 495,000 $ ‐ $ ‐ $ ‐ $ ‐

Consti tution/White Roundabout (non reimbursable from Pennies) $ 147,751 $ ‐ $ ‐ $ ‐ $ ‐

Mt. Gal lant ‐ Anderson to DLB betterments (TBD ~ May 2015) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Anderson/Springsteen/Princeton Intersection Improvements by SCDOT, placeholder value $ 179,516 $ ‐ $ ‐ $ ‐ $ ‐

Subtotal $1,952,063 $2,215,102 $3,039,000 $807,560 $1,056,020


10‐Year Water Project Plan: July 1, 2015‐June 30, 2025

Operating Budget Projects Detail

Other Funded Water Projects 2009 BABs 2010 BAN 2012B SRF 2013 TIF 2013B Utility

Bond

PFP

Reimbursement

SC state

Appropriation

SCDOT

Reimbursement

Lake Wylie Raw Water Intake from Drew $ 1,201,603 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

PAC Feed System/Lake Wylie Intake $ 663,184 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Laurel St. Improvements $ ‐ $ 525,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Laurel St. Water Tank & Line Upgrades $ ‐ $ ‐ $ ‐ $ 4,956,563 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

High Service Pumps $ ‐ $ ‐ $ ‐ $ 4,021,028 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Herlong Tank Painting $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 813,295 $ ‐ $ ‐ $ ‐

Myrtle Dr. Waterline Replacement (may be less than funded) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 732,710 $ ‐ $ ‐ $ ‐

Old Town East Water/Sewer Upgrade $ ‐ $ ‐ $ ‐ $ ‐ $ 258,668 $ ‐ $ ‐ $ ‐ $ ‐

Cel‐River Road Water Main Relocation Ph I $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000 $ ‐

Cel‐River Water, Phase I Reimbursable by Pennies (HDR estimate 9/17/2014) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 610,000 $ ‐ $ ‐

McConnells Hwy Water (PFP relocation) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 550,584 $ ‐ $ ‐

Poe/Quantz Waterline Relocation (Campco 2014‐06‐05 Cost Estimate‐Reimbursable by Pennies $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 105,000 $ ‐ $ ‐

White/Constitution/Camden Roundabout Campco 2014‐06‐05 Est.‐ Reimbursable by Pennies $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 140,000 $ ‐ $ ‐

Anderson/Princeton/Springsteen Intersection (TBD) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Subtota l $ 1,864,787 $ 525,000 $ ‐ $ 8,977,591 $ 258,668 $ 1,546,005 $ 1,405,584 $ 1,000,000 $ ‐


Capital Improvement Plan– Non-routine Wastewater

Sources 2015/16 2016/17 2017/18 2018/19 2019/20

Wastewater Fund Subtota l $ 3,252,689 $ 3,858,747 $ 5,175,071 $ 2,019,198 $ 1,459,509

Wastewater Projects ‐ Operating Budget 2015/16 2016/17 2017/18 2018/19 2019/20

MaintenanceProjects $63,000 $1,274,231 $‐ $‐ $‐Manchester WWTP Generator Switchgear Replacement $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Harbor Inn Li ft Station ‐ New Control Panel , Insta l lation and Demo of old equipment $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Royal Oaks Li ft Station ‐ Control Panel Replacement (1PH to 3PH Capacitor Panel to Change to VFD's & inc. Elec Svc

costs ) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Upgrade Radio System $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Fiber Optic & SCADA Upgrades for the Manchester Creek WWTF $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Upgrade SCADA Panels / Hardware $5,000.00 X 28 PLC Panels $ 35,000 $ 75,000 $ ‐ $ ‐ $ ‐

SCADA Programming for Control $4,000.00 X 28 PLC's $ 28,000 $ 60,000 $ ‐ $ ‐ $ ‐

Manchester WWTP OH to UG Convers ion $ ‐ $ 1,131,231 $ ‐ $ ‐ $ ‐

Maintenance Projects (see below) $ ‐ $ 8,000 $ ‐ $ ‐ $ ‐

Wastewater Treatment Plant Projects $670,000 $750,000 $1,962,000 $972,000 $‐Bore for New Fiber ‐ Manchester Creek WWTF $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

North & South Thickener Bldg. ‐ Able Pumps 7.5HP Drive Panels Replacement $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

WWTP: Process Optimization Study $ 160,000 $ ‐ $ ‐ $ ‐ $ ‐

Wastewater Plant 20 to 30 MGD Siting/Al ternates (engr) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Screen & gri t cha in replacement (one) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Upgrade metering vaul t at back of WWTP (medium) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Trickl ing Fi l ter Equipment $ 310,000 $ ‐ $ ‐ $ ‐ $ ‐

New entrance to WWTP $ 200,000 $ ‐ $ ‐ $ ‐ $ ‐

Lime Si lo feed system replacement $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Influent Pump Station Modi fications $ ‐ $ 250,000 $ ‐ $ ‐ $ ‐

Recirculation pump and valve replacement $ ‐ $ 500,000 $ ‐ $ ‐ $ ‐

Pump & Valve Replacement/repairs (for primary, trickl ing fi l ter, and press feed) $ ‐ $ ‐ $ ‐ $ ‐

Secondary Clari fier component Replacement (#1) $ ‐ $ 972,000 $ ‐ $ ‐

Control Bui lding Equipment Modifi cation/Upgrades $ ‐ $ ‐ $ 990,000 $ ‐ $ ‐

Secondary Clari fier component Replacement (#2) $ ‐ $ ‐ $ ‐ $ 972,000 $ ‐

MiscellaneousProjects $‐ $‐ $‐ $‐ $‐

Water & Sewer Uti l i ty Rate ($35,000) and Capaci ty Fee ($25,000) Study ‐ Sewer Budget $42,500 & Water Budget $17,500 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

CollectionSystemReplacement&RelocationProjects $1,597,020 $1,834,516 $3,213,071 $1,047,198 $1,459,509 Sani tary Sewer Infras tructure Condi tion Asmt (Wi ldcat Ck FM, Fewel l , Beaty, Greenfield & 17‐Acres S/D) $ 425,000 $ ‐ $ ‐ $ ‐ $ ‐

Fewel l Park Sewer Rehabi l i tation $ ‐ $ ‐ $ 300,000 $ ‐ $ ‐

Beaty Estates Sewer Lining $ ‐ $ 690,000 $ ‐ $ ‐ $ ‐

Greenfield Sewer Lining $ ‐ $ 150,000 $ ‐ $ ‐ $ ‐

17‐Acre Subdivi s ion Sewer Lining $ ‐ $ ‐ $ ‐ $ 150,000 $ ‐

Bleachery Outfa l l Project‐Al len to Stewart/White $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

PAC Feed gap $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Pickens/Pendleton Sewer Rehabi l i tation $ 300,000 $ ‐ $ ‐ $ ‐ $ ‐

Manchester Outfa l l Replacement Phase I I $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Manchester Outfa l l Replacement Phase I I I/Tech Park Outfa l l (Des ign+ Construction) $ 800,000 $ 600,000 $ ‐ $ ‐ $ ‐

India Hook/Glendale Sewer Rehabi l i tation $ ‐ $ 175,000 $ ‐ $ ‐ $ ‐

Old Town Outfa l l (Wi l son to White) ‐ Phase I $ ‐ $ ‐ $ 350,000 $ ‐ $ ‐

Old Town Outfa l l (Wi l son to White) ‐ Phase I I $ ‐ $ ‐ $ 265,000 $ ‐ $ ‐

Shadowbrook Sewer Outfa l l (Ph I I ‐ Lower, Ph I I I ‐ Upper) $ ‐ $ 100,000 $ 1,000,000 $ ‐ $ ‐

Celanese/Rosewood Outfa l l ‐ Cleaned/Reclean ‐ Evaluate & Poss ible Point Repai r $ ‐ $ ‐ $ 455,000 $ ‐ $ ‐

Sturgi s Estates (Charles Lane) Sewer Rehabi l i tation $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Cherry Rd (Charlotte to Evergreen) Sewer Rehabi l i tation $ ‐ $ ‐ $ 300,000 $ ‐ $ ‐

Catawba Terrace (McDow, El len, Bose) Sewer Rehabi l i tation $ ‐ $ ‐ $ 475,000 $ ‐ $ ‐

Annafrel (White to Wil lowbrook) Sewer Rehabi l i tation $ ‐ $ ‐ $ ‐ $ 250,000 $ ‐

Boyd Hi l l Outfa l l $ ‐ $ ‐ $ ‐ $ ‐ $ 750,000

Aragon Mil l Sewer Rehabi l i tations $ ‐ $ ‐ $ ‐ $ 500,000 $ ‐

Lucas/Charlotte/YMCA Sewer Relocation $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000

Wildcat Creek Bas in Sewer Line Replacements $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000

Cherry Rd (Burton/Celanese) Sewer Outfa l l ‐ LOW PRIORITY $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Dutchman Creek Bas in Sewer Line Replacements $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Mil l Vi l lages & Older Neighborhood Sewer Replacement/Rehabi l i tation $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

System betterments , service replacements and upgrades for civi l projects $ 72,020 $ 119,516 $ 68,071 $ 147,198 $ 59,509

CivilProjects $922,669 $‐ $‐ $‐ $‐ Consti tution/White Roundabout Campco 2014‐06‐05 Est.‐ Betterment Upgrades $ 29,513 $ ‐ $ ‐ $ ‐ $ ‐

Oakland Avenue Streetscape Project $ 20,000 $ ‐ $ ‐ $ ‐ $ ‐

White Street Sewer Rehabi l i tation (Ph 1 ‐ El izabeth to North Spruce), 3/27/2015est $ 220,000 $ ‐ $ ‐ $ ‐ $ ‐

White Street Sewer Rehabi l i tation (Ph 2 ‐ Jones to Cummings ) $ 297,128 $ ‐ $ ‐ $ ‐ $ ‐

White Street Sewer Rehabi l i tation (Ph 3 ‐ North Spruce to Jones) TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Sidney St. Sewer (Service Repair/Replacement Only) SCDOT project $ 25,000 $ ‐ $ ‐ $ ‐ $ ‐

White Street Parking Lot Sewer Replacement $ 131,028 $ ‐ $ ‐ $ ‐ $ ‐

Cel ‐River Sewer Phase I ‐ betterments ($0) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Mt. Gal lant ‐ Anderson to DLB betterments (TBD ~ May) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Anderson/Springsteen/Princeton Intersection Improvements by SCDOT, placeholder value $ 200,000 $ ‐ $ ‐ $ ‐ $ ‐

Subtota l $3,252,689 $3,858,747 $5,175,071 $2,019,198 $1,459,509


10‐Year Wastewater Project Plan: July 1, 2015‐June 30, 2025Operating Budget Projects Detail


Capital Improvement Plan– Non-routine Stormwater

S P

In recent years, there have been numerous studies to determine City stormwater issues. From these studies, there are two main plans: The Stormwater Master Plan and The Stormwater Opera ng Plan. The Stormwater Master Plan focuses on larger issues, and the Stormwater Opera ng Plan focuses on smaller, neighborhood issues. Although these plans are constantly changing whenever new stormwater issues are found, they are crucial to our capital program development. The Master Plan currently has iden fied over 111 major stormwater issues in the City. However, these Stormwater issues are very expensive and me‐consuming to fix. Therefore, the City will bond $4 million in Fiscal Year 2016 to begin work on the top four projects. Future plans are s ll being developed in order to con nue working on the many large stormwater issues. The annual opera ng impact for these projects includes the debt service payment.

In City neighborhoods, there are also many stormwater issues. Some of these projects are small and can be fixed for a few thousand dollars. Other projects, though small in size, can cost upwards of a million dollars. As funding and me allow, City staff are dedicated to examining ways to deal with these iden fied stormwater issues . Of the 36 projects iden fied to date, seven have been completed. The opera onal impact will be realized through the debt service payments which total $515,815 annually through 2027.

Stormwater Master Plan Map– Top 20 Projects

Stormwater Operating Plan Map—Top 20 Projects


Capital Improvement Plan– Annual/Routine

A /R R There are two groups of annual/rou ne capital items that the City proac vely plans for: Equipment/Vehicles and Maintenance. Equipment/Vehicles is a standardized schedule that is a part of Fleet Maintenance in general. Quarterly, the Budget Office and the Fleet Maintenance division meet to discuss any changes to the fleet and project out future fleet replacement. The Maintenance program is a part of the CIP. Building Maintenance and Parks, Recrea on, and Tourism complete detail sheets on their maintenance related items to ensure budget funds are available.

E /V The City maintains a fleet maintenance schedule that replaces equipment or vehicles based on their useful life. Equipment that is less than $30,000 is typically paid for in cash, whereas equipment over $30,000 is paid for through a yearly lease purchase agreement; however, the cap for purchase was placed at $21,000 in FY2016. Future projec ons for vehicle costs are projected out with a 2% infla on factor. For Fiscal Year 2016, the City is replacing $213,580 worth of cash vehicles and a lease purchase deal of $4,328,330. The lease purchase deal includes:

Type Quan ty

Heavy duty u lity body pickup w/tow 1

Interceptor sedan w/police package 6

Mini van w/3rd row sea ng & 2nd sliding door 2

Motorola MCC 7500 Public Safety Dispatch Equip 1

One ton dual rear wheel u lity body trk w/tow 1

Pickup 4x4 regular cab 2

Pickup extended cab 4x4 w/towing 1

Pickup heavy duty w/towing 1

Pickup trk w/towing & extra cab 1

Pickup trk w/towing & extra cab 4x4 1

Pickup truck w/4x4 & towing 2

Pickup truck w/extra cab & towing 1

Pot hole truck w/patch body & a achments 2

Ram X trench compactor w/remote 1

Rear loading trash truck 1

Small 35hp backhoe w/4in1 bucket 1

Standard u lity body truck w/tow package 1

Suburban; unmarked heavy duty 1

Truck w/automated body & packer 1

U lity body truck w/4 wheel drive, heavy duty 1

Vacuum for meter box cleaning trk w/gas engine 1

Type Quan ty

Automated single arm 1‐man leaf truck 2

Automated trash truck w/arm feature 2

Backhoe 4x4 95hp in 1 bucket & extra dig 1

Backhoe 4x4 95hp in 1 bucket & extra dig 1

Bucket truck w/40' boom 2

Bucket truck w/50' boom 2

Caprice, marked w/police package 3

Caprice, unmarked w/police package 4

Container truck w/rota on device 1

Crew Cab Pickup 2

Digger truck w/u lity body, 4x4 1

Dump truck small single axle w/1 yard hydr bed 1

Dump truck w/auto tarp system & warning light 2

Explorer SUV 1

Explorer SUV w/special service package 1

Extended cab pickup w/trailer towing package 1

Forkli , 3500 lb li w/side shi heavy duty res 1

Gang mower w/mul ple cu er heads 1

Heavy duty crew cab truck w/dual wheels, tow 2

Heavy duty pickup w/u lity body & crew cab 1

Division

Number Division Name Vehicle Number Vehicle Description Make

Model

Year

Useful Life

(years)

Loan

Term

(years)

What Fiscal

Year Will it Be

Replaced

Most Likely

Purchase Price FY2016 FY2017 FY2018 FY2019 FY2020

Planning Admin

2301 Planning Administration 892 Explorer Ford 2013 10 2023 $27,000

Building Inspections

2305 Building Inspections

# TBD, replacing

221

Pick‐up 4x4 to replace 05

Chevy Pkup TBD 2016 10 5 2026 $22,300 $4,739 $4,739 $4,739 $4,739 $4,739

2305 Building Inspections 222 Pick‐up C1500 Chevy 2005 10 2017 $22,000 $22,880

2305 Building Inspections 282 ‐ spare Pick‐up F‐150 Ford 2005 10 ? $20,000

2320 Building Inspections

# TBD, replacing

357

Pick‐up 4x4 to replace 04

Chevy Pkup TBD 2016 10 5 2026 $22,300 $4,739 $4,739 $4,739 $4,739 $4,739

2320 Building Inspections 359 Pick‐up Chevy 2013 10 2024 $20,000

2305 Building Inspections 905 Pick‐up Ford 2012 10 2023 $20,000

2305 Building Inspections 906 Pick‐up Ford 2012 10 2023 $20,000

2320 Building Inspections 907 Pick‐up Chevy 2013 10 2024 $20,000

Zoning

2310 Zoning 272 Stratus Dodge 2005 10 2018 $18,000 $21,600

2310 Zoning 835 Pick‐up F‐150 Ford 2014 10 2025 $18,051

$9,478 $32,358 $31,078 $9,478 $9,478TOTAL PLANNING ‐ reconciled 5.18.15

Purchase

w/cash

To be

purchased

in FY16

Most l ikely price

at next purchaseLease

To be replaced in

FY16 lease


Capital Improvement Plan– Annual/Routine

G M General maintenance mainly involves City‐owned proper es. The following chart describes rou ne work over the next five years.

Maintenance Improvement Projects General Services

HVAC Replacement General Services

Roof Replacement General Services

Park Deck Improvments/Repairs General Services

Cemetery Improvements General Services

CIP Information

*This was compiled prior to the Property Assessment Report, which will be completed in Nov/Dec 2015.

**This information does not include maintenance/service contracts, ie HVAC service, extinguisher inspections, elevator maint, pest control, etc…

Funding Uses FY2016

FY 2017

Proposed FY2018 FY2019 FY2020 Total

City Hall Carpeting ‐ final phase 115,000$ 115,000$

City Hall Walls/Infrastructure/Misc flooring $100,000 100,000$ 100,000$ 100,000$ 400,000$

City Hall Fire Panel Replacement 15,000$ 15,000$

City Hall MIS HVAC 30,000$ 30,000$

City Hall EW Chiller 130,000$ 130,000$

City Hall EW Roof Replacement 75,000$ 75,000$ 765,000$ City Hall

Ops Center Dispatch HVAC 12,000$ 12,000$

Courtroom HVAC 30,000$ 30,000$

Replace Misc. HVAC Units 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 150,000$

Replace Emmett Scott HVAC 30,000$ 30,000$

Misc Building Repair Maintenance 42,000$ 45,000$ 50,000$ 55,000$ 60,000$ 252,000$

Getty's Building Electrical 15,000$ 15,000$

Replace Roof Getty's Building $150,000 150,000$

Getty's Elevator Controller $100,000 100,000$ 265,000$ Getty's

Misc Capital Projects 10,000$ 25,000$ 25,000$ 25,000$ 25,000$ 110,000$

Repairs to Fire Station Restrooms 20,000$ 15,000$ 15,000$ 50,000$

RHPD Add Energy Mgmt System to HVAC $30,000 30,000$

RHPD Fire Panel Replacement 10,000$ 10,000$

Replace RHPD Roof 290,000$ 290,000$

Replace RHPD Warehouse Roof $29,000 29,000$

Replace Roof Hagins Substation 15,000$ 15,000$ 374,000$ RHPD

Misc Roof Maintenance 20,000$ 20,000$ 20,000$ 25,000$ 25,000$ 110,000$

Replace Roof HNS 70,000$ 70,000$

WWTP Chlorine Building Roof Replace 18,000$ 18,000$

Replace Roof Northside Center 115,000$ 115,000$

Black St. Parking Deck 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 250,000$

Cemetery House Paving Project 60,000$ 60,000$

Cemetery Shed Relocation 50,000$ 50,000$

Cemetery Realignment Project 75,000$ 75,000$

Forest Hills Brick Pond Stablization 25,000$ 25,000$

Laurelwood Fence Repairs 40,000$ 40,000$

Barber Fence Addition 28,000$ 50,000$ 78,000$

Cemetery Property Acquisition 75,000$ 75,000$

639,000$ 817,000$ 773,000$ 485,000$ 290,000$ 2,786,000$


Personnel Summary

The approved Fiscal Year 2016 budget includes 13 new posi ons. Eight of the new posi ons are spread throughout the General Fund with the remaining in the Enterprise Fund . The City has worked efficiently with given staff in the past, but increased service needs have dictated that addi onal staff is needed. Even with the addi on of 13 new posi ons, the City remains dedicated to providing Quality services with a growing popula‐on. This is demonstrated by the trend line represen ng the number of employees per 1,000 popula on in the

chart below.

1996 1997 1998 1999 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14* 14/15* 15/16*

Total Employees 821 815 775 774 773 791 802 835 861 850 863 867 871 883 891 900 900 913 934 946

Employees per 1,000 population 17.89 17.4 16.22 15.87 15.32 14.92 14.60 14.80 14.85 14.27 14.01 13.37 12.93 13.61 13.47 13.35 13.22 13.21 13.25 13.25

0

2

4

6

8

10

12

14

16

18

20

0

100

200

300

400

500

600

700

800

900

1000

Employees per 1,000 population

Total Employees

Employment Efficiences

General Fund • 2 Correc onal Officers • 2 Crew Worker II • Customer Service Clerk I • Grants Specialist • Meter Reader I • Permit Center Assistant

Enterprise Fund • Crew Worker II • Electronic Service Tech II • Engineering Tech III • Informa on Technology Tech • Performance Manager II


P S B F

Personnel Summary

Fund FY2013/14 FY2014/15 FY2015/16 FY2016/17

Approved Approved Approved Projected

General Fund 752 762 769 773

Stormwater Fund 14 14 14 14

Electric fund 76 90 94 94

Water Fund 33 30 31 31

Wastewater 38 38 39 39

Total Approved Posi ons 913 934 947 951

Departmental Overview

General Government 62 64 65 65

Office of Management & Budget 10 11 11 11

Human Resources 9 10 10 10

Housing & Neighborhood Services 19 19 19 19

Police 192 200 202 206

Fire 123 124 124 124

Planning & Development 34 34 35 35

Public Works 71 66 66 66

Finance 43 44 46 46

Parks, Recrea on, and Tourism 150 152 153 153

Housing Authority 26 26 26 26

Economic and Urban Development 13 12 12 12

Stormwater Fund 14 14 14 14

Electric Fund 76 90 94 94

Water Fund 33 30 31 31

Wastewater Fund 38 38 39 39

Total Citywide 913 934 947 951


Personnel Summary

Description (Pay Grade)FY2013/14

Approved

FY2014/15

Approved

FY2015/16

ApprovedPosition Status

FY2016/17

Projected

9169 Mayor (994) 1 1 1 PT 1

9159 Council Member (993) 6 6 6 PT 6

7 7 7 7

4004 City Recorder (33) 1 1 1 FT 1

4005 Court Administrator (23) 1 1 1 FT 1

4006 Senior Ministerial Recorder (13) 2 2 2 FT 2

1032 Executive Secretary (11) 0 0 1 FT 1

4001 Ministerial Recorder (11) 2 2 1 FT 1

1413 Municipal Court Assistant (10) 1 2 2 FT 2

4010 Bail iff (8) 1 1 1 FT 1

1410 Customer Service Technician (8) 1 1 0 FT 0

1023 Office Assistant (8) 1 1 2 FT 2

10 11 11 11

4008 Senior Solicitor (33) 1 1 1 FT 1

4007 City Solicitor (23) 2 2 2 FT 2

1450 Administrative Assistant (13) 0 2 2 FT 2

4036 Court & Training Advocate (11) 1 1 1 FT 1

1030 Administrative Secretary (9) 1 0 0 FT 0

5 6 6 6

1038 Assistant to the City Manager (24) 1 1 0 FT 0

1039 Grants Coordinator (21) 0 1 1 FT 1

6505 Construction Maintenance Supervisor (15) 0 1 1 FT 1

2002 Planning Technician II (13) 0 1 1 FT 1

1312 Accounting Clerk III (11) 1 0 0 FT 0

2001 Grants Administrator/Planning Tech (10) 1 0 0 FT 0

1040 Grants Specialist (10) 0 0 1 FT 1

9879 Special Projects Intern (908) 2 1 0 PT 0

5 5 4 4

2024 Performance Manager (31) 1 1 1 FT 1

1306 Financial Analyst (19) 0 0 1 FT 1

6230 Fleet Maintenance Superintendent (17) 1 1 1 FT 1

6227 Lead Service Technician (14) 2 2 2 FT 2

1202 Warehouse Supervisor (13) 1 1 1 FT 1

6226 Service Technician II (12) 4 4 4 FT 4

1203 Purchasing Specialist (10) 1 1 0 FT 0

6225 Service Technician I (10) 2 2 3 FT 3

1412 Customer Service Clerk III (9) 0 0 1 FT 1

1204 Senior Warehouse Clerk (8) 2 2 1 FT 1

1012 Customer Service Clerk I (7) 1 1 1 FT 1

6224 Preventive Maintenance Specialist (6) 2 2 2 FT 2

6223 Tire Technician (5) 1 1 1 FT 1

9019 Seasonal Crew Worker (5) 1 1 1 PT 1

19 19 20 20

Purchasing/Fleet

Total Purchasing/Fleet

Grants

Total Grants

Solicitor’s Office

Total Solicitor’s Office

Municipal Court

Total Municipal Court

Positions Detail By Fund And Department

Job Number

GENERAL FUND

GENERAL GOVERNMENT

City Council

Total City Council


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

2029 Performance Manager II (33) 0 0 1 FT 1


6418 Electronic Service Tech III (16) 0 0 1 FT 1

5325 Maintenance Specialist (15) 1 1 1 FT 1

6202 Maintenance Mechanic II (10) 2 2 1 FT 1

4 4 5 5

6544 Crew Supervisor II (13) 1 1 1 FT 1

6020 Crew Leader (9) 1 1 1 FT 1

2 2 2 2

6503 Crew Supervisor (12) 1 1 1 FT 1

6020 Crew Leader (9) 1 1 1 FT 1

6002 Custodial Worker II (5) 7 7 7 FT 7

9 9 9 9

1461 Airport Administrator (23) 1 1 1 FT 1

1 1 1 1

Full Time 52 55 57 57

Part Time 10 9 8 8

62 64 65 65

9149 City Manager (992) 1 1 1 FT 1

1439 Deputy City Manager (48) 1 1 1 FT 1

2022 Project Manager (25) 0 0 1 FT 1

1506 Senior Programmer/Analyst (21) 1 2 1 FT 1

1458 Sr. Teleproduction Admin (20) 1 1 1 FT 1

1037 Executive Assistant (16) 1 1 1 FT 1



1012 Clerk III (7) 0 0 1 FT 1

1011 Clerk II (5) 1 1 0 FT 0

7 8 8 8

1464Office of Management & Budget Director

(39)

1 1 1 FT 1


1038 Assistant to the City Manager (24) 1 1 1 FT 1

3 3 3 3

Full Time 9 11 11 11

Part Time 1 0 0 0

10 11 11 11


Job Number

Building Maintenance

Total Building Maintenance

Cemetery Services

Total Cemetery Services

Custodial Services

Total Custodial Services

Budget Office

Total Budget Office

OFFICE OF MANAGEMENT & BUDGET

Airport Services

Total Airport Services

GENERAL GOVERNMENT TOTAL

OFFICE OF MANAGEMENT & BUDGET

Administration

Total Administration


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

2127 Human Resources Director (39) 1 1 1 FT 1



2103 Personnel Technician (10) 0 0 1 FT 1

9889 Senior Projects Intern (11) 2 1 0 PT 0

5 5 3 3


2121 Personnel Analyst (19) 1 1 1 FT 1



2103 Personnel Technician (10) 1 1 1 FT 1

1110 Office Services Specialist (7) 1 1 1 FT 1

4 5 7 7

Full Time 7 9 10 10

Part Time 2 1 0 0

9 10 10 10

2010 Housing & Neigh Services Director (33) 1 0 0 FT 0


2 0 0 0


4060 Neigh. Empowerment Supervisor (25) 1 1 0 FT 0

4057Neighborhood Redevelopment Coordinator

(16)

1 1 1 FT 1

2010 Planner I (16) 0 0 1 FT 1

1462 Project Specialist (13) 3 3 2 FT 2

5 5 5 5



2307 Development Coordinator (17) 1 1 0 FT 0

2010 Planner I (16) 1 1 0 FT 0

2027 Rehab Specialist (15) 1 1 1 FT 1

1449 Program Supervisor (14) 0 0 1 FT 1

1415 Development Assistant (13) 1 1 1 FT 1




6 8 7 7


2307 Development Coordinator (17) 0 0 1 FT 1

1449 Neigh. Environ. Inspections Supervisor (14) 1 1 0 FT 0


6517 Environmental Inspector II (10) 1 1 4 FT 4

6504 Environmental Inspector (8) 3 3 0 FT 0

6 6 7 7


Job Number

HUMAN RESOURCES

Neighborhood Empowerment

Total Neighborhood Empowerment

Administration


Personnel

Total Personnel

HUMAN RESOURCES TOTAL

HOUSING & NEIGHBORHOOD SERVICES

Neighborhood Development

Total Neighborhood Development

Neighborhood Inspections

Total Neighborhood Inspections

Administration



Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

Full Time 10 18 18 18

Part Time 9 1 1 1

19 19 19 19

4050 Police Chief (39) 1 1 1 FT 1

4049 Police Major (28) 2 2 2 FT 2


4047 Police Captain (24) 4 4 4 FT 4

4054 Police Lieutenant (20) 13 14 13 FT 13

4044 Police Sergeant/Detective (18) 17 17 17 FT 17

4071 Criminalist (17) 1 1 1 FT 1

4072 Senior Police Officer (17) 6 6 10 FT 14


4073 Accreditation Manager/Grants Manager (15) 1 1 1 FT 14071 Master Police Officer II (15) 10 10 10 FT 10

4043 Master Police Officer (14) 14 14 14 FT 14

1446 Sr. Administrative Assistant (14) 0 0 1 FT 1

4031 Telecommunications Div. Supervisor (14) 1 1 1 FT 1


4041 Police Officer II (12) 35 35 35 FT 35


4035 Law Enforcement Victim Advocate (11) 1 1 1 FT 1

4040 Police Officer I (11) 46 51 48 FT 48

2106 Telecommunications Operator III (11) 4 4 4 FT 4

4012 Correctional Officer II (10) 4 4 4 FT 4

1311 Accounting Clerk II (9) 1 1 1 FT 1


4011 Correctional Officer (9) 4 4 6 FT 6

1504 Systems Operator (9) 1 1 1 FT 1

2105 Telecommunications Operator II (9) 7 7 7 FT 7


1022 Secretary (8) 1 1 1 FT 1

1310 Accounting Clerk I (7) 2 2 2 FT 2

2104 Telecommunications Operator I (7) 7 7 7 FT 7

1019 Records Clerk (6) 1 1 2 FT 2

1011 Clerk II (5) 1 1 0 FT 0

4075 Parking/Customer Service Officer (5) 1 1 0 PT 0

Full Time 191 199 202 206

Part Time 1 1 0 0

192 200 202 206

4133 Fire Chief (34/134) 1 1 1 FT 1

4126 Logistics Officer (118) 1 1 1 FT 1

1412 Customer Service Clerk II (9) 1 1 1 FT 1

3 3 3 3

4136 Sr. Battalion Chief (125) 0 2 2 FT 2

4135 Battalion Chief II (124) 4 3 3 FT 3

4131 Battalion Chief (123) 1 1 2 FT 2

4104 Fire Captain (118) 24 24 24 FT 24


Job Number

HOUSING & NEIGHBORHOOD SERVICES TOTAL

POLICE

POLICE TOTAL

FIRE

Fire Administration

Total Fire Administration

Fire Fighting/Suppression


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

4106 Sr. Driver Engineer (113) 0 0 3 FT 6

4103 Driver‐Engineer (112) 24 24 21 FT 18

4102 Firefighter II (110) 30 30 30 FT 30

4101 Firefighter I (109) 30 30 30 FT 30

113 114 115 115

4131 Battalion Chief (123) 1 2 1 FT 1

4124Fire Prevention Supervisor/Fire Marshall

(19)

1 0 0 FT 0

4123 Fire Prevention‐Captain (17) 1 1 2 FT 2

4122 Fire Inspector III (13) 1 1 3 FT 3

4121 Fire Inspector II (12) 2 2 0 FT 0

4120 Fire Inspector I (10) 1 1 0 FT 0

7 7 6 6

Full Time 123 124 124 124

Part Time 0 0 0 0

123 124 124 124

2033 Development Services Director (39) 1 1 1 FT 1

3012 City Engineer I (27) 1 1 0 FT 0

2040 Permit Center Manager (21) 1 1 1 FT 1

2308 Building Plans Examiner (17) 1 1 1 FT 1

2009 Planning Assistant (16) 0 0 1 FT 1

1415 Development Assistant (13) 1 1 1 FT 1



3016 CIS Technician II (10) 2 2 2 FT 2


9 9 9 9

2310 Building Official (24) 1 1 1 FT 1

2308 Building Plans Examiner (17) 1 1 1 FT 1

2304 Building Inspector II (16) 4 4 4 FT 4

2303 Building Inspector I (13) 1 0 0 FT 0

7 6 6 6

2011 Senior Planner (25) 1 1 1 FT 1

2017 Planner III (23) 1 1 1 FT 1

2016 Planner II (21) 2 2 2 FT 2

2036 Plans Reviewer (17) 0 0 1 FT 1


2303 Inspector I (11) 1 1 1 FT 1

2001 Planning Technician I (10) 1 1 0 FT 0

7 7 7 7

2030 Planning Services Manager (36) 1 1 1 FT 1

3012 City Engineer I (27) 0 0 1 FT 1

2011 Senior Planner (25) 1 1 1 FT 1

2017 Planner III (23) 1 1 1 FT 1

2016 Planner II (21) 1 1 2 FT 2

2001 Planning Technician I (10) 1 1 0 FT 0

5 5 6 6


Job Number

Total Fire Fighting/Suppression

Fire Prevention/Investigation

Total Fire Prevention & Investigation

FIRE TOTAL

PLANNING AND DEVELOPMENT

Administration & Customer Service

Total Administration & Customer Service

Building Inspections

Total Building Inspections

Zoning

Total Zoning

Planning

Total Planning


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

3022 City Engineer III (32) 0 1 1 FT 1

3021 City Engineer II (29) 1 0 0 FT 0

2304 Building Inspector II (16) 0 1 0 FT 0

2304 Planner I (16) 0 0 1 FT 1

3004 Engineering Technician III (15) 4 4 4 FT 4

3024 Engineering Technician I (10) 1 1 1 FT 1

6 7 7 7

Full Time 32 34 35 35

Part Time 2 0 0 0

34 34 35 35

6530 Public Works Director (38) 1 1 1 FT 1




3 2 1 1

6525Construction Maintenance Superintendent

(21)

1 0 0 FT 0



6203 Maintenance Mechanic III (11) 2 2 2 FT 2


6103 Equipment Operator III (9) 1 1 1 FT 1

6011 Crew Worker II (6) 7 7 8 FT 8

6010 Crew Worker I (5) 1 1 1 FT 1

15 14 15 15

6501 Sanitation Supervisor (14) 1 1 1 FT 1

6107 Refuse Truck Operator III (11) 4 4 4 FT 4

6020 Crew Leader (9) 0 1 1 FT 1

6106 Refuse Truck Operator II (9) 3 3 3 FT 3


9 9 9 9




7 7 7 7


6523 Sanitation Superintendent (14) 1 0 0 FT 0

6020 Crew Leader (9) 1 2 2 FT 2


6504 Environmental Inspector (8) 1 1 1 FT 1

6105 Refuse Truck Operator I (7) 3 3 3 FT 3

6010 Crew Worker I (5) 5 3 3 FT 3

9029 Seasonal Crew Leader (9) 1 1 1 PT 1


18 17 16 16Total Curbside Trash

Total Commercial Waste

Curbside Trash

Total Residential Waste

Commercial Waste

Total Street Maintenance

Residential Waste

Administration


Street Maintenance

Total Infrastructure

PLANNING AND DEVELOPMENT TOTAL

PUBLIC WORKS

Infrastructure


Job Number


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected





6350 Refuse Truck Operator I (7) 0 0 1 FT 1

9869 Special Intern (905) 1 1 0 PT 0

8 7 8 8


3024 Engineering Tech I (10) 1 0 0 FT 0

6020 Crew Leader (9) 1 1 1 FT 1



6101 Equipment Operator I (6) 1 1 1 FT 1

6010 Crew Worker I (5) 2 2 2 FT 2

11 10 10 10

Full Time 68 63 64 64

Part Time 3 3 2 2

71 66 66 66

1320 Finance Director/Municipal Clerk (39) 1 1 1 FT 1


1022 Secretary (8) 1 1 1 FT 1


4 4 4 4


1308 Controller (31) 1 0 0 FT 0

1313 Accountant III (21) 2 2 2 FT 2

1304 Accountant I (16) 1 1 1 FT 1


1311 Accounting Clerk II (9) 1 1 1 FT 1

9869 Special Intern (905) 1 1 1 PT 1

7 7 7 7

2013 Business Analyst (21) 0 1 1 FT 1

1316 Central Collections Coordinator (20) 0 1 1 FT 1

1422 Bill ing Services Coordinator (12) 1 0 0 FT 0



1012 Clerk III (7) 0 1 0 FT 0

4 6 6 6

1316 Central Collections Coordinator (20) 1 0 0 FT 0

1505 Programmer/Analyst (18) 0 1 1 FT 1

1033 Central Collections Specialist (12) 1 0 0 FT 0




9859 Intern (903) 1 0 0 FT 0

8 8 8 8


Job Number

Recycling/Beautification

Total Recycling/Beautification

Construction

Total Construction

PUBLIC WORKS TOTAL

FINANCE

Administration


Accounting

Total Accounting

Customer Services

Total Customer Services

Central Collections

Total Central Collections


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

1447 Recovery Specialist (13) 1 1 1 FT 1


1421 Meter Reader Coordinator (10) 1 0 0 FT 0


1448 Recovery Service Technician (9) 1 1 1 FT 1


3 4 4 4

1431 Bill ing/Customer Service Supervisor (20) 1 1 1 FT 1

1446 Senior Administrative Assistant (14) 1 1 1 FT 1


1448 Recovery Service Technician (9) 1 1 1 FT 1


1420 Meter Reader II (8) 3 3 3 FT 3

1012 Clerk III (7) 1 0 0 FT 0


1419 Meter Reader I (6) 4 4 5 FT 5

9859 Intern (903) 1 0 0 PT 0

14 12 14 14

1425 Risk Manager/Safety Supervisor (18) 1 1 1 FT 1

1035 Insurance & Safety Specialist (12) 1 1 1 FT 1

1011 Clerk II (5) 1 1 1 FT 1

3 3 3 3

Full Time 38 42 44 44

Part Time 5 2 2 2

43 44 46 46

5315 Parks, Recreation & Tourism Director (34) 1 1 1 FT 1




5311 Recreation Superintendent (20) 1 1 1 FT 1

5305 Center Supervisor III (17) 1 1 1 FT 1


6019 Grounds Superintendent (16) 0 0 1 FT 1

5302 Park Supervisor II (16) 2 2 1 FT 1

5304 Center Supervisor II (14) 1 1 1 FT 1


3006 Park Supervisor I (13) 1 1 1 FT 1

5314 Recreation Coordinator II (12) 1 2 3 FT 3

9389 Recreation Programmer II (12) 0 0 1 FT 1



6022 Horticulturist II (11) 1 1 1 FT 1

5309 Recreation Coordinator I (10) 4 3 3 FT 3

5306 Program Coordinator I (9) 2 1 1 FT 1


9379 Recreation Programmer I (7) 0 1 2 FT 2

9389 Recreation Programmer II (12) 1 1 0 PT 0

9885 Senior Projects Intern (11) 2 2 1 PT 1

9379 Recreation Programmer I (7) 2 1 1 PT 1

9339 Recreation Leader I (3) 33 33 33 PT 33

61 61 63 63


Job Number

Account Management

Total Account Management

Billing & Metering Services

Total Billing & Metering Services

Risk Management

Total Risk Management

FINANCE TOTAL

PARKS, RECREATION & TOURISM

Tourism

Total Tourism


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

5311 Recreation Superintendent (20) 0 0 0 FT 0


5304 Center Supervisor II (14) 3 3 3 FT 3

5303 Center Supervisor I (13) 1 1 1 FT 1


5333 Special Populations Supervisor (10) 2 2 2 FT 2

9379 Recreation Programmer I (7) 2 1 0 FT 0

9339 Recreation Leader I (3) 0 0 1 FT 1

9389 Recreation Programmer II (12) 1 1 1 PT 1

9379 Recreation Programmer I (7) 0 1 1 PT 1


9539 Recreation Specialist III (904) 9 9 9 PT 9

26 26 24 24



6521 Grounds Maintenance Superintendent (18) 1 1 1 FT 1

6019 Grounds Superintendent (16) 0 1 2 FT 2



3006 Park Supervisor I (13) 1 1 1 FT 1


6204 Maintenance Mechanic IV (12) 1 1 1 FT 1

6022 Horticulturist II (11) 4 4 4 FT 4



6020 Crew Leader (9) 3 3 4 FT 4

6021 Horticulturist I (9) 5 6 6 FT 6

6201 Maintenance Mechanic I (7) 1 1 2 FT 2


1314 Cashier I (5) 1 1 1 FT 1

6010 Crew Worker I (5) 9 9 11 FT 11

9029 Seasonal Crew Leader (9) 1 1 0 PT 0

9369 Recreation Leader III (7) 1 1 0 PT 0



9539 Recreation Specialist III (904) 11 12 12 PT 12

63 65 66 66

Full Time 66 68 78 78

Part Time 84 84 75 75

150 152 153 153

4401 Housing Authority Director (36) 1 1 1 FT 1

4406 Housing Inspector (16) 1 1 1 FT 1

6508 Maintenance Superintendent I (16) 1 1 1 FT 1


4437 Maintenance Mechanic (10) 5 5 5 FT 5

4409 Occupancy Specialist I (7) 4 4 4 FT 4

4413 Applications Coordinator (6) 1 1 1 FT 1


4419 Clerk Stenographer (5) 2 2 2 FT 2

4434 Crew Worker I (5) 3 3 3 FT 3

9359 Recreation Leader III (7) 3 3 3 PT 3



Job Number

Recreation

Total Recreation

Parks

Total Parks

PARKS, RECREATION AND TOURISM TOTAL

HOUSING AUTHORITY


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

Full Time 22 22 22 22

Part Time 4 4 4 4

26 26 26 26

2012 Economic & Urban Develop. Director (39) 1 1 1 FT 1


2020 Textile Coord Redev Mgr (31) 0 0 1 FT 1

2041 Technology Incubator Director (29) 0 0 1 FT 1


2014 Economic Development Coordinator (22) 1 1 1 FT 1

2010 Planner (16) 1 1 1 FT 1



1455 Graphic Designer (11) 1 1 0 FT 0

5314 Program Coordinator (9) 1 1 1 FT 1


Full Time 12 12 12 12

Part Time 1 0 0 0

13 12 12 12

FULL TIME 630 657 677 681

PART TIME 122 105 92 92

752 762 769 773


6523 Sanitation Superintendent (21) 1 1 1 FT 1

3009 Staff Professional Engineer (21) 0 0 0 FT 0

3003 Engineering Technician II (11) 1 1 1 FT 1

3002 Engineering Technician I (10) 1 1 1 FT 1


6122 Equipment Operator II (7) 2 2 2 FT 2


6101 Equipment Operator I (6) 1 1 1 FT 1

6010 Crew Worker I (5) 2 2 2 FT 2

Full Time 14 14 14 14

Part Time 0 0 0 0

14 14 14 14

6531 Public Util ities Director (42) 1 2 2 FT 2

9010 Operations Supervisor (17) 1 0 0 PT 0

2 2 2 2


Job Number

HOUSING AUTHORITY TOTAL

ECONOMIC & URBAN DEVELOPMENT

Administration

ECONOMIC & URBAN DEVELOPMENT TOTAL

GENERAL FUND TOTAL

ENTERPRISE FUNDS

STORMWATER FUND

STORMWATER TOTAL

ELECTRIC FUND

Administration



Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

1439 Deputy City Manager (48) 1 1 1 FT 1





6405 Util ities Services Coordinator (8) 1 1 1 FT 1

5 6 6 6

1515 Chief Information Officer (42) 1 1 1 FT 1


1507 Information Systems Supervisor (31) 1 1 1 FT 1


3018 GIS Manager (27) 1 1 1 FT 1

1512 Information Technology Engineer II (24) 8 9 9 FT 9

1511 Information Technology Engineer (20) 2 1 1 FT 1

3020 GIS Program Analyst II (19) 1 1 1 FT 1

1510 Information Technology Technician (13) 0 1 3 FT 3


2001 Planning Technician (10) 1 0 0 FT 0


19 19 21 21

6533 Public Services Administrator (43) 1 1 1 FT 1



6525Construction Maintenance Superintendent

(21)

0 1 0 FT 0

1460 Key Accounts Manager (21) 1 1 0 FT 0

2016 Planner II (21) 0 1 0 FT 0




3024 Engineering Tech I (10) 0 1 0 FT 0


7 15 8 8




2016 Planner II (21) 0 0 1 FT 1



0 0 8 0 8

6506 Electric Line Crew Supervisor (22) 1 1 1 FT 1

6424 Lineworker IV (17) 5 5 5 FT 5

6423 Lineworker III (15) 13 12 12 FT 12


20 18 18 18

General Services

Total General Services

Electric Services

Total Electric Services

Project Management

Total Project Management

Operations Administration

Total Operations Administration

Information Technology

Total Information Technology


Job Number


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected


3008 Engineering Technician IV (17) 1 1 1 FT 1

1443 City Forester (16) 1 1 1 FT 1




6 6 6 6

6506 Electric Line Crew Supervisor (22) 1 0 0 FT 0

6516Electronic Service Technician Supervisor

(18)

2 0 0 FT 0

6415 Electronic Service Technician II (14) 5 0 0 FT 0

6411 Electronic Service Technician I (13) 2 0 0 FT 0

6331 Maintenance Technician III (11) 2 0 0 FT 0

6329 Maintenance Technician I (7) 2 0 0 FT 0

14 0 0 0

6551 Maintenance Superintendent (16) 1 0 0 FT 0



3 0 0 0

2026 Project Manager‐ Electric (25) 0 1 1 FT 1

6516Electronic Service Technician Supervisor

(18)

0 2 2 FT 2

6418 Electronic Service Technician III (16) 0 1 1 FT 1

6551 Maintenance Superintendent (16) 0 3 3 FT 3


6415 Electronic Service Technician II (14) 0 5 6 FT 6







0 24 25 25

Full Time 73 89 94 94

Part Time 3 1 0 0

76 90 94 94




9010 Operations Supervisor (17) 0 1 1 PT 1

3 2 2 2

6231 Operations Superintendent (25) 0 1 1 FT 1

6512 Maintenance Superintendent II (18) 0 1 1 FT 1



Job Number

Electric Engineering

Total Electric Engineering

Electric Traffic Signals

Total Electric Traffic Signals

Dispatch/SCADA

Total Dispatch/SCADA

Power & Communication Services

Total Power & Communication Services

ELECTRIC FUND TOTAL

WATER FUND

Engineering

Total Engineering

Water Distribution


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected







20 20 21 21

6514 Water/Wastewater Superintendent (23) 1 1 1 FT 1

6507 Environmental Lab Supervisor (16) 0 0 1 FT 1

6312 Water Plant Operator III (15) 2 2 2 FT 2

6311 Water Plant Operator II (14) 3 3 3 FT 3

6334 Environmental Lab Technician III (13) 1 1 0 FT 0

6333 Environmental Lab Technician II (11) 1 1 1 FT 1


6360 Maintenance Technician II (10) 1 0 0 FT 0

10 8 8 8

Full Time 33 29 30 30

Part Time 0 1 1 1

33 30 31 31

6512 Maintenance Superintendent II (18) 0 1 1 FT 1







6329 Maintenance Technician I (7) 1 0 0 PT 0

16 15 15 15


6231 Operations Superintendent (25) 1 0 0 FT 0

1508 Operations Supervisor (17) 1 1 1 FT 1


6312 Wastewater Plant Operator III (15) 1 1 1 FT 1


6320 Wastewater Plant Operator II (13) 3 3 3 FT 3



6319 Wastewater Plant Operator I (10) 0 0 1 FT 1


14 7 8 8

6430 Environmental Education Specialist II (14) 0 1 1 FT 1

6333 Environmental Lab Technician II (11) 0 0 1 FT 1

6335 Industrial Pretreatment Field Technician (9) 3 2 1 FT 1

3 3 3 3


Job Number

Total Water Distribution

Water Treatment Plant

Total Water Treatment Plant

WATER FUND TOTAL

WASTEWATER FUND

Industrial Pretreatment

Wastewater System

Total Wastewater System

Wastewater Treatment Plant

Total Wastewater Treatment Plant

Total Industrial Pretreatment


Personnel Summary


Approved

FY2014/15

Approved

FY2015/16


FY2016/17

Projected

6507 Environmental Lab Supervisor (16) 1 1 1 FT 1

6334 Environmental Lab Technician III (13) 2 3 3 FT 3

3 4 4 4






6329 Maintenance Technician I (7) 0 1 0 PT 0

`

2 9 9 9

Full Time 36 36 39 39

Part Time 2 2 0 0

38 38 39 39

FULL TIME 156 168 177 177

PART TIME 5 4 1 1

161 172 178 178

FULL TIME 786 825 854 858

PART TIME 127 109 93 93

913 934 947 951


Job Number

Lift Stations

Environmental Lab

Total Lift Stations

WASTEWATER FUND TOTAL

ENTERPRISE FUNDS TOTAL

CITYWIDE TOTAL

Total Environmental Lab


Budget Ordinance


Budget Ordinance


Budget Ordinance


Budget Ordinance


Budget Ordinance


Budget Ordinance


GLOSSARY OF TERMS

Accoun ng System: The total set of records and procedures which are used to record, classify, and report informa on on the financial status and opera ons of an en ty. Accounts Payable: A liability account reflec ng amounts on open account owing to private persons or organiza ons for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments).

Accounts Receivable: An asset account reflec ng amounts owing to open accounts from private persons or organiza ons for goods and services furnished by a government.

Accrual Basis of Accoun ng: A basis of accoun ng in which transac ons (debts and credits) are recognized at the me they are incurred, as opposed to when cash is received or spent.

Ac vity: A specific and dis nguishable line of work performed by one or more organiza onal component of a government for the purpose of accomplishing a func on for which the government is responsible (i.e. The Police Department is an ac vity within the public safety func on).

Adop on: Formal ac on by the City Council that sets the spending limits for the fiscal year.

Ad Valorem: La n for “value of”. Refers to the tax assessed against real (land and buildings) and personal (equipment and furniture) property.

Alloca on: The por on of an appropria on which is designated for expenditure by specific organiza on units and/or for specific purposes. Amor za on: Repayment of principal over the course of me for a loan.

Annual Opera ng Budget: The City’s plan of current expenditures and the proposed means of financing them. The annual opera ng budget is the primary controlling document for most of the City’s spending, financing, and/or acquisi on ac vi es.

Appropria on: The legal authoriza on granted by a legisla ve body (the City Council) to make expenditures and to incur obliga ons for specific purposes. An appropria on is usually limited in both amount and me.

Appropria on Ordinance: The City’s legal instrument by which budgets are set and adopted on a line‐item basis.

Arbitrage: The interest earnings derived from invested bond proceeds or debt service fund balances.

Assessed Valua on: The es mated value placed on real and personal property by the chief appraiser of the appraisal district as the basis for levying property taxes. All appraisal ac vity is the responsibility of The York County Assessor's Office.

Audit: A methodical examina on of the use of resources. It concludes in a wri en report of its findings, and it is a test of management's accoun ng system to determine the extent to which internal accoun ng controls are both available and being used.

Balanced budget: A budget in which current revenues equal current expenditures

Balance Sheet: The basic financial statement which discloses the assets, liabili es, and equi es of an en ty at a specified date in conformity with GAAP.

Bond: A wri en promise to pay a specified sum of money, called the face value or principal amount, at a specific date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate.

Budget: A comprehensive financial plan of opera on which incorporates an es mate of proposed expenditures for a given period and the proposed means of financing them.

Budget Calendar: The schedule of key dates or milestones which the City follows in the prepara on and adop on of the budget.

Appendix


Budget Message: A general discussion of the proposed budget presented in wri ng as a part of the budget document. The budget message explains principal budget issues against the background of the present economy and financial experience in recent years. Budgetary Control: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limita ons of available appropria ons and available revenues. Capital Improvement Program (CIP): A plan for purchasing, leasing, and/or construc ng the equipment or property needed to complete the City’s long‐term improvement projects. The plan details by year (over a fixed number of years) for each project. The plan also specifies the resources es mated to be available to pay for the project expenditures. Capital Outlay: Equipment with a value in excess of $5,000 and an expected life of more than one year. Capital Project: Construc on, purchase or major renova on of City infrastructure with a cost of at least $20,000, or equipment purchase with a cost of at least $50,000, and which results in a fixed asset. Cash Basis of Accoun ng: A basis of accoun ng under which revenues are recognized when cash is received and expenditures incurred when cash is paid. Cer ficates of Par cipa on (COPS): A financing instrument by which cer ficates or securi es are sold to investors who underwrite a project. The issuance of COPs is secured by lease‐purchase agreements to which the City is a party. Consumer Price Index (CPI): A sta s cal descrip on of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living. Cost: The amount of money or other considera on exchanged for property or services. Costs may be incurred even before money is paid; that is, as soon as liability is incurred. Ul mately, however, money or other considera on must be given in exchange. Current Assets: Those assets which are available or can be made readily available from current opera ons or to pay current liabili es. Those assets which will be used up or converted to cash within one year. Some examples are cash, temporary investments and taxes receivable which will be collected within one year. Current Liabili es: Debt or other legal obliga on arising out of transac ons in the past which must be liquidated, renewed, or refunded within one year. Current Taxes: Taxes levied and due within one year. Debt: An obliga on resul ng from borrowed money or from the purchase of goods and services. Debts of government include bonds and notes. Debt Limit: The maximum amount of general obligated debt which is legally permi ed. The State of South Carolina forbids ci es from incurring debt in excess of 8% of the total assessed valua on of taxable property within the City. Debt Service: The payment of principal and interest on borrowed funds, such as bonds. Debt Service Requirement: The amount of money required to pay the interest currently due on outstanding debt, and/or principal por on due on debt maturing in the up‐coming year. The city’s debt service requirement may also include required annual contribu ons to sinking funds set up to accumulate monies for the re rement of term bonds. Delinquent Taxes: Taxes that remain unpaid on and a er the date they are due and which include a penalty for nonpayment.

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Department: A major administra ve unit of the City which manages an opera on or group of related opera ons within a func onal area. Deprecia on: The decrease in value of physical assets due to use and the passage of me. Division: A sub‐unit of a Department having responsibility for a specific func on within the Department. Encumbrance: Commitments related to unperformed contracts for goods or services. Encumbrances represent the es mated amount of expenditures ul mately to result if the unperformed contracts are completed. Encumbrances are used for budgetary purposes only and are not expenditures under generally accepted accoun ng principles (GAAP). Enterprise Fund: A fund established to account for opera ons: (a) financed through user charges and operated in a manner similar to private businesses, where the intent is to cover the cost of providing goods and services to the general public on a con nuing basis; or (b) where the governing body has decided that periodic determina on of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, or other purposes. The City’s Enterprise Funds are for water, wastewater, storm water, and electric u li es. Es mated Revenue: The amount of projected revenue to be collected during the fiscal year. Exempt: Personnel not eligible to receive over me pay and who are expected to put in whatever hours are necessary to complete their job assignments. Compensatory me off, as par al compensa on for over me hours worked, may be allowed by the respec ve department head. Expenditures/Expenses: The amount of cash paid or to be paid for a service rendered, goods received or an asset purchased. Federal Emergency Management Agency (FEMA): A federal agency that provides disaster relief. Fiscal Year (FY): A 12‐month period to which the annual opera ng budget applies and at the end of which a government determines its financial posi on and the results of its opera ons. The City of Rock Hill’s fiscal year begins July 1st and ends the following June 30th. Fixed Asset: Assets of a long‐term character which are intended to con nue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Full Time Equivalent (F.T.E.): Number of staff posi ons calculated on the basis that one FTE equates to 2080 hours a year. Full Accrual Basis of Accoun ng: The method of accoun ng where revenues are recognized when earned, expenditures are recognized when incurred and fixed assets are depreciated over their es mated useful life. All enterprise and internal service funds are accounted for using this method of accoun ng. Fund: An fiscal and accoun ng en ty that has self‐balancing set of accounts recording cash and other financial resources, together with all related liabili es and residual equi es or balances, and changes therein, which are segregated for the purpose of carrying on specific ac vi es or a aining certain objec ves in accordance with special regula ons, restric ons, or limita ons. Fund Balance: The difference between governmental fund assets and liabili es, also referred to as fund equity. GASB 34: Statement number 34 issued by GASB. A new repor ng model that will require government financial statements to be wri en in a format similar to private business. Generally Accepted Accoun ng Principles (GAAP): A body of accoun ng and financial repor ng standards set by the Governmental Accoun ng Standards Board (GASB) for state and local governments.

Appendix


General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. General Ledger: A book, file or other device which contains the accounts needed to reflect the financial posi on and the results of opera ons of an en ty. In double entry bookkeeping, the debits and credits in the general ledger are equal; therefore, the debit balances equal the credit balances. General Obliga on (GO) Bonds: When the City pledges its full‐faith and credit to the repayment of the bonds it issues, then those bonds are general obliga on (G.O.) bonds. Some mes the term is used to refer to bonds which are repaid from taxes and other general revenue. Goal: A statement of broad direc on, purpose or intent on the needs of the community. A goal is general and meless. Governmental Accoun ng Standards Board (GASB): The authorita ve accoun ng and financial repor ng standard‐se ng body for government en es. Governmental Funds: Those funds through which more governmental func ons typically are financed. The acquisi on, use and financial resources and the related current liabili es are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Grant: A contribu on by a government or other organiza on to support a par cular func on. Grants may be classified as either categorical or block, depending upon the amount of discre on allowed the grantee. Infiltra on & Inflow (I&I): A situa on where storm water enters the sewer system. Interfund Transfers: Amounts transferred from one fund to another, generally for expenses incurred but paid from another fund for services rendered or for account tracking purposes. Intergovernmental Revenue: Revenue received from other governments, whether local, state or federal, usually in the form of grants, en tlements, shared revenues or payments in lieu of taxes. Insurance Service Office (ISO): Provides ra ngs based on industry standards for fire services. Kilovolt (KV): Equals 1,000 volts of electricity. Kilovolt‐ampere (KVA): The unit of measurement for power used for circuit sizing. Levy: To impose taxes, special assessments, or service charges for the support of City ac vi es. Long Term Debt: Any unmatured debt that is not a fund liability since it is not currently due, such as outstanding bonds issued by the City. Maintenance and Opera on (M&O) Costs: The day‐to‐day opera ng and maintenance cost of a municipality including such things as personnel, gas, electric u lity bills, telephone expense, reproduc on costs, postage, and vehicle maintenance. Mill: A tax rate based on the valua on of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of property valua on.

Modified Accrual Accoun ng: A basis of accoun ng in which expenditures are accrued but revenues are accounted for on a cash basis. This accoun ng technique is a combina on of cash and accrual accoun ng since expenditures are immediately incurred as a liability while revenues are not recorded un l they are actually received or are "measurable" and available. It is recommended as the standard for most governmental funds.

Nephelometric Turbidity Units (NTU): The scien fic unit of measure for fine par cles in water.

Appendix


Net Assets: Total assets minus total liabili es.

Non‐Exempt: Personnel eligible to receive over me pay when over me work has been authorized or requested by the supervisor.

Objec ves: A desired outcome that is measurable and that can be achieved within a specific me frame.

Opera ng Budget: A financial plan for the City’s general opera ons, such as salaries, u li es and supplies.

Opera ng Transfers: Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended. An example would be the transfer of funds from the general fund or an enterprise fund to an internal service fund to finance the services provided by the internal service fund.

Ordinance: A formal legisla ve enactment by the governing board of a municipality (the City Council). If it is not in conflict with any higher form of law, such as, a State statute, a Federal law, or cons tu onal provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance and a resolu on is that the la er requires less formality and has a lower legal status. Ordinarily, the City’s statutes or charter will specify or imply those legisla ve ac ons which must be by ordinance and those which may be by resolu on. Performance Budget: A budget format that includes (1) performance goals and objects and (2) demand, workload, efficiency, and effec veness measures for each governmental program. Performance Indicators: Sta s cal informa on which denotes the demands for services within a department/division.

Performance Measurement: A method of evalua on that uses measurable performance of ac vi es to determine achievement of goals.

Personnel Services: The costs associated with compensa ng employees for their labor.

Program: An organized set of related work ac vi es that are directed toward a common purpose or goal and represent well‐defined uses of city resources.

Property Tax: Property taxes are levied on both real and personal property according to the property's assessed valua on and the tax rate applied.

Proposed Budget: The budget as formulated and proposed by the budget‐making authority (the City Manager). It is submi ed to the legisla ve body (the City Council) for review and approval. Proprietary Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes.

Purchase Order: A document which authorizes the delivery of specified merchandise or the rendering of certain services and the making of a charge for them.

Reserve: An account used to earmark a por on of the fund balance. This may be done for various reasons. The most common are to indicate that a por on of the fund balance is not available for general expenditures or the amount has been legally segregated for specific future use.

Resolu on: A special or temporary order of a legisla ve body (the City Council). This ac on requires less legal formality than an ordinance. Resources: Total monies available for appropria on purposes to include revenues, fund balances, transfers, and other financing services (e.g. bond proceeds).

Appendix


Restricted Assets: Monies or other resources whose use is restricted by legal or contractual requirements. In governmental accoun ng, special treatment is given to restricted assets arising out of revenue bond indentures in enterprise funds. Retained Earnings: An equity account reflec ng the accumulated earnings of an enterprise or internal service fund. For budge ng purposes, the working capital defini on of fund balance is used. Revenue: Income received or an cipated from taxes or other sources, such as business licenses, user fees, fines, and investments. Revenue Bonds: When a government issues bonds which do not pledge the full faith and credit of the jurisdic on, it issues limited liability revenue bonds. Typically, pledges are made to dedicate one specific revenue source to repay these bonds. Revenue bonds are not included in the 8% general obliga on debt limit set by the State. The City’s revenue bonds are repayable from u lity user charges. Rock Hill‐Fort Mill Area Transporta on Study (RFATS): A transporta on planning area in the northeast sec on of York County. Rock Hill Economic Development Commission (RHEDC): The purpose of which is to transi on the community from dependence on the tex le industry to more diverse economic opportuni es. Services: The costs related to services performed for the City by individuals, business, or u li es. Sexual Assault Nurse Examiner (SANE): A grant from South Carolina Department of Public Safety’s Stop Violence Against Women program. Short Term Debt: Any debt obliga on of five years or less dura on, such as short term loans or lease/purchase agreements for equipment purchases. Sinking Fund: A group of accounts established to account for the accumula on of resources for, and the payment of, long‐term bond principal and interest. Bonds issued in such a fund contain an agreement requiring the governmental unit to periodically set aside a sum which, when compounded with interest, will be sufficient to redeem the debt at the stated maturity date. Bonds of this type are commonly known as term bonds. Special Assessments: A compulsory levy made against certain proper es to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those proper es. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Supervisory Control and Data Acquisi on (SCADA): A technology of automa c radio transmissions of data from a remote source to a receiving sta on for recording and analysis. Used in providing a monitoring mechanism for water and sewer systems. Supplies: A cost category for minor items (individually priced at less than $500) required by departments to conduct their opera ons. Supplemental Appropria on: An addi onal appropria on made by the legisla ve body (the City Council) a er the budget year has begun.

Appendix


Support Services: The expenditure class for charges paid by one City department or agency to another for services rendered or materials supplied. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit, such as police and fire services, planning, parks and recrea on, etc. This term does not include specific charges such as special assessments or user charges. Unencumbered Balance: The amount of an appropria on that is neither expended nor encumbered. It is essen ally the amount of money s ll available for future use. User Charges: The payment of a fee for direct receipt of a public service by the party benefi ng from the service (e.g. fees paid for periodic refuse pick‐up). Working Capital: An amount calculated by subtrac ng current liabili es from current assets. An indicator of the liquidity of an en ty.

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ADA: Americans with Disabili es Act BS: Balance Sheet CA: Current Assets CAFR: Comprehensive Annual Financial Report CALEA: Communica ons Assistance for Law Enforcement Act CL: Current Liabili es CIP: Capital Improvement Program CDBG: Community Development Block Grant COPS: Cer ficates of Par cipa on CPI: Consumer Price Index DCC: Development Coordina ng Center DHEC: (South Carolina) Department of Health and Environ‐mental Control DOA: (South Carolina) Department of Avia on DS: Debt Service DSR: Debt Service Reserve EPA: Environmental Protec on Agency FAA: Federal Avia on Administra on FBO: Fixed Base Operator FEMA: Federal Emergency Management Agency FY: Fiscal Year F.T.E.: Full Time Equivalent GAAP: Generally Accepted Accoun ng Principles GASB: Governmental Accoun ng Standards Board GFOA: Government Finance Officers Associa on GO: General Obliga on Bonds

GIS: Geographic Informa on System ICMA: Interna onal City/County Management Associa on I & I: Infiltra on and inflow ISO: Insurance Service Office KV: kilovolt KVA: Kilovolt‐ampere M & O: Maintenance and Opera on Costs MGD: Millions Gallons per Day NE: Neighborhood Empowerment program NPDES: Na onal Pollutant Discharge Elimina on System NTU: Nephelometric Turbidity Units OSHA: Occupa onal Safety and Health Administra on PARD: (South Carolina) Parks and Recrea on Department PMPA: Piedmont Municipal Power Agency PO: Purchase Order RE: Retained Earnings RFATS: Rock Hill‐Fort Mill Area Transporta on Study RHEDC: Rock Hill Economic Development Commission SANE: Sexual Assault Nurse Examiner program SCADA: Supervisory Control and Data Acquisi on SCLGIP: South Carolina Local Government Investment Pool WWTP: Wastewater Treatment Plant

GLOSSARY OF ACRONYMS

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Financial Policies The City of Rock Hill has developed a comprehensive set of financial policies that are consistent with the City’s goals and objectives. Specific attention has been given to make sure that these policies are both consistent and relationally sound. Financial policies are an integral part of the development of service, capital, and financial plans and the budget. They provide the basis for decision‐making and continue Rock Hill’s tradition of financial stability. FP 1: Fund Balances The City will maintain stabilization funds at levels sufficient to protect the City's credit as well as its financial position from emergencies. The City of Rock Hill seeks to maintain a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or unpredicted one‐time expenditures. Stabilization funds are called by many names including rainy day funds, unreserved, undesignated fund balances, and contingency funds. These funds are used at a government’s discretion for many purposes: to address temporary cash flow shortages; to fund emergencies; unanticipated economic downturns; and one‐time opportunities. These funds provide flexibility to respond to unexpected opportunities that may help a government achieve its goals. The minimum and maximum amounts to be accumulated are based on the types of revenue, the level of uncertainty associated with revenues, the condition of capital assets, or the City’s level of security with its financial position. It is the goal of the City of Rock Hill to maintain a General Fund Balance equal to at least 15% of the total audited General Fund expenditures from the previous fiscal year and to maintain Enterprise Fund Unrestricted Net Assets equal to at least 20% of total Enterprise Fund operating expenses for the previous fiscal year. The State of South Carolina does not provide any local government constraints regarding the establishment of stabilization funds.

The following summarizes the City's policy on different types of fund balances: Nonspendable The nonspendable fund balance includes amounts that cannot be spent because they are either not in

spendable form, such as supplies inventories, or are legally or contractually required to be maintained intact, such as principal donated to the City to be invested and held in a permanent fund from which only the investment earnings can be spent.

Restricted Fund balance is reported as restricted when constraints placed on the use of resources are either externally

imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments or is imposed by law through constitutional provisions or enabling legislation (City ordinances). Enabling legislation includes a legally enforceable requirement that those resources be used only for the specific purposes stipulated in the legislation. Legal enforceability means that the City can be compelled by an external party to use resources created by enabling legislation only for the purposes specified by the legislation.

Committed The committed fund balance classification includes amounts that can be used only for the specific purposes

imposed by formal action of City Council. Those committed amounts cannot be used for any other purpose unless City Council removes or changes the specified use by taking the same type of action it employed to previously commit those amounts. In contrast to fund balance that is restricted by enabling legislation, committed fund balance classification may be redeployed for other purposes with appropriate due process. Constraints imposed on the use of committed amounts are imposed by City Council, separate from the authorization to raise the underlying revenue; therefore, compliance with these constraints is not considered to be legally enforceable. Committed fund balance also incorporates contractual obligations to the extent that existing resources in the fund have been specifically committed for use in satisfying those contractual requirements.

Appendix


Assigned Amounts in the assigned fund balance classification are intended to be used by the City for specific

purposes but do not meet the criteria to be classified as restricted or committed. In governmental funds other than the General Fund, assigned fund balance represents the remaining amount that is not restricted or committed. In the General Fund, assigned amounts represent intended uses established by City Council or the City Manager or his designee.

Unassigned Unassigned fund balance is the residual classification for the General Fund and includes all

spendable amounts not contained in the other classifications. In other governmental funds, the unassigned classification is used only to report a deficit balance resulting from overspending for specific purposes for which amounts had been restricted, committed, or assigned.

FP 2: Revenue The City will design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired City services. Since the principle revenue stream for the government is determined by the fees and charges that are established, it is important that the City adopt policies that identify the manner in which fees and charges are set and the extent to which they cover the cost of the service provided. A revenue system that requires the identification of both the cost of the program and the portion of the cost that will be recovered through fees & charges allows the City and its citizens to develop a better understanding of the cost of services and to consider the appropriateness of established fees and charges. To that end, the City has established the following goals that are used to accomplish this policy:

1. The City will seek to establish all user charges fees at a level related to the full costs (operating,

direct, indirect and capital) of providing the service. The City will review these fees & charges annually in the budget process and target rates that meet the cost to serve – particularly in the City’s key businesses (Public Safety, Public Works, Electric, Water, Wastewater, and Parks, Recreation & Tourism). In any event, all enterprise funds will be self‐supporting.

2. Costs of service include direct and indirect costs such as operating and maintenance costs, overhead,

and charges for use of capital (depreciation and debt service). A government may choose not to recover all costs, but it should identify such costs. Reasons for not recovering full costs should be identified and explained. State and local law may govern the establishment of fees and charges.

3. The City will consider market rates and charges levied by other businesses and municipalities for like

services in establishing rates, fees and charges. These fees will be reviewed through the City’s annual rate survey.

4. One‐time or special revenues shall not be used to finance ongoing City operations but rather be used

for the funding of special projects. 5. An aggressive policy of seeking the collection of delinquent utility and license fee accounts will be

maintained. 6. Citizen input into decisions relating to revenues will be solicited during the annual budget public

hearing process and will be made available for public review prior to City Council consideration of

Appendix


first reading. 7. In determining revenue projections ‐ and where judgment is required ‐ conservatism shall be the rule.

FP 3: Diversified Revenue Base The City will annually review its revenue source to maintain a diversified revenue base The City of Rock Hill is committed to a diverse revenue base. Since all revenue sources have particular characteristics in terms of stability, growth, sensitivity to inflation or business cycle effects, and impact on tax and rate payers ‐ a diversity of revenue sources can improve a government’s ability to handle fluctuations in revenues and potentially help to better distribute the cost of providing services. The City will identify approaches that will be used to improve revenue diversification. In accomplishing this policy, the City will analyze the sensitivity of revenues to changes in rates, the fairness of the tax or fee, administrative aspects of the revenue source, and other relevant issues. Over time the City will strive to improve its revenue diversity to the extent feasible. Since the City is statutorily limited as to the types of revenues it may raise, it may consider options to enhance flexibility within the constraints of available revenue sources. For example, The City will seek to diversify the tax base on which the property tax is levied. FP 4: Use of One‐Time Revenue The City will limit the use of one‐time revenues to pay for ongoing expenditures of the government By definition, one‐time revenues cannot be relied on in future budget periods. Since the use of one‐time revenues can have disruptive effects on services due to non‐recurrence of these sources, the City will dedicate one‐time revenues (e.g. infrequent sales of government assets, bond refunding savings, infrequent revenues from development, and grants) to be used on expenditures appropriate startup costs, stabilization, special projects, and capital purchases. Any use of revenue that adds to the ongoing expenditure base will be carefully reviewed and minimized (e.g., capital expenditures that significantly increase ongoing operating expenses without a sustainable and offsetting long‐term revenue plan). FP 5: Revenue Classification The City will annually evaluate all revenues, determine those that are considered to be unpredictable, and determine the best use of those revenues A financial plan for governments should take into account the unpredictable nature of key revenues. This ensures that a government understands the potential impact on its ability to cover service costs and develops contingency plans in advance to address unpredictable revenue fluctuations. Specific allocation and contingency plans do not have to be developed for all unpredictable revenues, but become increasingly necessary as the size or unpredictability of the revenue source increases. The City will annually identify major revenue sources it considers unpredictable and define how these revenues may be used. Unpredictable revenue sources cannot be relied on as to the level of revenue they will generate. Particularly with major revenue sources, it is important to consider how significant variation in revenue receipts will affect the government’s financial outlook and ability to operate programs in the current and future budget periods.

Appendix


For each major unpredictable revenue source, the City will identify those aspects of the revenue source that make the revenue unpredictable. Most importantly, the City will identify the expected or normal degree of volatility of the revenue source. For example, revenues from a particular source may fluctuate, but rarely, if ever, fall below some predictable minimum base. The City will decide, in advance, on a set of tentative actions to be taken if these revenue sources generate revenues substantially higher or lower than projected. The plans should be publicly discussed and used in budget decision making. FP 6: Operating Transfers The City will quantify operating transfers from the utility system to cover general fund expenses The City has traditionally made operating transfers from the Utility Fund to the General Fund. City Council has determined that the City needs to maintain the competitiveness of the utility system and to reduce the General Fund’s need for Utility Fund transfers. These transfers should be established at a level that is supportable by current utility business practices. In quantifying these transfers, the City uses a formula that presupposes that utility services would have been provided by a privately‐owned utility instead of the City’s publicly owned utility. Such utility would have paid municipal ad valorem taxes and a franchise fee to the General Fund of the City and the utility’s investors would have been entitled to a return on their investment. For this reason, the city has established the following policy guideline regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system:

1. Franchise Fees. The City shall budget annually a franchise fee from the Utility Fund that equals the

franchise fee that would have been paid had electric, water and sewer services been provided by an investor‐owned utility. The franchise fee shall be calculated by multiplying all gross revenues of the electric, water and sewer systems made within the City’s corporate boundaries by the current franchise fee the City charges to private utility providers (5%). The franchise fee shall be reported as an expense of the electric, water and sewer system and as a revenue of the General Fund.

2. Payment in Lieu of Taxes. The City shall budget annually a payment in lieu of taxes from the electric,

water, and sewer systems to the General Fund that approximates the amount of ad valorem taxes that would have been paid had utility services been provided by an investor‐owned utility. The payment in lieu of taxes shall be calculated by multiplying the gross fixed assets of the system reported in the City’s most recent audited financial statements by the appropriate assessment ratio and then by the City‐wide tax rate included in the City’s most recent budget ordinance. The resulting product shall be multiplied by the estimated percentage of electric, water and sewer fixed assets that are located within the City’s corporate boundaries. The payment in lieu of taxes amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as a revenue of the General Fund.

3. Rate of Return. The City may budget annually a rate of return on the gross operational revenues of

the electric, water and sewer systems. This rate of return will be based on 5% of gross utility revenues and may be adjusted by City Council to meet the current competitive utility business environment. The rate of return amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as revenue of the General Fund.

4. Exceptions. The amount to be paid from the electric, water and sewer systems under this resolution

may be increased or reduced upon approval of the City Council.

Appendix


FP 7: Operational Reporting City staff will provide to the City Council a report on the operating results of the City

All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a specific revenue category for each fiscal reporting period must be reported to City Council on a monthly basis. The expenditure of any and all excess revenue will be at Council’s discretion and cannot be utilized within the City budget without Council’s approval. Likewise, all expenditures that exceed the projected budget expense figures in excess of $5,000 on a departmental level must be reported to Council in writing by the next scheduled Council meeting. Expenditures that would cause an increase above the $5,000 cap on a departmental level cannot be made without prior approval of Council. Cost savings that may occur within a specific department can be utilized within that particular department; however, this cost savings cannot be transferred to another department without prior approval of Council. FP 8: Adoption of Balanced Budget The City will annually adopt a Balanced Operating Budget According to the laws of the State of South Carolina, the City will adopt a balanced operating budget and provide full disclosure when a deviation from a balanced operating budget is planned or when it occurs. This balanced budget will ensure that all operating revenues are equal to, or exceed, all operating expenditures at adoption and at year‐end. Any increase in expenses, decrease in revenues, or combination of the two that would result in a budget imbalance will require budget revision, rather than spending unappropriated surpluses or designated reserves to support ongoing operations. Any year end operating surpluses will revert to unappropriated balances. The City of Rock Hill annual budget appropriation will cover the twelve‐month period beginning July 1 and ending June 30 of the following year. The proposed budget document is to be presented to the City Council for their consideration no later than June 1 with adoption of the approved ordinance by June 30. According to state law, any required public hearings will be scheduled to receive input on the development of the budget. Special public hearings are also required to consider the issue of a tax increase. Budgets shall be prepared at the department level and provide the basis for the City’s financial management system. The adopted appropriations by fund shall constitute the maximum expenditure authorization for that fund and can be amended only by action of the City Council. The budget shall be developed in conjunction with a stated program of performance objectives and measures with which to gauge progress towards meeting those objectives.

The following guidelines will be used in the preparation of the budget document: 1. Current appropriations in all funds are limited to the sum of available, unencumbered cash balances

and revenues estimated to be received in the current budget period. 2. General Fund expenditures and subsidy appropriations for mandated and priority programs are to be

made against current revenue sources, and not dependent upon uncertain reserves or fluctuating prior period cash balances.

3. Special Revenue Funds are supported by special levies and fees, grants or intergovernmental

revenues. Expenditures in these funds are strictly limited to the mandates of the funding source. Special Revenue Funds are not to be used to subsidize other funds, except as required or permitted

Appendix


by program regulations. 4. All operations of the Enterprise Fund will be self‐supporting entities. The City will conduct an annual

review of fee structures, charges for services, and other operating revenues and expenditures. 5. Multi‐year operating cost projections shall be prepared and updated each year to identify the impact

on resources. 6. A ten‐year Capital Improvements Program shall be prepared and updated each year. The operating

impact of each project shall be identified and incorporated into annual operating budgets. Capital assets shall be purchased and maintained on a regular schedule. Within legal limits and the constraints of operating budgets, debt shall be issued for the purchase of capital assets, including major renovations.

7. For purposes of this policy, the cash basis of accounting are used in defining revenues and

expenditures. 8. It will be the duty of the City Manager to take action to bring the budget into balance if adjustments

are needed in the course of a fiscal period. FP 9: Delivery of Services The City will Identify priority services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of services. The City will operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior years. The City shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue re‐estimates are such that an operating deficit is projected at year‐end. Corrective actions are outlines separately within these policies. Expenditure deferrals into the following fiscal year, short‐term loans, or use of one‐time revenue sources to balance the budget will be avoided. The Finance Director is charged with performing periodic staff and third‐party reviews of City programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternatives to service delivery. Programs that are determined to be inefficient and/or ineffective are to be reduced in scope or eliminated. The City of Rock Hill makes every effort to maximize any discounts offered by creditors / vendors. Staff shall also use competitive bidding to attain the best possible price on goods and services. FP 10: Debt Policy The City will adhere to a debt policy that ensures that debt is issued and managed prudently in order to maintain a sound fiscal position and protect credit quality Issuing debt commits the City’s revenues several years into the future, and may limit the City’s flexibility to respond to changing service priorities, revenue inflows, or cost structures. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated.

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The City plans long‐ and short‐term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions. The Director of Finance oversees and coordinates the timing, issuance process and marketing of the City’s borrowing and capital funding activities required in support of the capital improvement plan. This debt policy recognizes a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that the City maintains a sound debt position and that credit quality is protected. Components of the debt policy are as follows: The City will confine its long‐term borrowing to capital improvements and follow a policy of full disclosure on every financial report and bond prospectus. In no case will General obligation debt will not be used for self‐supporting enterprise activity. The City will use voter‐approved general obligation debt to fund general‐purpose public improvements that cannot be financed from current revenues.

Capital Planning. The City will have an annual capital planning process that outlines major projected capital

expenditures over the next ten years. The capital budget identifies revenue sources and capital expenditures and projects this information for each of the ten years. This information is updated annually.

Financing Team. The City often employs outside financial specialists to assist it in developing a bond issuance

strategy, preparing bond documents and marketing bonds to investors. The key players in the City’s financing transactions include its bond counsel, the underwriter and underwriters counsel (on a negotiated sale), the City attorney and City representatives (the Director of Finance and other City representatives as may be appointed by the City Manager). Other outside firms, such as those providing paying agent/registrar, trustee, credit enhancement, auditing, or printing services, are retained as required. The financing team will meet at least annually to review the overall financing strategy of the City and make recommendations to the City Manager.

Term of Debt Repayment. Borrowings by the City shall mature over a term that does not exceed the economic

life of the improvements that they finance. General Obligation Bonds shall be issued with a term not to exceed 25 years; Revenue Bonds with a term not to exceed 30 years; and tax increment bonds with a term not to exceed 25 years. The City does not finance improvements with a probable useful life less than twenty years, using pay‐as‐you‐go funding for such needs.

Call provisions. The City seeks to minimize the protection from optional redemption given to bondholders,

consistent with its desire to obtain the lowest possible interest rates on its bonds. The City’s bonds are generally subject to optional redemption. The City seeks early calls at low or no premiums because such features have allowed it in the past to refinance debt more easily for debt service savings when interest rates dropped. The City will annually evaluate optional redemption provisions for each issue to assure that the City does not pay unacceptably higher interest rates to obtain such advantageous calls.

Interest rates. In most cases, the city will use fixed‐rate debt to finance it capital needs; however, the City may

issue up to 25% of its total debt portfolio in variable rate debt. Method of Sale. The City will select a method of sale that is the most appropriate in light of financial, market,

transaction‐specific and issuer‐related conditions. Competitive Sales. General obligation debt obligations are issued through a competitive sale – according to

state law. For these bonds – and any other bonds that the City may deem necessary ‐ the City will set the terms of the sale to encourage as many bidders as possible. By maximizing bidding, the City seeks to obtain the lowest possible interest rates on its bonds. The following conditions may favor the use of a competitive sale:

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1. The market is familiar with the issuer; 2. The issuer is a stable and regular borrower in the public market; 3. There is an active secondary market with a broad investor base for the City’s bonds; 4. The issue has a non‐enhanced credit rating of A or above or can obtain a credit enhancement

prior to the competitive sale; 5. The debt structure is backed by the issuer’s full faith and credit or a strong, known or

historically performing revenue stream; 6. The issue is neither too large to be easily absorbed by the market nor too small to attract

investors without a concerted sale effort; 7. The issue does not include complex or innovative features or require explanation as to the

bonds’ security; 8. The issue can be sold and closed on a schedule that does not need to be accelerated or

shortened for market or policy reasons; and 9. Interest rates are stable, market demand is strong, and the market is able to absorb a

reasonable amount of buying or selling at reasonable price changes Negotiated Sales. When certain conditions favorable for a competitive sale do not exist and when a negotiated

sale will provide significant benefits to the City that would not be achieved through a competitive sale, the City may elect to sell its debt obligations through a private or negotiated sale. Such determination may be made on an issue‐by‐issue basis, for a series of issues, or for part or all of a specific financing program. The following conditions may favor the use of a negotiated sale:

1. Insure fairness by using a competitive underwriter selection process through a request for proposals where multiple proposals are considered;

2. Remain actively involved in each step of the negotiation and sale processes to uphold the public trust;

3. Insure that either an employee of the issuer, or an outside professional other than the issue underwriter, who is familiar with and abreast of the condition of the municipal market, is available to assist in structuring the issue, pricing, and monitoring sales activities;

4. Require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue;

5. Require that financial professionals disclose the name or names of any person or firm, including attorneys, lobbyists and public relations professionals compensated in connection with a specific bond issue;

6. Request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee‐splitting arrangements in connection with a bond issue to fully disclose to the issuer any plan or arrangements to share tasks, responsibilities and fees earned, and disclose the financial professionals with whom the sharing is proposed, the method used to calculate the fees to be earned, and any changes thereto; and

7. Review the “Agreement among Underwriters” and insure that it is filed with the issuer and that it governs all transactions during the underwriting period.

Refinancing. The City may undertake refinancing of outstanding debt under the following circumstances: Debt Service Savings. The City may refinance outstanding long‐term debt when such refinancing allows the City

to realize significant debt service savings without lengthening the term of refinanced debt and without increasing debt service in any subsequent fiscal year.

Defeasance. The City may refinance outstanding debt, either by advance refunding to the first call or by

defeasance to maturity, when the public policy benefits of replacing such debt outweigh the costs associated with new issuance as well as any increase in annual debt service.

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Conduit Financings. Conduit financings are securities issued by a government agency to finance a project of a third party, such as a non‐profit organization or other private entity. The City may sponsor conduit financings for those activities (e.g., economic development, housing) that have a general public purpose and are consistent with the City’s overall service and policy objectives. Unless a compelling public policy rationale exists, such conduit financings will not in any way pledge the City’s faith and credit. Credit Ratings Rating Agency Relationships. The Director of Finance is responsible for maintaining relationships with the rating agencies that assign ratings to the City’s various debt obligations. This effort includes providing periodic updates on the City’s general financial condition along with coordinating meetings and presentations in conjunction with a new debt issuance. Quality of Ratings. The City requests ratings prior to the sale of securities from each of the two major rating agencies for municipal bond issues: Moody’s Investors Service and Standard & Poor’s Corporation. The City may provide a written and/or oral presentation to the rating agencies to help each credit analyst make an informed evaluation. The City will make every reasonable effort to maintain its high quality credit ratings. Rebate Reporting/Covenant Compliance/Reporting Practices. The Director of Finance is responsible for maintaining a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. Additionally, general financial reporting and certification requirements embodied in bond covenants are monitored to ensure that all covenants are complied with. The City will comply with the standards of the Government Finance Officers Association for financial reporting and budget presentation and the disclosure requirements of the Securities and Exchange Commission. Checklist of Debt Policy Considerations. The City will observe the following GFOA checklist in determining the appropriateness of debt issuance

1. How long is the capital planning period? 2. Have all non‐debt sources of funds been considered? 3. How are borrowing plans reviewed internally? 4. What level of debt is manageable in order to maintain or improve the government’s credit quality? 5. How much “pay‐as‐you‐go” financing should be included in the capital plan? 6. How much short‐term borrowing will be undertaken, including both operating and capital

borrowings? 7. How much debt will be issued in the form of variable‐rate securities? 8. How does the redemption schedule for each proposed issue affect the overall debt service

requirements of the government? 9. What types of affordability guidelines will be established to help monitor and preserve credit

quality? 10. What provisions have been made to periodically review the capital plan and borrowing practices? 11. What is the overlapping debt burden on the taxpayer? 12. How will the formal debt policies be integrated into the capital planning and funding process?

FP 11: Debt Limit The city will establish thresholds for the maximum amount of debt and debt service that should be outstanding at any one time. Policies guiding the amount of debt that may be issued by a government help ensure that outstanding and planned debt levels do not exceed an amount that can be supported by the existing and projected tax and revenue base. Because of this, the City has developed distinct policies for general obligation debt, debt supported by revenues of government enterprises, and other types of debt such as special assessment bonds, tax increment financing bonds, short‐term debt, variable‐rate debt, and leases.

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General Obligation Debt Affordability Measures. The City examines four statistical measures to determine debt capacity and compares these ratios to other cities, rating agency standards and Rock Hill’s historical ratios to determine debt affordability: This is the only measure that is prescribed by state law, which provides that the City’s general obligation debt cannot exceed 8% of the City’s total assessed value (excluding tax anticipation notes and other indebtedness with a maturity of one year or less; bonds or other indebtedness of the City payable from taxes levied from special taxing areas; and self‐supporting bonds or other debt.) Total general obligation debt as measured against the population on a per‐capita basis cannot exceed $225. Total annual general obligation debt as measured as a percent of current expenditures cannot exceed 12%. Utility Enterprise Debt Affordability Measures. The City’s Revenue debt level shall not exceed a debt service coverage ratio of 1.20 times of the annual net pledged revenues to annual debt service. In addition additional bonds should not have a negative impact on the City’s overall credit ratings. Tax Increment Debt Affordability Measures. The City’s Tax Increment debt level shall not exceed the current available revenues or revenues projected within the district from projects that have obtained a building permit. FP 12: Contingency Planning The City will develop practices to guide the financial actions it will take in the event of emergencies, natural disasters, or other unexpected events. When emergencies or unexpected events occur, having a policy that can be applied, or at least serve as a starting point, for financial decisions and actions improves the ability of a government to take timely action and aids in the overall management of such situations. Policies on contingency planning are used as a general guide when an emergency or unexpected event occurs. A set of actions and strategies are identified for each type of situation. Examples of financial emergencies that require contingency plans are sudden and severe decreases in locally collected revenues or intergovernmental aid, and unexpected major capital maintenance requirements. Development of a contingency plan in advance of such situations may be viewed positively by the rating agencies when evaluating a government’s credit quality. This can also help expedite relief efforts when an emergency does occur and allow the government to recover funds more quickly or more effectively in the event of a natural disaster. The following is a summary of the phase classifications and the corresponding actions to be taken.

Alert. An anticipated net reduction in available reserves or reduction in major revenue source(s) from 1% up to 9%. The actions associated with this phase would best be described as delaying expenditures where reasonably possible, while maintaining the "Same Level" of service. Each department will be responsible for monitoring its individual budgets to ensure that only essential expenditures are made. Minor. A reduction in reserves in excess of 9%, but less than 23%. The objective at this level is still to maintain "Same Level" of service where possible. Actions associated with this level would be: a. Implementing the previously determined "Same Level" Budget. b. Intensifying the review process for large items such as contract services, consulting services, and capital expenditures including capital improvements. c. Closely scrutinizing hiring for vacant positions, delaying the recruitment process, and using temporary help to fill in where possible.

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Moderate. A reduction in reserves in excess of 23%, but less than 50%. Initiating cuts of service levels by: a. Requiring greater justification for large expenditures.

b. Deferring capital expenditures. c. Reducing CIP appropriations from the affected fund. d. Hiring to fill vacant positions only with special justification and authorization. e. Closely monitoring and reducing expenditures for travel, seminars, retreats and bonuses.

Major. A reduction in reserves of 50% to 100%. Implementation of major service cuts. a. Instituting a hiring freeze. b. Reducing the temporary work force. c. Deferring merit wage increases. d. Further reducing capital expenditures. e. Preparing a strategy for reduction in force.

Crisis. Reserves have been 100% depleted and potential for having a deficit is present. a. Implementing reduction in force or other personnel cost‐reduction strategies. b. Eliminating programs. c. Eliminating capital improvements. In the event that an economic uncertainty is expected to last for consecutive years, the cumulative effect of the projected reduction in reserves will be used for determining the appropriate phase and corresponding actions.

FP 13: Accounting Functions The City of Rock Hill will perform accounting functions that shall conform to the generally accepted accounting principles as applicable to governments. The diverse nature of governmental operations and the necessity of assuring legal compliance preclude recording all governmental financial transactions and balances in a single accounting entity. Therefore, from an accounting and financial management viewpoint, a governmental unit is a combination of several distinctly different fiscal and accounting entities, each having a separate set of accounts and functioning independently of each other. The City will comply with prevailing federal, state, and local statutes and regulations. The City will also conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). In general, it will be the policy of the City to: Prepare and present regular reports that analyze, evaluate, and forecast the City’s financial performance and economic conditions. This information will be made available to the public for their inspection. With available resources, the City will seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the City’s financial functions. An independent audit will be performed annually. The City will issue annual financial reports in accordance with generally accepted accounting principles (GAAP) as outlined in the Governmental Accounting, Auditing and Financial Reporting (GAAFR) publication.

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The basis of accounting refers to the point at which revenues or expenditures/expenses are recognized in the accounts and reported in the financial statements. It relates to the timing of the measurements made regardless of the measurement focus applied. As in the basis of budgeting, accounting records for the City of Rock Hill governmental funds are maintained on a modified accrual basis with the revenues being recorded when available and measurable and expenditures being recorded when the services or goods are received and the liabilities are incurred. In contrast to the basis of budgeting, accounting records for proprietary funds are maintained on the accrual basis in which revenues are recognized when earned and expenses are recognized when incurred. The City of Rock Hill’s accounting system is organized and operated on a "fund" basis. Each accounting entity is accounted for in a separate "fund” which is defined as a fiscal accounting entity with a self‐balancing set of accounts recording cash and other financial resources together with related liabilities and residual equities or balances, and changes therein. Two fund types defined in the “Description of Budgeted Funds are further defined below as well as the addition of Fiduciary Funds. Classification Fund Type

Governmental Funds General Special Revenue Debt Service Capital Projects Proprietary Funds Enterprise Fiduciary Funds Agency Expendable Trust

Governmental Funds. These funds are, in essence, accounting segregations of financial resources. Expendable assets are assigned to the various governmental funds according to the purposes for which they may or must be used; current liabilities are assigned to the fund from which they are to be paid; and the differences between governmental fund assets and liabilities (the fund equity) is referred to as "Fund Balance". The primary measurement focus is “flow of current financial resources.” Increases in spendable resources are reported in the operating statement as revenues or other financing sources, and decreases are reported as expenditures or other financing uses.

Proprietary Funds. These funds are sometimes referred to as "income determination," "non expendable," or "commercial type" funds and are used to account for a government's on‐going organizations and activities which are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses, and transfers relating to the government's business and quasi‐business activities, where net income and capital maintenance are measured, are accounted for through proprietary funds. The generally accepted accounting principles here are those applicable to similar businesses in the private sector, and the measurement focus is the economic condition of the fund as a result of the events and transactions of the period. Events and transactions that improve the economic position of a proprietary fund are reported as revenues or gains in the operating statement. Those that diminish the economic position are reported as expenses or losses.

Fiduciary Funds. These funds account for assets held by the City in a trustee capacity or as an agent for other

governmental units and for other funds. Each trust fund is accounted for as either a governmental or a proprietary fund. Fiduciary funds are not budgeted in the annual budget process.

Account Groups. These represent another accounting entity used to establish control and accountability for the City's general fixed assets and the outstanding principal of its general long‐term debt (General Fixed Assets Account Group and General Long‐ Term Debt Account Group). These records are accounted for in a self‐balancing group of accounts because the City's general fixed assets ‐‐ all fixed assets except those accounted for in Proprietary Funds or Trust Funds. These account groups are not financial resources available for expenditures. The outstanding principal of the general long‐term debt and general long‐term liabilities not accounted for in the Proprietary Funds or Trust Funds do not require an appropriation

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FP 14: Economic Development Incen ve Policy The City of Rock Hill will provide economic development incen ves with the goals of targe ng economic and geo‐graphic sectors; promo ng business reten on and recruitment; encouraging job crea on; increasing property tax revenue; and improving blight, economically distressed areas, and environmental condi ons. In general it will be the policy of the City to maintain a fund, replenish the fund, and provide financial incen ves pro‐grams in accordance with the strategic goals of the City. Financial Incen ve Programs:

Growth Management Incen ves Façade Grants Job Crea on Land Acquisi on Environmental Tes ng and/or Cleanup Gap Financing Infrastructure extensions Other Business Incen ves at the discre on of the City Council

Guidelines for Limits to Incen ves: Growth Management incen ves: as approved by City Council in the Growth Management Incen ve Policy Façade Grants: to specific geographic areas Infrastructure: in general, to a 5 year payback from U lity revenues

Fund Establishment and Replenishment: The Economic Development Incen ve Fund was established from the land sale proceeds of City property in the Dave Lyle/Manchester area. The following revenue sources are iden fied to replenish the fund:

Interest income from the fund Cell tower rental revenues from Hwy 901 Water Tank Site Proceeds from the sale of property in City Business Parks:

Tech Park – 50% of land sale proceeds Southway Industrial Park – 100% of land sale proceeds

Proceeds from the sale of property in the Dave Lyle/Manchester area Proceeds from the sale of other City owned property at the discre on of Council

Performance Monitoring: The effec veness of the overall economic development incen ve fund and each project funded shall be measured and reported annually to ensure that the overall goals of the program are met. FP 15: Wri en Procedures Related to the Issuance of Tax‐Exempt Bonds Post‐issuance tax compliance begins with the debt issuance process itself and provides for a con nuing focus on investments of bond proceeds and use of bond‐financed property. It requires iden fying exis ng policies, the re‐sponsible people, the applicable procedures, and the affected popula on. I. Procedures The City Manager or the Chief Financial Officer (the “City Representa ve”) of the City of Rock Hill, South Carolina (the “City”) will be responsible for post‐issuance tax compliance and steps to be taken to transfer that responsibility and accumulated informa on in the future.

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The City Representa ve may delegate to his/her staff responsibility for different aspects, for example investment of bond proceeds and expenditure of bond proceeds on projects, coordinate record‐keeping and review; however, the City Representa ve will be ul mately responsible.

II. Issuance The City Representa ve will:

Obtain and store the Transcript of Proceedings prepared by bond counsel. Confirm filing of Form 8038‐G with the Internal Revenue Service, usually overseen by bond counsel at or soon

a er closing. III. Recordkeeping The City Representa ve will:

Establish plan for keeping relevant books and records as to investment and expenditure of bond proceeds.

Keep accurate records including: ‐ Basic records rela ng to the bond transac ons (including the bond ordinances, closing cer ficates, and bond counsel opinion); ‐ Documenta on evidencing expenditure of bond proceeds; ‐ Documenta on evidencing use of bond‐financed property by public and private sources (i.e., copies of management contracts use agreements); ‐ Documenta on evidencing all sources of payment or security for the bonds; and ‐ Documenta on pertaining to any investment of bond proceeds (including the purchase and sale of securi es, SLGS subscrip ons, yield calcula ons for each class of investments, actual investment income received from the investment of proceeds, guaranteed investment contracts, and rebate calcula ons).

Keep all records in a manner that ensures their complete access to the IRS so long as they are material. While this is typically accomplished through the maintenance of hard copies, records may be kept in an electronic format if certain requirements are sa sfied, in accordance with the guidelines in Rev Proc 97‐22, 1997‐1 C.B. 652.

Keep records for as long as the bonds are outstanding plus three years a er the final redemp on date of the bonds.

IV. Arbitrage The City Representa ve will:

Engage services of an arbitrage/rebate consultant for assistance in compliance with arbitrage related issues.

Monitor compliance with “temporary period expecta ons” for expenditure of bond proceeds, typically three years for new money bonds, and provide for yield restric on of investments or “yield reduc on payments” if expecta ons are not sa sfied.

Ensure investments acquired with bond proceeds are purchased at fair market value. This can include use of bidding procedures under regulatory safe harbor.

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Consult with the City’s bond counsel prior to the crea on of funds which would reasonably be expected to be used to pay debt service on bonds to determine in advance whether such funds must be invested at restricted yield.

Consult with the City’s bond counsel before engaging in post‐issuance credit enhancement transac ons (e.g., bond insurance, le er of credit) or hedging transac ons (e.g., interest rate swap, cap).

Consult with the City’s bond counsel and arbitrage consultant to iden fy situa ons in which compliance with applicable yield restric ons depends upon later investments, (e.g., purchase of 0% SLGS from U.S. Treasury), and monitor implementa on.

Work with the City’s arbitrage consultant to arrange for mely computa on of rebate liability and, if rebate is payable, for mely filing of Form 8038‐T and payment of rebate. Rebate is ordinarily due at 5‐year intervals. The arbitrage consultant’s report will be reviewed by bond counsel.

V. Private Use of Bonds‐Funded Facili es The City Representa ve will:

Create and maintain records of which proceeds of bond issues were used to finance which facili es. These records shall track refunding or par al refunding of any bond issues.

Accurately record the alloca on of bond proceeds to expenditures, including reimbursements. These records

will be used for arbitrage purposes.

Record the alloca on of bond proceeds and funds from other sources in connec on with any bond funded project. Review expenditure of bond proceeds with bond counsel to ensure bond proceeds are used for qualifying costs.

Keep records of private use, if any, of bond financed facili es to ensure the amount of private use of bond

financed facili es. Private use of bond‐financed facili es shall be reviewed once a year (in connec on with the prepara on of annual financial statements). If a change in private use occurs, bond counsel will be consulted to determine of remedial ac on is necessary.

Review with bond counsel prior to the sale or lease of a bond‐financed facility, or the gran ng of a license or

management contract, or any other arrangement allowing private use of a bond financed facility.

VI. Reissuance The City Representa ve will:

Consult with bond counsel to iden fy any post‐issuance change to the terms of bonds which could be treated as a current refunding of “old” bonds by “new” bonds, o en referred to as a “reissuance.”

Consult with bond counsel to determine whether any “remedial ac on” in connec on with a “change of use” must be treated as a “reissuance.”

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FY2015/2016 Approved Budget

Monitor Rock Hill’s financial and strategic plan progress by visi ng the City’s Financial and Performance Dash‐boards located on the City’s transparency webpage at: cityofrockhill/transparency.

Documents

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