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Photo Background: Mariana Pajon, 2012 Olympic Gold medalist and 2014 UCI World Champion, rides the Novant Health BMX Supercross Track during the grand opening on August 23, 2014, while amateur racers gather on the starting hill.

Photo Credit: Gerry King

Budget Adopted June 23, 2014 1

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


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, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, 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 requirements, we are submitting it to GFOA to determine its eligibility for another award.

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

2


The City of Rock Hill’s accountability and transparency efforts earned a 2011 Award for Excellence in Government Finance from the Government Finance Officers Association of the United States and Canada. The City also received the 2014 Certificate of Excellence Award from the International City/County Management Association. Learn about our efforts on pages 42-43.

3

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


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 Sutton Councilmember, Ward 3 Ann Williamson Councilmember, Ward 5

City Staff City Management David B. Vehaun City Manager Gerald E. Schapiro Deputy City Manager James Bagley Deputy City Manager

Management Team Mike Blackmon Fire Chief Kevin Bronson General Services Administrator Monica Croskey Strategy & Performance Manager Phyllis Fauntleroy Human Resources Director Steven Gibson Office of Management & Budget Director Rick Harrah Public Works Director

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

Anne Harty Chief Financial Officer Mike Jolly Electric Utility Director Mark Kettlewell Water/Sewer Utilities Director William Meyer Planning and Development Director John Taylor Parks, Recreation, and Tourism Director Stephen Turner Economic and Urban Development Director Chris Watts Police Chief Spencer & Spencer, P.A. City Attorney

Budget Staff Lisa M. Brown Management Analyst

4


City of Rock Hill Organization Chart Citizens of Rock Hill Mayor and City Council Boards & Commissions

City Attorney

City Manager Deputy City Manager

Deputy City Manager

Operations Administration

Police

Solicitor’s Office*

Information Technology

Fire

Municipal Court*

Electric

Planning & Development

Housing & Neighborhood Services

Water/Sewer Economic & Urban Development Public Works

Human Resources

Finance Office of Management & Budget

Parks, Recreation, and Tourism

General Services Administrator General Services*

Fleet/Purchasing*

Cemetery Services*

Airport*

Grants*

Building Maintenance* Custodial Services*

*Denotes divisions within the organization

5

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


Table of Contents 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

PERFORMANCE BUDGETS

6

Introduction to Performance Budgets

42

Fiscal Year 2014 Performance Results Summary

42

Accountability & Transparency Efforts

43

General Government

44

Office of Management and Budget

51

Human Resources

54

Planning and Development

57

Housing and Neighborhood Services

62

Police

66

Fire

70

Public Works

74

Finance

80

Parks, Recreation, and Tourism

85

Economic and Urban Development

89

Housing Authority

91

Stormwater Fund

92

Electric Fund

93

Water Fund

99

Wastewater Fund

103

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

108

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


Table of Contents FY2013—2015 Strategic Plan

116

Quality Services

119

Quality Places

129

Quality Community

135

BOND SCHEDULES Debt Service Narrative

143

Revenue Bonds

144

General Obligation Bonds

148

Tax Increment Financing Bonds

151

Stormwater Bonds

156

Hospitality Tax Revenue Bonds

158

New Market Recovery Bonds

160

Equipment Lease Purchase

161

Summary of Total Debt Service Requirements

164

CAPITAL SUMMARY Capital Improvement Plan and Process

165

Ranking and Plan Focus

166

Ongoing Operational Impact of Capital Projects

167

FY2015/FY2016 Capital Project Focus

168

Non-routine General Fund

169

Non-routine Enterprise Fund

177

Annual/Routine Replacement

183

General Maintenance

184

PERSONNEL SUMMARY Personnel Summary

185

APPENDIX Budget Ordinance

201

Glossary of Terms

207

Glossary of Acronyms

214

Financial Policies

215

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

7


FY2014/2015 Approved Budget

Monitor Rock Hill’s financial and strategic plan progress by visiting the City’s Financial and Performance Dashboards located on the City’s transparency webpage at: cityofrockhill/transparency.

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

8


City Manager’s Letter It is my privilege to present you with the balanced budget for the fiscal year beginning July 1, 2014 and ending June 30, 2015 which totals $204,138,506. 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 still providing high quality services through excellent The Fiscal Year 2015 balanced service delivery. The recovering economy continues to present a few chalbudget maintains the level of lenges during the development of the Fiscal Year 2015 budget, however, as a service that Rock Hill citizens result of years of fiscal prudence and efficient management of operations, have grown to appreciate and the City of Rock Hill was well positioned to respond to those challenges.

expect while continuing the City’s tradition of fiscal prudence and efficient operations. The approved budget reflects the City’s priorities as outlined in the Strategic Plan. This budget document provides useful information about the City’s financial and performance plans, goals, and policies.

Factors Affecting This Year’s Budget In preparing the annual budget, there are a few main factors that have greatly impacted the decision making process. The City’s health insurance costs have been steadily increasing over the past few years. As a self-insured organization, the City is responsible for paying for any gaps in funding between claims and premiums collected. In previous years, health insurance claims exceed premiums by over $1 million dollars per year. In order to bridge this shortfall, the City budgeted an additional $750,000 contribution to health insurance in Fiscal Year 2014 and an additional $250,000 in Fiscal Year 2015. With these increased contributions, health insurance is adequately funded.

Another factor influencing the 2015 fiscal year budget is an increasing demand for public safety. As our population continues to grow, there is a greater need for more Police and Fire personnel. This fiscal year, the City fully funded four new Police Officers in Patrol in order to add a tenth zone and two Administrative Assistants to help with the increased caseload. With the increased caseload, additional support staff has been added to the Court and Solicitor’s Office. The City has also added one Senior Battalion Chief to better facilitate operations and administration in the Fire Department. The City has also continued to focus on business friendly initiatives this fiscal year. City Management and elected officials continue to meet with the small business leadership group, developers, and community members to determine what ways the City can best assist businesses. The City continues to offer a 10% discount on business license fees to those who pay on time. Additionally, a non-conformity ordinance was extended through this budget year that allows new businesses to occupy non-conforming sites and for existing businesses to expand on non-conforming sites. The City is also carrying on the local preference policy that gives an advantage to our local contractors in matching the lowest bid on City projects. Finally, the city is keeping the business friendly initiative of reimbursing contractors who upsize water and sewer lines. Financial reality on budget process As with any budget process, there are certain financial limitations that are taken into account. The City ‘s financial policies govern the entire 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 operating 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 operating budget for $100,000 in FY 2015 and $500,000 in FY 2016. The City is also funding the second half of Police taser replacement from operating funds. Another example of how the City’s financial policies govern the budget process is with our operating transfer policy. The City uses a formula that presupposes that utility services would have been provided by a privatelyowned 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 2015 and FY 2016 budgets strictly adhere to these types of financial policies.

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

9


City Manager’s Letter Strategic Planning Two years ago, Rock Hill’s City Council and staff developed a set of revised strategic initiatives and a strategic plan. Our strategic plan provides a blueprint for the City’s future by outlining ambitions, setting priorities, and providing performance targets to ensure adequate progress toward making the vision a reality. This Strategic Plan will continue to guide the City through June 30, 2015 at which time a new strategic plan will be adopted. As Rock Hill is a city committed to quality, this year’s budget continues to support providing quality services, developing quality places, and fostering a quality community. Quality Services: This focus area includes some of the most fundamental responsibilities we have as being the local provider for services such as fire, police, water, sewer, electricity, public works, economic development, customer service, and parks, recreation, 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 transformative development projects within our community, such as Riverwalk and Textile Corridor projects. Quality Community: This focus area addresses several quality of life initiatives such as supporting neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encouraging public engagement. Additional information on the Strategic Plan can be found in the Performance Budget section of this document.

Funding by Strategic Initiative Our approved budget distributes Fiscal Year 2015 financial resources by departments and across strategic initiatives in the following manner: Services Places Community Total General Government Office of Management & Budget Human Resources Planning & Develop. Housing & Neighborhood Services Police Fire Public Works Finance Parks, Recreation & Tourism Housing Authority Economic & Urban Dev. Stormwater Utilities Debt Service Non-Departmental Total

10

$10,058,941 $1,866,988 $834,693

$258,955

$3,151,135 $1,341,896 $14,955,042 $8,481,311 $8,176,287 $3,229,527 $3,019,685

$3,884,299 $1,572,150

$1,449,158 $418,260 $2,096,428 $114,027,706 $17,750,183 $1,735,497 $5,830,364 $191,776,314 $6,038,056 $6,324,136

$10,317,896 $1,866,988 $834,693 $3,151,135 $1,341,896 $14,955,042 $8,481,311 $8,176,287 $3,229,527 $6,903,984 $1,572,150 $1,867,418 $2,096,428 $114,027,706 $19,485,680 $5,830,364 $204,138,506

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


City Manager’s Letter A Few Budget Highlights: New Personnel There are 20 new positions included in the Fiscal Year 2014 budget. Of the 20 new positions, 9 are for public safety. These public safety personnel include: 4 Police Officers in Patrol, 2 Administrative Assistants in Police, Senior Battalion Chief in Fire, Clerk II in Court, Administrative Assistant in the Solicitor’s Office, and a Judge in Court. These new positions will uphold our strategic focus areas of providing quality services, places, and community. With the opening of the Fountain Park in the fall, two new positions have been added to the Parks, Recreation, and Tourism Department: a Horticulturist, who is responsible for the specialized needs of this high quality park, and a Recreation Specialist I, who is responsible for maintaining Fountain Park and Downtown greenery. Six positions have been added to our Utility Funds: an Electric Underground Utility Locator, Electric Service Technician III, Environmental Lab Technician in Sewer, Customer Service Clerk in Electric, Customer Service Clerk II in Operations Administration and an Electric Utility Engineer. Previously, the Electric, Water, and Sewer divisions were all apart of the Utilities Department. Beginning in FY15, the Electric Department will be separate from the Water/ Sewer Department. This increased the need for more personnel to better provide each division with the resources to provide high quality utility services. The FY15 budget also includes a new Project Management Supervisor. Due to the increasing number of capital projects, this new supervisor will oversee a group of project managers to better coordinate large-scale investments. An additional Customer Service Clerk has also been added to the Finance Department to help the City investigate additional revenue sources. Budget Summary The Fiscal Year 2015 approved budget totals $204,138,506 a 6.1% increase over last fiscal year. The proposed Fiscal Year 2016 budget totals $213,499,181, a 4.6% increase over Fiscal Year 2015. 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 patterns. Given some improvements in the economy, for the second time in four years the approved Fiscal Year 2014 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 2015. Additionally, fiscal years 2015 and 2016 budgets reflect a continued restoration of the City’s established equipment and vehicle replacement schedule. General Fund The approved Fiscal Year 2015 General Fund budget totals $56,099,326, an increase of 4.9% when compared to last year’s approved budget. The proposed Fiscal Year 2016 General Fund budget totals $57,295,414 a 2.1% increase when compared to Fiscal Year 2015.

Business Licenses $10,000,000 $8,000,000 $6,000,000 $4,000,000

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

FY2016 Recommend ed

FY2015 Budgeted

FY2014 Forecas t

FY2013 Actual

FY2012 Actual

$-

FY2011 Actual

The revenues in the General Fund are predominately property taxes (37%), charges for services (21%), and licenses/permits (14%). The property tax rate remains at 93.5 mills. The City’s taxpayer concentration remains favorable; there is no significant exposure among any certain taxpayer.

FY2010 Actual

$2,000,000

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City Manager’s Letter Utility Enterprise Fund The Utility Enterprise Fund consists of the electric, water, wastewater, stormwater, and water/ Taxpayer Concentration wastewater impact fee funds. Fiscal Year 2015 2010-2013 expenditures for the Utility Enterprise Fund total $140,113,794 a 8.3% increase over last year’s Total Assessed approved budget. The proposed 2016 budget is Tax Year Value $144,768,971 which represents a 3.3% increase 2013 248,318,614 over Fiscal Year 2015. Maintaining aging infrastructure, expanding infrastructure into growing 2012 242,372,603 areas, and using technology to enhance service delivery are priorities for our Utility Fund. 2011

228,345,160

Assessed Value of Top 10 Taxpayers

% Top 10 Total Assessed Value

17,810,811

7.17%

18,559,618

7.66%

17,396,594

7.60%

The Fiscal Year 2015 approved budget includes a 2010 223,396,488 17,801,217 7.97% 6% electric rate increase to cover a 6.7% wholesale electric rate increase. This increase is effective July 1, 2014 and represents a $6.95 increase in the average residential customer’s monthly utility bill. Over the past twenty years, the City’s electric system has absorbed over $166 million worth of rate increases from PMPA. Although we seek to minimize rate increases of any kind to our citizens, this year’s rate increase was a necessity to keep our system in good standing. Fortunately, there are no other rate increases included in this budget. The Fiscal Year 2015 budget also includes Stormwater rate increases on both residential and commercial properties. Residential rates will increase 30%, which represents a $0.71 increase in the average residential customer’s monthly utility bill. Stormwater commercial rates will increase 20-30% based on the square footage of the lot. The proposed Fiscal Year 2016 budget includes a 4% electric rate increase to cover a projected 4% wholesale power rate increase. Our accountability and transparency efforts won the Government Finance Officers Association’s 2011 Award for Excellence in Government.

Conclusion Despite the challenges presented with balancing the Fiscal Year 2015 and Fiscal Year 2016 budgets, Rock Hill’s tradition of fiscal prudence has allowed us to continue 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 visiting the City’s performance and financial dashboards located on the City’s transparency webpage— cityofrockhill.com/transparency. Respectfully submitted,

David B. Vehaun City Manager

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The International City/ County Management Association recognized our performance management program, comparative analysis, and transparency in awarding us the 2013 Certificate of Excellence Award.

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


Budget Highlights During Fiscal Year 2015, the City’s strategic goals will continue 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 $100,000 from the previous budget. Funds have been included to also update the Fire Training Facility in order to help train firefighters. The approved budget includes funding to assist with addressing the Stormwater Plan implementation strategies through residential and commercial rate increases.

Quality Places

Funding for capital improvement work in the Textile Corridor including utility work. The approved budget also includes funding for increased operations in Fountain Park and Downtown.

Quality Community

The Fiscal Year 2015 budget includes funding for the continuation of the successful Weed & Seed program which is a comprehensive approach to community revitalization that uses coordinated crime reduction activities combined with a mix of social, economic, and housing improvement programs in targeted neighborhoods. Budget Challenges this year:

City Financial Profile 2012/2013

2013/2014

2014/2015

Total Budget

$183,222,542

$192,409,564

$204,138,506

General Fund Budget

$51,641,018

$53,475,881

$56,099,326

Total Employees

900

912

932

Property Tax Millage Rate

93.5

93.5

93.5

Fully funding Health care -Claims exceeded premiums by over $1 million dollars last calendar year. -The City budgeted an extra $750,000 to help cover increased health care costs the previous fiscal year. -An additional $250,000 was added to FY15 budget to cover the remaining gap.

Increasing Public safety -Increased need for more public safety personnel -4 New Police Officers were funded for Patrol, adding a tenth zone. -2 New Administrative Officers to assist in Police - Senior Battalion Chief in Fire - Judge in Court - Clerk II in Court - Administrative Assistant in Solicitor’s Office

Continuing Business friendly initiatives -Continued reduction of business license fees by 10% if paid on time -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.

Quick Numbers 

Millage Rate remains at 93.5 mills

6% Electric Rate increase; $6.95 increase for average residential customer

30% Stormwater Residential Rate increase; $0.71 increase for average residential customer. 20-30% Stormwater Commercial Rate increase

Business License Discount offers a 10% reduction for on-time payment.

Fiscal Year 2014-2015 Budget- $204,138,506

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

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Rock Hill at a Glance Rock Hill was founded in 1852 when the Charlotte/Columbia/Augusta Railroad line was being constructed 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 Charlotte, North Carolina along the I-77 corridor. The City operates under the council-manager form of government. Under this organizational structure, the Mayor and Council set policy direction and appoint a city manager who is responsible for implementing those policies efficiently and effectively. 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-partisan basis.

Educational Profile Rock Hill is served by Rock Hill School District 3 and is home to three colleges and universities. 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.

Area Vicinity Map

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 recreation facility. Winthrop has an estimated enrollment of 6,170 students with approximately 18% of these students pursuing post graduate degrees.

York Technical College is a public institution offering both technical and college transfer courses. The College is one of 16 statefunded technical colleges. Under the supervision of the AME Zion Church, Clinton Junior College (founded in 1894) offers associate degrees in business, divinity, and liberal arts.

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Community Arts Profile 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 activities. The Arts Council provides a network for cooperation between cultural organizations and provides the public with a central location for information and tickets. Through the School of Visual and Performing Arts, Winthrop University offers a variety of arts programs each year. Winthrop Galleries, located in Rutledge Building and McLaurin Hall, exhibits the work of local, regional and national artists. The Department of Music and the Department of Theatre and Dance schedule campus performances by guest artists, 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 Charlotte Symphony and provides 4-6 performances. Finally, the York County Concert Ballet offers two fulllength ballets each year. Additionally, the Old Town Association hosts the The Old Town Amphitheater Concert Series. The Concert Series offers national entertainment, on a local level scale, in its 1,200 capacity outdoor concert/event facility.

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


Rock Hill at a Glance Demographics Profile The United States Census Bureau’s July 1, 2013 population estimate for Rock Hill is 69,013.

Rock Hill Population U.S. Census Bureau Estimates 75,000

65,000

Population

60,000 55,000 50,000

68,094

67,339 66,154

70,000

53,014

64,858 61,620 59,554 57,991 54,91656,427

64,858 67,423

69,013

45,000 40,000 35,000

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

30,000

Year

The following table sets forth the 10 largest manufacturing/distribution/office related employers located in the County. Major Employers in York County Unemployment Rate for Employer 1. Wells Fargo Home Mortgage

2,335

2. Ross Distribution

1,790

3. Duke Power– Catawba Nuclear Station

1,228

4. Schaeffler Group USA, Inc..

968

5. CitiFinancial

950

6. U.S. Foodservice, Inc.

750

7. Resolute Forrest Products

613

8. Shutterfly

600

9. Stacy’s, Inc.

523

10. Domtar (HQ)

430

Source: York County Economic Development http://www.ycedb.com/_fileUploads/files/York%20County%20Industrial% 20Directory_2013.pdf

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

Rock Hill

Number of Employees Year

Unemployment Rate

2004

8.6%

2005

8.0%

2006

7.4%

2007

6.3%

2008

8.1%

2009

15.0%

2010

17.4%

2011

15.8%

2012

12.8%

2013

11.1%

15


Rock Hill at a Glance Economics Profile Real Property

Personal Property

Total

Tax Levy Year

Assessed Value

Estimated Actual Value

Assessed Value

Estimated Actual Value

Assessed Value

Estimated Actual Value

2013^ 2012 2011* 2010 2009 2008 2007 2006* 2005 2004

190,793,708 188,688,215 186,482,809 175,709,840 167,855,603 158,437,437 154,070,543 129,105,803 120,531,406 119,951,208

3,879,472,067 3,989,786,667 3,853,110,908 3,777,761,558 3,608,895,467 3,316,099,627 3,224,700,346 2,702,188,890 2,355,935,382 2,300,609,615

60,611,827 58,934,597 55,889,794 52,635,320 55,540,885 55,006,000 52,326,124 46,873,797 48,473,002 42,252,247

678,364,299 654,185,094 592,206,186 575,525,917 608,761,825 614,380,306 584,447,242 523,557,505 503,565,564 426,134,477

251,405,5351 241,959,335 231,535,982 228,345,160 223,396,488 213,443,497 206,396,667 175,979,600 169,004,408 162,203,455

4,557,836,366 4,603,681,528 4,456,036,014 4,353,287,475 4,217,657,292 3,930,479,933 3,809,147,588 3,225,746,395 2,859,500,946 2,726,744,092

___________________ * Year of Reassessment ^ Projected

Classification of Property

2013 Assessed Value*

Real Property (Non-manufacturing)

190,793,708

Vehicles

25,499,060

Manufacturing (Real/Personal)

8,898,589

Marine/Aircraft

698,078

Business Personal Property

13,144,949

Utilities

7,368,367 246,402,7511

Total *projected

Computation of General Fund Legal Debt Margin* 2013/2014 Total Assessed Value Debt Limit– 8% of Total Assessed Value Total Amount of Debt Applicable to Debt Limit Legal Debt Margin

251,405,5351 20,112,443 (17,375,000) $2,737,443

*projected

Note: The City is authorized by state statute to exceed the legal debt margin of 8% , if such additional debt is approved by citizens of the City of Rock Hill. 1

The 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 2013, Industrial Abatement is estimated to be $5,002,784.

16

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


Rock Hill at a Glance Economics Profile City Financial Profile 2011/2012

2012/2013

2013/2014

2014/2015

Total Budget

$179,210,645

$183,222,542

$192,409,564

$204,138,506

Total General Fund Budget

$50,354,619

$51,641,018

$53,475,881

$56,099,326

900

900

912

930

Total Employees per 1,000 Population

13.35

13.22

13.21*

13.25*

Property Tax Millage Rate

93.5

93.5

93.5

93.5

Total Employees

*population estimated

Property Tax Rates Direct and Overlapping Governments Last Ten Tax Years

City General Fund

Rock Hill School District #3 and County* Purpose

2014*

93.5

287.9

381.4

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

2005

102.0

271

373.0

Year

Total

* County rate estimated

Top Five Taxpayers Taxpayer

2013 Property Taxes

Assessed Value

Rock Hill Telephone Company

$525,559

$5,620,950

AMISUB of SC Inc.

$321,266

$3,435,996

Piedmont Medical Center

$180,343

$1,928,806

Atotech USA Inc.

$137,885

$1,474,711

FPRO 401 LCC Etal

$95,230

$1,018,500

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

17


Rock Hill at a Glance Utility System Profile The combined utility 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 residential and commercial customers of the City and its suburbs. The Rock Hill City Council is the rate setting body for all utilities– no State or other authority regulates the City’s utility rates.

Electric System

Water System

The City has operated the electric system since 1911. The electric system consists of six substations which serve 21 distribution feeder circuits of 25,000 volts and four substations which serve 17 distribution feeder circuits at 4,160 volts. The City purchases electric power from Piedmont Municipal Power Agency (PMPA) and Southeastern Power Administration at wholesale rates and retails to local consumers through the City-owned distribution lines. A mutual assistance agreement with 20 other members provides for mutual assistance in extreme emergencies.

The City withdraws water from Lake Wylie, a Duke Energy Company lake constructed in 1915. The distribution system serves an area of approximately 69.43 square miles, including 4.32 square miles outside the City limits. Within the water system, 4.5 million gallons of elevated storage and 3.0 million gallons of ground storage is provided. The water system serves both residential and industrial customers.

Number of Customers - Electric System

Number of Customers - Water System

Last Ten Fiscal Years

Last Ten Fiscal Years

2005

30,127

2005

25,903

2006

31,156

2006

26,927

2007

32,409

2007

28,075

2008

32,917

2008

28,688

2009

32,873

2009

28,779

2010

33,204

2010

29,288

2011

33,126

2011

29,209

2012

33,142

2012

29,427

2013

33,548

2013

29,950

2014

33,859

2014

30,243

Wastewater System The City’s waste and a significant amount of waste collected by York County is treated at the Manchester Creek Treatment Facility. Manchester is a combination trickling filter and activated sludge plant with a 24 million gallons per day capacity. The peak maximum metered flow was 34 million gallons per day, measured in 2003. Number of Customers - Wastewater System Last Ten Fiscal Years

18

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

26,427

27,735

28,828

29,541

29,786

30,286

30,561

30,824

31,296

31,600

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


Rock Hill at a Glance

Monthly Impact of Tax & Utility Rates on Typical Residential Household 2010/2011

2011/20121

2012/2013

2013/2014

2014/2015

Electricity2

$100.93

$104.97

$109.19

$115.76

$122.71

Sanitation including recycling

$18.59

$18.59

$18.59

$18.59

$18.59

Water3

$20.44

$21.46

$21.46

$21.46

$21.46

4

$42.22

$42.22

$44.33

$44.33

$44.33

$32.00

$31.16

$31.16

$31.16

$31.16

$2.37

$2.37

$2.37

$2.37

$3.08

$216.55

$220.77

$227.10

$233.67

$241.33

Sewer

Taxes5 Stormwater

6

Total

Assumptions 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. ft.

Monthly Impact of Tax & Utility Rates on Typical Business

Electricity

2

Sanitation3 Water

4

Sewer5 6

Taxes

Business License7 Stormwater Total

8

2010/2011

2011/20121

2012/2013

2013/2014

2014/2015

$2,262.98

$2,353.50

$2,447.64

$2,594.50

$2,750.17

$388.96

$388.96

$388.96

$388.96

$388.96

$62.94

$66.09

$66.09

$66.09

$66.09

$136.40

$136.40

$143.22

$143.22

$143.22

$127.50

$118.75

$118.75

$118.75

$118.75

$87.49

$74.37

$78.74

$78.74

$78.74

$5.46

$5.46

$5.46

$5.46

$6.55

$3,071.73

$3,143.53

$3,248.86

$3,395.72

$3,552.48

Assumptions 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 conservation 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. ft. total area and a .6 weight factor.

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

19


Budget Process Each year, the City of Rock Hill’s budget is developed in conjunction with the Mayor and City Council, the Office of Management and Budget (OMB), and all other city departments, with opportunities for citizen feedback. Budget Process Developing the Budget Strategic planning sessions precede the official budget process. During these sessions, Council and staff discuss goals and priorities. Every three years these goals and priorities are evaluated and modified extensively with only minor adjustments occurring in the other years. Information from these sessions are then carried over to the budgeting process. The budget process begins in October with a special, comprehensive work session in which OMB meets with all departments to discuss current and future trends, needs, and goals of the City. During this meeting, the City’s budget calendar is reviewed. Departments are then responsible for preparing requests for programs, projects, and initiatives 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 time, OMB prepares revenue estimates for both the current and upcoming two fiscal years. Each department meets individually with OMB to review program budgets and expenditure requests. During these meetings, the goals of each department are reviewed and expenditure requests are evaluated to determine their alignment with the strategic goals and the fiscal resources necessary to fund the requests.

20

Following these meetings, the Office of Management and Budget meets to prepare a draft budget for submission to City Council being sure that the priorities and goals discussed in the strategic planning sessions are appropriately reflected in the recommended budget. This draft budget is submitted to the Mayor and Council at formal budget workshops held in April and May.

Adopting 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 public hearings and two readings are required for formal adoption of the budget. State law requires 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 following page. Two-Year Budgeting The City of Rock Hill uses a two-year budgeting process with the governing body approving the year one budget and being made aware of the projected budget for year two. The two-year budgeting process has several benefits; one of the most obvious benefits is demonstrating how financial decisions in one year affects the future.

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


Budget Calendar FISCAL YEAR 2015 & FISCAL YEAR 2016 BUDGET DEVELOPMENT CALENDAR

January 15, 2014

Budget kick-off meeting

January 23, 2014

Departments will be provided personnel information

January 31, 2014

Personnel confirmations & edits due

February 3, 2014

Departments will be provided expenditure baselines and, if applicable, revenue projections

February 10, 2014

Risk Management provides Office of Management and Budget the city-wide FY2013, FY2014, and FY2015 projected costs for property, auto, liability, and works compensation insurance

February 17, 2014

Revenue and Expenditure data due. This includes: *October through June 2014 revenue projections (if applicable) *October through June 2014 expenditure projections *FY2015 & FY2016 revenue projections (if applicable) *FY2015 & FY2016 expenditure baseline reallocations

March 3, 2014

Issue papers due Requests for new positions to be added to the Pay and Classification manual due Requests for re-organizations due Requests for re-classifications due

March 19-April 4, 2014

Departmental budget reviews with Office of Management and Budget

April 7-21, 2014

Budget Office prepares draft budget for submission to City Council

April 24, 2014

First City Council Workshop

May 8, 2014

Second City Council Workshop

May 23, 2014

Advertise projected budget totals in newspaper

June 9, 2014

Public hearing and budget ordinance first reading at regular City Council meeting

June 23, 2014

Budget ordinance for second reading and adoption

July 1, 2014

New fiscal year begins

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

21


Budgetary Fund Structure The annual budget is comprised of many different types of funds. In creating 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 functions 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, Textile Corridor, and Riverwalk. State Accommodations 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 Option Hospitality Tax is a City tax on lodging, food and beverage sales. The proceeds of this tax are used to fund tourism related activities including local festivals and tourism facilities.

ENTERPRISE FUNDS  The Stormwater Utility Fund maintains and operates the City’s stormwater system.  The Electric Utility Fund maintains and operates the City’s electrical system.  The Water Utility Fund maintains and operates the City’s public water supply.  The Wastewater Utility Fund maintains and operates the City’s wastewater system. IMPACT FEE FUNDS  Fire Impact Fees are collected on new development projects to pay for additional capital expenditures related to the Fire  

Master Plan. Water Impact Fees are collected on new development projects to pay for additional water system capital expenditures. Wastewater Impact Fees are collected on new development projects to pay for additional wastewater system capital expenditures.

Non-Enterprise Funds

Enterprise Funds

General Fund

Tax Increment Surplus

Stormwater

Water

State Accommodations

Local Option Hospitality Tax

Electric

Wastewater

Impact Fees

Fire

Water

Wastewater

22

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


Financial Policies & Strategies Rock Hill budget and financial polices and strategies are governed by South Carolina state law, the City Charter, and generally accepted accounting principles. These laws, strategies, principles, and policies describe ways to amend the budget after adoption, provide for budget controls and budget reporting, and identify appropriate methods for budgeting, accounting, and reporting. Budget Amendments 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 existing 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 approved by City Council. Budget Controls & Reporting 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 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.

Enterprise Fund Transfers & Year Ending Condition In addition 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 established financial policies, the City has been able to reduce the General Fund’s dependency on the utilities fund transfer. From a 1992 high of covering 42% of general fund expenditures, the Fiscal Year 2015 budgeted utilities transfer adheres to the policy and covers 12.0% ($6,730,295) of general fund expenditures. The Fiscal Year 2015 budgeted transfer is $7,123,469 which will cover 12.4% of General Fund Expenditures.

Enterprise Fund Transfer to General Fund: Percent of Gerneral Fund Expenditures Covered

Percentage of General Fund Expenses Covered

35.0% 31.0% 30.0% 25.0% 20.0% 15.0% 10.0%

28.0% 23.0% 17.5% 13.1% 12.7% 10.8% 12.6% 12.0% 10.0% 11.7% 11.2% 11.0% 8.4%

13.4% 12.9% 12.7% 12.3% 12.3% 13.4%

5.0% 0.0%

96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 19 /19 /19 /19 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 / 95 996 997 998 999 000 001 002 003 004 005 006 007 008 009 010 011 012 013 014 19 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

Year

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

23


Financial Policies & Strategies Budgetary & Accounting Systems The accounting policies of the City of Rock Hill conform to generally accepted accounting principles (GAAP) as applicable to governmental units. The Governmental Accounting Standards Board (GASB) is the accepted body for establishing governmental accounting and financial reporting principles. The following is a summary of the more significant policies applicable to revenues and expenditures. Fund Accounting The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate. Funds Governmental Funds are used to account for all or most of a government's general activities. Examples of these activities include public safety, parks, and sanitation 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 operating fund and is used to account for all financial transactions except those required to be accounted for in another fund. Principal sources of revenue are property taxes, licenses and permits, intergovernmental revenues, and sanitation service charges. The expenditures in the General Fund are administration, budget, finance, economic development, fleet maintenance, public safety, general government, public works, housing authority, and parks and recreation. 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 acquisition, construction, or improvement of major general government facilities. The City does not adopt a formal budget for the Capital Projects Fund, although particular projects are detailed within this budget in the "Bond Schedule" section. Enterprise Funds are used to account for the business-type activities of a government. These are activities which are financed and operated in a manner where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. The funds include the Electric, Water, Wastewater, Stormwater, and Impact Fee funds.

Basis of Accounting The accounting and financial reporting 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 liabilities generally are included on the balance sheet.

Governmental fund revenues and expenditures are recognized on the modified accrual basis. Revenues are deemed susceptible 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 liabilities associated with the operation of these funds are included on the balance sheet. Unlike modified accrual basis, this basis includes depreciation, amortization, capital assets donated by private parties, and capital asset purchases are treated as expenses. Fund equity is segregated into contributed capital and retained earnings components. Proprietary fund-type operating statements present increases (revenues) and decreases (expenses) in net total assets. Basis of Budgeting 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 Operating Funds prior to July 1. Project ordinances are adopted for the Special Revenue and Capital projects funds when necessary. All budgets are prepared using the modified accrual basis of accounting. City Council has the authority to amend the budget ordinance. Appropriations lapse at the end of the budget year. Appropriations 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 practice, the City maintains control at the department level. Administrative 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).

24

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


City of Rock Hill, South Carolina窶認iscal Year 2015/2016

TOTAL USES OF FUNDS

EXPENDITURES/ EXPENSES: General Government Public Safety Public Works Purchased Power Parks, Recreation & Tourism Non-Departmental General and Administrative Transfer Operating Transfer Debt Service TOTAL EXPENDITURES/ EXPENSES

ESTIMATED REVENUES: Taxes: Property Taxes-Ad Valorem (.935 Millage per $1,000) Non-ad valorem Taxes Franchise Fees Licenses and Permits Intergovernmental Revenue Charges for Services Operating Transfers Fines and Forfeitures Miscellaneous Revenues TOTAL SOURCES OF FUNDS

3,171,306

$56,099,325 $570,000 $2,214,522 $4,740,865 $3,171,306

4,740,865

2,214,522

56,099,325

570,000

909,807

1,763,500

2,214,522

942,407

2,977,365

2,107,628

$3,171,306

153,871

570,000

$4,740,865

(3,653,130)

6,903,985 1,376,359

17,683,175 24,670,242 8,176,287

$2,214,522

100,941,567

440,867 1,246,830 3,428,857

850,041

14,337,656 79,418,207

1,219,109

15,141,072

1,206,796 2,281,246 5,210,391

22,700

6,419,939

$15,141,072

15,141,072

20,228,847

1,851,596 3,202,219 4,138,550

22,700

11,013,782

$20,228,847

563

20,228,284

256,000

256,000

$256,000

256,000

204,138,506

$375,000 $204,138,506

375,000

375,000

0 6,730,295 19,639,034

18,902,285 24,670,242 42,055,292 79,418,207 7,473,985 5,249,164

$375,000 $204,138,506

375,000

25,816,971 265,104 705,007 9,543,527 3,219,352 155,348,667 6,730,295 913,000 1,596,583

Water Wastewater Total FY Impact Impact Fee 14/15 Budget Fee Fund Fund

$400,000 $100,941,567 $15,141,072 $20,228,847 $256,000

400,000

400,000

$400,000

$100,941,567

100,503,567

$570,000

3,171,306

400,000

$56,099,325

90,000 4,650,865

Local Hosp. Storm- Fire Impact Wastewater Electric Fund Water Fund Fee Fund water Fund Fee Fund Fund

438,000

2,214,522

Tax Inc. Surplus Fund

570,000

Accom. Tax Fund

23,602,448 265,104 705,007 8,512,527 2,559,352 11,653,572 6,730,295 913,000 1,158,020

General Fund

BUDGET SUMMARY Fiscal Year 2014/2015 SOURCES AND USES OF FUNDS

Sources & Uses of Funds

25


26

TOTAL USES OF FUNDS

Parks, Recreation & Tourism Non-Departmental General and Administrative Transfer Operating Transfer Debt Service TOTAL EXPENDITURES/ EXPENSES

Purchased Power

EXPENDITURES/ EXPENSES: General Government Public Safety Public Works

ESTIMATED REVENUES: Taxes: Property Taxes-Ad Valorem (.935 Millage per $1,000) Non-ad valorem Property Taxes Franchise Fees Licenses and Permits Intergovernmental Revenue Charges for Services Operating Transfers Fines and Forfeitures Miscellaneous Revenues TOTAL SOURCES OF FUNDS 90,001 4,867,891 3,208,493

106,408,227

16,409,999

Water Fund

20,814,170

Wastewater Fund

258,000

380,000

26,561,529

Water Im- Wastewater Total FY 15/16 pact Fee Impact Fee Budget Fund Fund

2,288,412

57,295,415

4,957,892

1,738,100

3,219,792

$4,957,892

3,208,493

909,808

2,298,685

$3,208,493

400,000

400,000

$400,000

$57,295,415 $580,000 $2,288,412 $4,957,892 $3,208,493 $400,000

2,288,412 580,000

580,000

$580,000 $2,288,412

936,646

(3,651,557)

6,982,602 1,302,187

17,839,963 25,423,074 8,462,500

$57,295,415

16,409,999

20,814,744

4,106,285

3,308,609

1,851,060

22,700

11,526,090

$20,814,744

574

258,000

258,000

$258,000

$106,906,227 $16,409,999 $20,814,744 $258,000

106,906,227

5,321,870

2,445,208

1,369,651 3,592,391

1,206,387

22,700

7,413,834

440,239

850,049

84,785,949

14,624,789

1,243,158

$106,906,227 $16,409,999

498,000

213,499,183

19,931,514

7,123,468

(153,871)

7,562,602 5,417,428

84,785,949

19,083,121 25,423,074 44,325,897

$213,499,183

$380,000 $213,499,183

380,000

380,000

$380,000

705,014 9,068,284 3,901,602 163,522,807 7,123,469 943,002 1,408,371

400,000

Local Hosp. Stormwater Fire Impact Electric Fund Fee Fund Fund Fee Fund

705,014 8,668,284 2,593,601 11,814,027 7,123,469 943,002 909,797

2,288,412

Tax Inc. Surplus Fund

265,104

580,000

Accom. Tax Fund

265,104

24,273,117

General Fund

BUDGET SUMMARY Fiscal Year 2015/2016 SOURCES AND USES OF FUNDS

Sources & Uses of Funds

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Revenue Summary Revenue Sources: General Fund General Fund Revenues FY2014/2015- Total $56,099,325 Fines 2%

Fiscal Year 2015 The General Fund is budgeted at $56,099,325 for Fiscal Year 2015. This represents a 4.91% increase over the Fiscal Year 2014 adopted budget. There are no general fund rate increases for Fiscal Year 2015. The budget projects increases in general property tax and business license revenue. A summary of the Fiscal Year 2015 General Fund revenue by source is provided in the chart on the right.

Miscellaneous 2%

Licenses/Permits 15%

Property Taxes 43%

Intergovernmental 5%

Charges for Services 21%

Franchise Fees Operating Transfers 12% 1%

General Fund Revenues FY2015/2016- Total $57,295,415 Fines 2%

Miscellaneous 2%

Licenses/Permits 15%

Fiscal Year 2016

Property Taxes 43%

Intergovernmental 4%

Charges for Services 21%

Franchise Fees 1%

The General Fund is budgeted at $57,295,415 for Fiscal Year 2016. This represents a 2.13% increase from the Fiscal Year 2015 adopted budget. There are no general fund rate increases proposed for Fiscal Year 2016. The proposed Fiscal Year 2016 budget includes modest increases in property taxes and business licenses revenue. A summary of the Fiscal Year 2016 General Fund revenue by source is provided on the left.

Operating Transfers 12%

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

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

27


Revenue Summary Major Revenue Sources: General General Property Taxes

Tax Rate (in mills)

Rock Hill SC Property Tax Rates

General property taxes account for 43% of General Fund revenue in fiscal years 2015 and 2016. South Carolina law allows local governments to levy taxes on real and personal property valuations as assessed and equalized according to statutory guidelines (Code of Laws of South Carolina, Chapter 12, Article 3, Section 38 12-43220). The tax rate remains at 93.5 mills in the adopted Fiscal Year 2015 and recommended Fiscal Year 2016 budgets.

100 80 60 40 20 0

Additional History The local tax rate remained steady at 100 mills until 1998 when it was increased to 104 mills to meet the cost of Public Safety initiatives. An additional two mill tax increase was included in the Fiscal Year 2001 budget. 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 mills. A four mill tax increase was included in the Fiscal Year 2005 budget to cover the cost of adding Firefighters to the new fire station. In Fiscal Year 2007, a three mill tax increase funded the addition of a Street Crimes Unit in the Police Department and construction of a new fire station. In Fiscal Year 2012, the tax rate was decreased to 93.5 mills to provide a revenue neutral budget as a result of reassessment. *Year of Reassessment ^ Recommended

Fiscal Year

Charges for Services

Operating Transfers

Charges for Services, such as sanitation fees, cemetery fees, and recreation fees, significantly support many city government operations. In Fiscal Year 2015, charges for services represent approximately 21% of total General Fund revenue. Revenue projections are based on historical trend analysis of each revenue account and additional information provided by city departments.

The operating transfer is comprised of franchise fees, payments in lieu of taxes, and rates of return that are levied on the City’s publicly owned utility as though it were privately held. The City has a financial policy, discussed on page 195, that governs operating transfers. Operating transfers account for 12% of all General Fund revenue in fiscal years 2015 and 2016.

Licenses and Permits

28

Rock Hill SC Business License Revenue Revenue (in millions)

The Business License Fee, which is imposed on any business, occupation, or profession, in whole or in part, within the City limits, is the major source of revenue within this category and accounts for 15% of the General Fund revenues in Fiscal Years 2015 and 2016. The fee consists of a base rate plus a percentage of gross income and varies according to the business classification. License and permit projections are based primarily on historical trend analysis. Beginning in Fiscal Year 2012, the City implemented a 10% reduction of business license fees for businesses who paid their fees before the due date. This practice is projected to continue through Fiscal Year 2015 and Fiscal Year 2016 due to its promotion of job growth.

$10.0 $8.0 $6.0 $4.0 $2.0 $-

$6.9

*Projected ^ Recommended

$6.9

$7.3

$8.1

$8.2

$8.5

$8.7

Fiscal Year

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


Revenue Summary Revenue Sources: Utility Funds

Utility Funds Revenue FY2014/2015 Total $140,113,792 Stormwa ter 2%

Fiscal Year 2015 The Fiscal Year 2015 budget includes a 6% electric rate increase to Rock Hill customers effective July 1, 2014 to partially cover a 6.7% wholesale rate increase from the City’s power provider—Piedmont Municipal Power Agency (PMPA). Stormwater rates also increased 30% for residential customers and 20-30% for commercial customers (based on square footage). The approved budget does not include any other rate increases.

Impa ct Fees 1%

Wa s tewater 14%

Wa ter 11%

El ectri c 72%

Utility Funds Revenue FY2015/2016- Total $147,977,463 Stormwa ter 2% Wa s tewater 14%

Impa ct Fees 1%

Fiscal Year 2016 A summary of the Fiscal Year 2016 Utility Fund revenue by source is provided on the left. A 4% electric rate increase is included in the recommended Fiscal Year 2016 budget to cover a 4% anticipated PMPA wholesale power rate increase.

Wa ter 11%

Electric 72%

Utility Fund Revenue Sources Utility fund revenue are discussed in greater detail on the following pages.

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

29


Revenue Summary Major Revenue Sources: Utility

Rock Hill, SC: Electric Sales Revenue Revenue (in millions)

$120.0

$100.0 $80.0 $60.0 $40.0

$20.0 $FY2010

FY2011

FY2012

FY2013 FY2014* FY2015^ FY2016^ Fiscal Year

Electric Fund Electric sales represent the single largest source of revenue for the City of Rock Hill. The City monitors the Electric revenues closely on a week to week basis in order to project with great accuracy. Fiscal Years 2015 and 2016 estimates are based on historical trends of customer growth that is applied to rate schedules. Electric revenue account for approximately 72% of all Enterprise Fund revenues. A 6% rate increase is included in the approved budget to cover a PMPA rate increase. A 4% electric rate increase is projected for Fiscal Year 2016 to cover an anticipated PMPA wholesale power rate increase.

Wastewater Fund Wastewater fees represent the second largest source of utility revenues for the City. The budget estimates are based on historical trends of customer growth. These fees comprise approximately 14% of all Enterprise revenues. There is no wastewater rate increase included in the Fiscal Year 2015 or Fiscal Year 2016 budget. Water Fund Water revenue estimates are based on historical trends of customer growth and customer water usage patterns. Water revenues account for approximately 11% of all Enterprise revenue. There is no water rate increase included in fiscal years 2015 and 2016 budgets.

Impact Fee Revenue

Stormwater Fund Stormwater fees are imposed on residential and non-residential customers inside the City limits. Currently, residential properties with gross land area less than 10,000 square feet (including apartments) are charged $2.38 per month and residential properties 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 nonresidential property are based on size of property and impervious surface area and vary among properties. Nonresidential properties are increasing in the Fiscal Year 2015 budget, up 20-30% based on square footage. For commercial properties 1-10,000 square feet, the minimum Utility Impact Fees: fee is $3.46. For commercial properties 10,001Water & Wastewater 100,000 square feet, the minimum monthly fee $700,000 is $3.60. Commercial properties more than $600,000 100,001 square feet, the minimum monthly fee is $3.74. The revenues are used to fund drain$500,000 age system improvements, repairs, and mainte$400,000 nance throughout the City. The is no storm$300,000 water rate increase in the proposed Fiscal Year $200,000 2016 budget. $100,000

Impact Fees $In Fiscal Year 2004 the City began implementing fire, water and wastewater impact fees to enwastewater sure that growth pays for related infrastructure * projected ^ budgeted water Fiscal Year improvements. The water and wastewater impact fees are being used to offset a $50 million utility revenue bond. This bond issue has funded over $18.7 million in water improvements, mainly at the water treatment

30

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Revenue Detail Revenue Detail The following pages provided more detailed information regarding revenue sources. 2011/2012. Actual

2012/2013. Actual

2013/2014. Budget

2013/2014. Estimated

2014/2015. Approved

2015/2016. Proposed

19,764,006 1,819,160 216,634 0 694,149 22,493,950

19,942,336 2,085,830 215,618 106,913 812,817 23,163,513

20,704,000 2,100,000 221,190 120,000 0 23,145,190

20,399,611 2,228,342 221,190 120,000 0 22,969,143

20,935,727 2,320,000 226,720 120,001 0 23,602,448

21,500,727 2,420,000 232,388 120,002 0 24,273,117

Property Taxes - not on assess value Manufacturer's Exemptions Merchants Inventory Taxes Total Property Taxes - not on assess value

71,778 146,118 217,896

76,828 194,824 271,652

71,800 194,850 266,650

70,254 146,118 216,372

70,254 194,850 265,104

70,254 194,850 265,104

Other Taxes Franchise Taxes Total Other Taxes

684,465 684,465

720,142 720,142

705,000 705,000

733,087 733,087

705,007 705,007

705,014 705,014

7,324,483 650 7,325,133

8,109,230 870 8,110,100

7,400,000 500 7,400,500

8,365,148 450 8,365,598

8,512,527 500 8,513,027

8,668,284 500 8,668,784

Intergovernmental Aid to Subdivisions Total Intergovernmental

900,963 900,963

1,427,289 1,427,289

1,437,738 1,437,738

1,435,504 1,435,504

1,427,266 1,427,266

1,427,266 1,427,266

Federal Grants Police - COPS R.F.A.T.S. Federal Transit Grants FTA 5307 Grant SC-90-x235 Operating-Categorical Total Federal Grants

216,126 245,040 19,831 180,496 0 661,492

159,301 191,670 0 205,554 107,871 664,395

0 200,000 0 193,300 0 393,300

0 143,650 0 156,625 0 300,275

0 215,000 0 215,660 0 430,660

0 225,000 0 231,104 0 456,104

State Government Grants State Grant Planning SMTF Recreation - PARD Total State Government Grants

69,409 12,565 81,974

0 0 0

124,950 10,000 134,950

108,209 7,640 115,849

135,425 10,000 145,425

144,231 10,000 154,231

Local Government- Payment in Lieu of Taxes Housing Authority Total Local Gov - Pmt in Lieu of Taxes

52,432 52,432

56,678 56,678

60,000 60,000

57,334 57,334

60,000 60,000

61,500 61,500

Charges for Services Grave Fees Monument Marker Placement Fee Sale of Cemetery Lots Zoning Permits & Fees Plan Checking Fees Planning Printing/Duplicating Building Permits

122,386 2,040 151,953 25,965 15,289 9 898,889

128,862 2,160 111,068 19,985 85,589 (34) 653,250

120,000 2,000 120,000 26,000 10,000 0 730,000

113,300 2,704 111,706 18,990 104,477 61 836,716

112,000 2,000 118,000 0 127,650 0 840,000

110,000 2,000 116,000 0 98,675 0 850,000

(500) GENERAL FUND General Property Taxes Real Property Taxes Personal Property Taxes Manchester/Tech Park LMD Assessment Revenue Manchester/Tech Park Total General Property Taxes

Business Licenses & Permits Business Licenses Other Total Business Licenses & Permits

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

31


Revenue Detail 2011/2012. Actual 10,774 13,721 3,010 23,265 4,915 5,020 3,550 1,280,786

2012/2013. Actual 7,630 6,111 1,670 12,947 5,655 7,080 3,550 1,045,523

2013/2014. Budget 12,000 13,000 3,000 25,501 4,000 8,000 3,550 1,077,051

2013/2014. Estimated 0 0 0 0 9,026 12,363 3,550 1,212,893

2014/2015. Approved 0 0 0 0 4,000 8,000 3,550 1,215,200

2015/2016. Proposed 0 0 0 0 4,000 8,000 3,550 1,192,226

General Government Other Revenues - All Others Fuel Sales to Other Agencies Miscellaneous Planning Revenue Total General Government

23,429 231,844 1,631 256,903

(25,176) 180,650 603 156,077

75,002 210,000 2,000 287,002

64,496 158,352 1,350 224,198

75,003 215,000 2,000 292,003

75,004 220,000 2,000 297,004

Public Safety Special Fire Protection Services Juvenile Restitution-County Cl Jail Telephone Revenue Police Revenue - Records Unit Parking Tickets Victim Assistance Police Rev Police False Alarms Fire False Alarms Failure to register alarms Reinspection Fee Total Public Safety

82,109 11,950 239 3,019 3,915 0 35,350 875 0 0 137,458

87,520 12,199 361 4,260 938 0 40,100 4,375 0 0 149,752

84,000 0 200 5,500 5,000 0 45,000 800 0 60,000 200,500

87,665 0 337 4,248 40 0 28,650 2,875 0 8,750 132,565

87,520 0 200 3,000 3,000 0 30,000 5,000 0 12,000 140,720

87,520 0 200 3,000 3,000 0 30,000 5,000 0 12,000 140,720

Sanitation Refuse Charges - Residential Refuse Charges - Commercial Refuse Charges - Miscellaneous Refuse Chrgs-Apts w/Dumpsters Cardboard Cardboard Container Rental Comingle Newsprint RHSD Recycling Sale of Refuse Containers Demolition Total Sanitation

4,163,503 1,771,437 0 583,763 145,326 30,683 17,348 82,901 0 27,107 11,129 6,833,197

4,202,191 1,813,384 56 595,977 133,838 (13,353) 10,950 18,504 0 24,285 15,300 6,801,132

4,392,889 1,850,000 0 600,413 97,232 44,001 8,800 60,001 0 25,001 12,000 7,090,336

4,265,118 1,823,073 5,650 607,874 164,419 (27,049) 300 24,653 0 33,705 18,209 6,915,952

4,478,864 1,911,201 59 628,125 108,000 44,001 8,000 20,000 0 40,000 12,000 7,250,251

4,558,583 1,945,602 60 639,431 108,000 44,002 8,000 20,000 0 40,000 12,000 7,375,679

Recreation Gate admission fee PRT Programs - General PRT Programs - Athletics Vending Concessions Regional Park Concessions Rentals Other Recreation Revenues Special events - athletics York County Rec assistance Accom tax gen fund portion Total Recreation

105,155 231,124 191,539 661 204,706 110,913 (338) 5,740 475,824 0 1,325,324

119,349 237,423 219,860 677 226,209 91,919 (3,021) 15,578 491,050 42,531 1,441,574

120,001 200,002 190,000 550 205,000 93,000 500 12,000 491,050 50,000 1,362,103

151,366 210,986 212,656 253 270,232 158,179 682 8,840 506,273 50,000 1,569,467

125,000 240,000 230,000 550 235,000 105,000 500 12,000 506,000 50,000 1,504,051

130,000 240,000 240,000 550 240,000 105,000 500 12,000 506,000 50,000 1,524,050

Plumbing Permits Electrical Permits Gas Permits Mechanical Permits Occupancy Inspection Reinspection Fees Maint & Security (Tech Park) Total Charges for Services

32

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Revenue Detail 2011/2012. Actual

2012/2013. Actual

2013/2014. Budget

2013/2014. Estimated

2014/2015. Approved

2015/2016. Proposed

General Fund Charge-Offs Charge Off Collections Total General Fund Charge-Offs

(31,048) (31,048)

26,321 26,321

38,006 38,006

(35,409) (35,409)

38,766 38,766

39,541 39,541

Court Fines Court Fines Victim Assistance Court Rev Victim Assistance Rev-All Total Court Fines

604,233 0 113,132 717,365

679,791 0 116,003 795,793

670,000 0 115,000 785,000

615,529 0 108,356 723,885

700,000 0 125,000 825,000

720,000 0 135,001 855,001

Investment Earnings Interest Revenues-General Interest Rev-Bond Trustees Total Investment Earnings

0 117 117

1,046 153 1,199

0 20,001 20,001

132 0 132

0 20,001 20,001

0 20,001 20,001

Rents and Royalties Rent City Real Property-Bldgs Rent - Downtown Parking Fixed Base Operator-Arpt Rent Aircraft Storage and Access Fuel Flow Revenue Concession Fees Owner Service Area Non-Aviation Rents Miscellaneous Revenue Reserved-Sullivan Tennis Reserved Clean & Green Total Rent and Royalties

26,696 44,859 107,544 21,224 16,082 3,343 89 40,589 600 40,184 13,114 314,323

26,020 29,640 111,406 21,329 15,454 5,700 97 31,641 200 34,319 20,287 296,095

30,001 35,001 111,540 21,923 16,800 3,600 200 33,461 200 50,001 20,000 322,727

26,351 37,457 110,460 19,852 14,524 3,600 31 36,545 600 47,153 23,127 319,700

36,000 35,001 112,000 22,000 15,500 3,600 200 34,000 200 52,000 5,000 315,501

36,000 35,001 114,000 22,000 16,000 3,600 200 35,000 200 53,000 5,000 320,002

Proceeds- Cap Asset Disposition Sale of Surplus, Scrap, Etc Sale of City Property - Land Sale of Inventory Capital Leases Total Proceeds

366,329 21,752 600 1,901,332 2,290,013

522,165 (15,293) 0 9,437,456 9,944,328

600,000 5,000 2,000 0 607,000

600,586 206 0 3,954,965 4,555,757

950,000 5,000 2,000 0 957,000

700,000 5,000 2,000 0 707,000

Operating Transfers From Utilities Funds Total Operating Transfers

6,504,240 6,504,240

6,398,276 6,398,276

6,584,372 6,584,372

6,584,352 6,584,352

6,730,295 6,730,295

7,123,469 7,123,469

Other Revenue Other Miscellaneous Discounts 3rd Party Damages Recovered 3rd Party Damages Recov-Police Reimbursement - HA Costs Police Mortgage Loan Pymts Total Other Revenue

570 0 24,140 12,151 1,602,114 2,326 1,641,301

630 0 9,603 58,194 1,433,834 1,317 1,503,579

1,000 0 35,001 0 1,518,953 3,500 1,558,454

0 0 21,007 15,172 1,480,808 2,977 1,519,964

1,000 0 30,000 0 1,626,100 4,500 1,661,600

1,000 0 30,000 0 1,654,100 4,500 1,689,600

$51,404,657

$62,945,394

$53,475,881

$57,916,618

$56,099,325

$57,295,415

TOTAL GENERAL FUND

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

33


Revenue Detail 2011/2012. Actual

2012/2013. Actual

2013/2014. Budget

2013/2014. Estimated

2014/2015. Approved

2015/2016. Proposed

289,422 $372,435

537,994 $537,994

500,000 $500,000

523,799 523,799

570,000 $570,000

580,000 $580,000

108,046 136,166 (5,056) 330,377 356,254 856,987 $1,782,773

101,089 95,734 0 309,105 361,988 887,641 $1,755,557

132,481 122,000 0 340,000 360,446 890,000 $1,844,927

132,481 122,000 0 312,395 351,469 1,069,034 1,987,379

133,000 122,001 0 342,000 360,000 1,257,521 $2,214,522

133,001 122,002 0 345,000 395,000 1,293,408 $2,288,412

7,773 0 684,137 3,345,018 90,340 0 0 $4,127,269

87,720 93,553 793,456 3,491,902 80,460 1,750 3,479 $4,552,319

60,001 100,000 767,103 3,469,471 80,000 10,000 0 $4,486,575

56,183 90,765 812,244 3,676,262 98,700 0 0 4,734,154

60,001 90,000 829,142 3,670,522 81,200 10,000 0 $4,740,865

60,002 90,001 870,599 3,844,872 82,418 10,000 0 $4,957,892

381,751 $381,751

242,306 $242,306

300,000 $300,000

460,651 $460,651

400,000 $400,000

400,000 $400,000

(18,717) 2,397,496 81,929 0 0 $2,460,708

9,920 2,473,308 69,440 7,011 0 $2,559,679

0 2,379,375 70,000 0 0 $2,449,375

(15,047) 2,500,606 101,610 0 0 2,587,169

0 3,101,306 70,000 0 0 $3,171,306

0 3,137,443 71,050 0 0 $3,208,493

(873,034) 78,236,905 (42,479) 55,568 17,590 1,321,863 346,924 20,100 16,402 180,666 (122,888) (15,417) 30,799 802,048

304,178 81,542,604 (20,134) 59,572 56,950 1,427,456 374,896 26,450 (4,804) 118,661 218,061 13,561 30,780 837,765

220,592 90,408,669 (2,040) 59,000 25,500 1,366,191 364,140 25,500 0 158,100 316,200 15,300 0 925,344

160,161 89,925,661 (2,500) 57,510 86,359 1,506,372 394,231 19,800 (7,641) 192,992 (206,739) (18,401) 0 878,253

0 96,797,354 (2,000) 70,000 75,000 1,438,688 400,000 20,000 0 150,000 322,524 10,000 0 945,000

0 102,655,515 (2,000) 50,000 46,500 1,470,236 400,000 20,000 0 150,000 328,974 10,000 0 982,000

(502) ACCOMMODATIONS TAX FUND Intergovernmental Accommodations Fee-State TOTAL ACCOMMODATIONS FUND

(504) TAX INCREMENT SURPLUS FUND Downtown - City Textile Corridor - City LMD Assessment Revenue Downtown - County Textile Corridor - County Riverwalk Assessment Revenue TOTAL ACCOMMODATIONS FUND (506) LOCAL OPTION HOSPITALITY TAX FUND Admissions tax RZDB Subsidy Lodging Restaurants LOP Sunday Alcohol Sales Interest Revenues-General IF Transfers in-____ Fund TOTAL HOSPITALITY FUND (553) FIRE IMPACT FEE Impact fees - Fire TOTAL FIRE IMPACT FEE FUND (700) STORMWATER FUND Charge Off Collections Stormwater Revenues Stormwater Erosion Control Rev Interest Revenues-General Interest Rev-Bond Trustees TOTAL STORMWATER FUND (725)ELECTRIC FUND York Co - Pennies for Progress Electric Sales Smart Switch Other Electric Revenue Electric Underground Security Lights Service Connection Fees Utility Theft Fee Charge Off Collections Traffic Signalization Reimb Charge Off Collections Penalty-Charge Offs Forward Purchase Contracts Late Pymt Fee

34

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Revenue Detail 2011/2012. Actual

2012/2013. Actual

2013/2014. Budget

2013/2014. Estimated

2014/2015. Approved

2015/2016. Proposed

289,422 $372,435

537,994 $537,994

500,000 $500,000

523,799 523,799

570,000 $570,000

580,000 $580,000

25,860 52,913 138,510 79,936 0 265,000 24,000 0 51,027 265,000 $80,877,293

27,690 33,533 1,708,872 34,204 0 265,000 0 0 50,073 265,000 $87,370,368

36,414 50,001 0 40,000 0 265,005 0 0 30,001 265,005 $94,568,922

29,435 20,999 0 38,046 0 265,000 0 0 2,068,000 265,000 $95,672,538

30,000 50,001 0 35,000 0 265,000 0 0 70,000 265,000 $100,941,567

30,000 50,002 0 35,000 0 365,000 0 0 50,000 265,000 $106,906,227

0 12,599,580 299,656 73,105 8,775 195,373 1,021 28 76,789 (43,776) 1,826 $13,212,377

0 12,557,997 270,096 97,877 16,850 170,636 0 0 69,274 32,236 576 $13,215,543

349,573 13,363,106 365,743 76,500 10,000 173,400 1,104 221 208,080 31,212 0 $14,578,939

0 12,608,904 263,300 110,690 16,057 168,553 0 0 202,971 (33,406) 2,202 $13,339,271

349,576 13,956,548 300,000 100,000 20,000 176,868 0 0 208,080 30,000 0 $15,141,072

349,580 15,241,934 300,000 90,000 10,000 180,405 0 0 208,080 30,000 0 $16,409,999

17,536,668 69,494 5,840 2,110 0 0 39,972 108,749 67 0 (70,055) (1,532) $17,691,314

18,815,834 13,757 13,140 (0) 4,151 0 0 93,193 0 0 57,462 43,418 $19,040,955

19,480,476 36,414 10,404 2,040 0 0 0 93,847 552 0 31,212 0 $19,654,945

19,215,374 13,633 10,684 1,250 3,199 3,829 22,907 90,424 0 0 (68,999) 0 $19,292,301

20,053,142 37,142 5,000 0 0 0 0 93,000 563 0 40,000 0 $20,228,847

20,638,285 37,885 5,000 0 0 0 0 93,000 574 0 40,000 0 $20,814,744

169,456 $169,456

225,798 $225,798

225,000 $225,000

270,714 $270,714

256,000 $256,000

258,000 $258,000

254,982 $254,982

364,999 $364,999

325,000 $325,000

447,400 $447,400

375,000 $375,000

380,000 $380,000

(502) ACCOMMODATIONS TAX FUND Intergovernmental Accommodations Fee-State TOTAL ACCOMMODATIONS FUND

Service Chrg-Returned Checks Interest Revenues-General Interest Rev-Prem. Amort. Riverwalk Assessment Revenue Reserved-Capital Lease Restricted Land Sale Revenues Sale of Assets- Contra Acct Insured Damages Recovered 3rd Party Damages Recovered Contrib to Util Oper York Cty TOTAL ELECTRIC FUND

(726) WATER FUND BABS Water Sales Irrigation sales Water Tap Fees Other Water Revenues Cellular antenna rents Water Surcharge Interest Surcharge Fort Mill Debt Service Charge Off Collections 3rd Party Damages Recovered TOTAL WATER FUND (727) WASTEWATER FUND Sewer Charge Sewer Charge-BOD/TSS Sewer Service Connections Sewer Surcharge Sewer Capacity Fee - Red River Sewer Capacity Fee Tools Fork Sewer Capacity Fee - I-77 Sampling & Monitoring Fee Interest Surcharge Reinspection Fee Charge Off Collections Interest Rev-Bond Trustees TOTAL WASTEWATER FUND

(735) WATER IMPACT FEE FUND Impact fees - water TOTAL WATER IMPACT FEE FUND (736) WASTEWATER IMPACT FEE FUND Impact fees - sewer TOTAL WASTEWATER IMPACT FEE FUND

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

35


Revenue Detail FUND LEVEL SUMMARY General Fund Accommodations Tax Tax Increment Surplus Local Hospitality Tax Fire Impact Fee Stormwater Fund Electric Fund Water Fund Wastewater Fund Water Impact Fee Wastewater Impact Fee Fund Total Revenues

2011/2012. Actual

2012/2013. Actual

2013/2014. Budget

2013/2014. Estimated

2014/2015. Approved

2015/2016. Proposed

$51,404,657 $372,435 $1,782,773 $4,127,269 $381,751 $2,460,708 $80,877,293 $13,212,377 $17,691,314 $169,456 $254,982 $172,735,015

$62,945,394 $537,994 $1,755,557 $4,552,319 $242,306 $2,559,679 $87,370,368 $13,215,543 $19,040,955 $225,798 $364,999 $192,810,911

$53,475,881 $500,000 $1,844,927 $4,486,575 $300,000 $2,449,375 $94,568,922 $14,578,939 $19,654,945 $225,000 $325,000 $192,409,564

$57,916,618 $523,799 $1,987,379 $4,734,154 $460,651 $2,587,169 $95,672,538 $13,339,271 $19,292,301 $270,714 $447,400 $197,231,994

$56,099,325 $570,000 $2,214,522 $4,740,865 $400,000 $3,171,306 $100,941,567 $15,141,072 $20,228,847 $256,000 $375,000 $204,138,506

$57,295,415 $580,000 $2,288,412 $4,957,892 $400,000 $3,208,493 $106,906,227 $16,409,999 $20,814,744 $258,000 $380,000 $213,499,183

Approved Fiscal Year 2015 Rate and Fee Changes

Electric Rate

6% increase to cover 6.7% purchased power wholesale rate increase

Business License Fee

10% on-time payment discount

Stormwater Rate

30% Residential increase; 20-30% Commercial increase to fund capital projects

Projected Fiscal Year 2016 Rate and Fee Changes

Electric Rate

36

4% increase to cover projected purchased power wholesale rate increase

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Expenditure Summary Expenditure Observations General Fund General Fund departments continue to control costs to reduce the dependency on the Enterprise Fund transfer. The transfer for Fiscal Year 2015 covers approximately 12% of General Fund expenses, down from as much as 42% in 1990. General Fund expenditures for Fiscal Year 2015 are budgeted at $56,099,326 a 4.91% increase when compared to Fiscal Year 2014. Personnel expenditures (salaries and salary additives) make up 71% of the total general fund expenditures ($39.5 million). The Fiscal Year 2015 budget reflects a modified pay-for -performance program with a 2% performance compensation base wage increase. Personnel expenses have also increased as a result of increasing health costs. The approved Fiscal Year 2015 budget reflects a 25% increase in capital spending when compared to Fiscal Year 2014. This is the City’s continuing to invest in infrastructure and economic development projects including the BMX Supercross Track, Fountain Park, and Bleachery area developments. Additionally, the Fiscal Year 2015 budget includes replacing vehicles according to our equipment replacement program totaling over $5.6 million.

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

Enterprise Funds Despite the current challenges, the outlook for our region is still favorable and the City continues 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 section provides more information on these projects. Enterprise Fund expenditures are budgeted at $140,113,792, a 6.31% increase compared to Fiscal Year 2014. Similar to the General Fund, personnel expenditures have greatly increased with healthcare costs and the modified employee pay-forperformance program. The Fiscal Year 2015 approved budget includes a 6% electric rate increase to cover a 6.7% PMPA wholesale rate increase, as well as Stormwater rate increases on Residential and Commercial properties.

37


Expenditure Summary Expenditures Summary FUND LEVEL SUMMARY General Fund Accommodations Tax Tax Increment Surplus Local Hospitality Tax Fire Impact Fee Stormwater Fund Electric Fund Water Fund Wastewater Fund Water Impact Fee Wastewater Impact Fee Fund Total Revenues

2011/2012. Actual

2012/2013. Actual

2013/2014. Budget

2013/2014. Estimated

2014/2015. Approved

2015/2016. Proposed

$51,404,657 $372,435 $1,782,773 $4,127,269 $381,751 $2,460,708 $80,877,293 $13,212,377 $17,691,314 $169,456 $254,982 $172,735,015

$62,945,394 $537,994 $1,755,557 $4,552,319 $242,306 $2,559,679 $87,370,368 $13,215,543 $19,040,955 $225,798 $364,999 $192,810,911

$53,475,881 $500,000 $1,844,927 $4,486,575 $300,000 $2,449,375 $94,568,922 $14,578,939 $19,654,945 $225,000 $325,000 $192,409,564

$53,481,141 $550,000 $3,075,120 $4,669,108 $439,746 $2,457,969 $94,554,565 $13,322,613 $19,214,004 $225,000 $325,000 $192,314,266

$56,099,325 $570,000 $2,214,522 $4,740,865 $400,000 $3,171,306 $100,941,567 $15,141,072 $20,228,847 $256,000 $375,000 $204,138,506

$57,295,415 $580,000 $2,288,412 $4,957,892 $400,000 $3,208,493 $106,906,227 $16,409,999 $20,814,744 $258,000 $380,000 $213,499,183

Fiscal Year 2015 General Fund Expenditures by Category Capital Expense 7% Operating Expense 25%

Personnel Expense 68%

Fiscal Year 2015 Enterprise Funds Expenditures by Category NonOperating Expense 17% Capital Expense 6%

Personnel Expense 8%

Operating Expense 69%

38

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Expenditure Summary 2012/2013. Actual

2013/2014. Budget

Personnel Operating Capital Total

3,197,024 233,250 50,355 $3,480,629

3,610,627 1,773,323 194,901 $5,578,851

Personnel Operating Capital Total

1,167,968 194,557 7,991 $1,370,517

1,062,817 227,220 8,389 $1,298,426

Personnel Operating Capital Total

665,795 182,691 0 $848,486

646,420 188,224 0 $834,644

Personnel Operating Capital Total

6,861,841 864,347 301,782 $8,027,969

6,960,863 756,749 358,377 $8,075,988

Personnel Operating Capital Non-operating Total

10,181,841 2,030,555 558,984 27,072 $12,798,452

10,702,572 2,155,580 926,958 25,751 $13,810,861

Personnel Operating Capital Total

3,372,908 3,208,573 1,609,903 $8,191,384

3,411,414 2,939,378 1,650,674 $8,001,466

3,060,388 3,187,812 1,560,114 $7,808,314

3,289,933 2,971,080 1,915,274 $8,176,287

3,341,130 2,964,092 2,157,277 $8,462,500

Personnel Operating Capital Total Parks, Recreation, Tourism Personnel Operating Capital Total Economic & Urban Development Personnel Operating Capital Total

2,451,769 707,173 41,147 $3,200,090

2,265,980 804,986 48,000 $3,118,966

2,362,323 740,908 57,525 $3,160,755

2,359,848 824,678 45,000 $3,229,527

2,395,034 834,877 0 $3,229,911

3,473,988 3,141,335 263,291 $6,878,614

3,607,948 3,000,243 167,295 $6,775,486

3,503,995 3,099,439 145,096 $6,748,530

3,554,581 3,063,471 285,932 $6,903,984

3,694,665 3,134,165 153,771 $6,982,602

1,057,791 725,239 55,316 $1,838,346

1,087,634 801,522 55,000 $1,944,157

1,063,846 747,670 44,259 $1,855,774

1,001,585 840,833 25,000 $1,867,418

1,002,956 840,567 25,000 $1,868,523

DEPARTMENTAL LEVEL SUMMARY

2013/2014. Estimated

2014/2015. Approved

2015/2016. Proposed

4,523,817 1,960,236 203,274 $6,687,327

4,615,332 1,910,386 310,729 $6,836,446

1,188,756 246,690 16,582 $1,452,028

1,179,892 218,941 16,582 $1,415,415

634,771 190,516 0 $825,287

655,001 179,693 0 $834,693

667,510 179,693 23,320 $870,523

6,973,667 863,856 349,058 $8,186,582

7,184,614 714,442 582,255 $8,481,311

7,321,072 714,846 951,674 $8,987,593

10,755,298 11,538,406 2,012,680 2,236,003 1,194,120 1,154,881 15,823 25,751 $13,962,098 $14,955,042

11,869,861 2,072,514 1,197,657 25,752 $15,165,784

General Government 3,367,583 1,786,467 148,477 $5,302,527

Management & Budget 1,082,520 253,276 8,389 $1,344,186

Human Resources

Fire

Police

Public Works

Finance

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

39


Expenditure Summary 2014/2015. Approved

2015/2016. Proposed

1,557,726 51,476 $1,609,201

1,461,041 57,913 0 $1,518,953

1,477,992 57,913 0 $1,535,905

2,086,999 770,837 56,000 $2,913,836

1,964,311 572,832 75,507 $2,612,649

2,157,133 862,022 131,981 $3,151,135

2,198,597 888,577 109,470 $3,196,644

954,010 210,725 -5,839 $1,158,897

932,814 326,798 43,000 $1,302,612

867,766 362,585 43,425 $1,273,777

974,203 322,692 45,000 $1,341,896

996,472 322,818 25,000 $1,344,290

715,898 436,420 620,056

830,887 566,143 536,530

732,148 1,092,312 433,302

854,320 555,527 697,781

863,938 507,130 773,745

Non-operating* Total

682,786 $2,455,159

515,815 $2,449,375

528,588 $2,786,350

1,063,678 $3,171,306

1,063,679 $3,208,493

Personnel Operating Purchased Power Capital

5,359,049 9,341,048

5,556,515 8,074,882

5,764,674 6,879,481

6,378,388 8,231,925

6,555,333 8,228,530

67,808,030 432,377

74,127,833 1,490,633

72,713,106 1,724,012

79,418,207 1,496,491

84,785,949 1,934,134

Non-operating* Total

8,608,548 $91,549,052

5,319,059 $94,568,922

6,096,514 5,416,557 $93,177,787 $100,941,568

2,013,848 2,920,616 1,537,582

2,029,178 2,688,132 1,589,214

9,279,796 $15,751,842

8,037,416 $14,343,940

2,147,677 4,516,099 4,763,550

2,202,956 4,452,689 4,046,237

2,336,322 $13,763,647

8,953,063 $19,654,945

DEPARTMENTAL LEVEL SUMMARY

2012/2013. Actual

2013/2014. Budget

1,550,931 52,323 0 $1,603,254

1,483,514 59,262 0 $1,542,776

1,888,671 628,397 39,978 $2,557,046

2013/2014. Estimated

Housing Authority Personnel Operating Capital Total Planning and Development Personnel Operating Capital Total Housing & Neighborhood Svcs Personnel Operating Capital Total Stormwater Personnel Operating Capital

Electric

5,402,281 $106,906,227

Water Personnel Operating Capital Non-operating* Total

1,884,266 3,660,493 2,412,491

2,025,887 2,761,207 1,655,546

8,124,199 8,698,433 $16,081,449 $15,141,072

2,049,679 2,761,729 2,625,127 8,973,465 $16,410,000

Wastewater Personnel Operating Capital Non-operating* Total

2,194,576 5,080,494 4,659,423

2,297,255 4,512,071 4,227,157

8,364,958 9,192,365 $20,299,451 $20,228,847

2,347,679 4,492,996 4,708,115 9,265,954 $20,814,744

*Includes non-departmental and debt service. Divisional level expenditure information is available on pages 44-90.

40

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budget Overview Performance Budgets Performance Budget Overview Introduction to Performance Budgets

42

FY2014 Performance Results

42

Accountability & Transparency Efforts

43

Performance Budgets General Government

44

Office of Management & Budget

51

Human Resources

54

Planning and Development

57

Housing and Neighborhood Services

62

Police

66

Fire

70

Public Works

74

Finance

80

Parks, Recreation, and Tourism

85

Economic and Urban Development

89

Housing Authority

91

Stormwater Fund

92

Electric Fund

93

Water Fund

99

Wastewater Fund

103

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

108

FY2013—2015 Strategic Plan City of Rock Hill Strategic Plan

116

Quality Services

119

Quality Places

129

Quality Community

135

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

41


Performance Budget Overview Introduction to Performance Budgets This section 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 allocation of resources by reminding City leaders and staff of the established priorities, consequently improving the City’s ability to accomplish its goals. There are four sub-sections included in the Performance Budget section: FY2014 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 2014. The full report is available at cityofrockhill.com/transparency. Accountability & Transparency Efforts– provides information on the various efforts the City has undertaken to champion open and accessible government. Our efforts earned the Government Finance Officers Association’s (GFOA) 2011 Award for Excellence in Government and the Alliance for Innovation’s 2010 Outstanding Achievement in Innovation Award. Performance Budgets— provides high level summaries of performance measurement, expenditure, and personnel information for departments and divisions. FY2013—FY2015 Strategic Plan—while the performance budget section highlights a few performance measures, the Strategic Plan section provides the City’s official Strategic Plan in its entirety. Our Strategic Plan and Performance Dashboard earned the International City/County Management Association (ICMA) 2014 Certificate of Excellence for Performance Management.

Fiscal Year 2014 Performance Results Summary The City met 82% of the performance targets that were due in Fiscal Year 2014. 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 2015, the City will continue to use its resources to address the priorities set forth in the FY2013-2015 Strategic Plan. FY2014 Performance Results Strategic Focus Area

Targets Met (Percent)

Targets Not Met (Percent)

Unavailable

All Focus Areas

82%

17%

1%

Quality Services

79%

19%

2%

Quality Places

80%

20%

0%

Quality Community

89%

11%

0%

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

42

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


Performance Budgets Accountability & Transparency Efforts To assist with providing the community with updates on revenues, expenditures, and progress at addressing the goals and meeting 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 information specific to Rock Hill. What information is provided on the Dashboards? Information on the City’s progress at meeting performance targets ranging from reducing crime to meeting 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 timelines with narrative information. When available, historical performance data are included to offer added context.

How often 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 times) or annually (e.g., code enforcement voluntary compliance rate).

How to access the Dashboards? Visit cityofrockhill.com/transparency.

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

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

43


Performance Budgets General Government Department Description City Council is responsible for directing the government through policy actions and legislative decisions. The Municipal Court strives to render fair, impartial judicial decisions on all traffic violations and certain criminal offenses which occur within City limits. The Solicitor’s Office works to secure safety and justice for the citizens of Rock Hill and prosecutes cases in the Municipal Court, including jury trials and environmental code violations. The Grants division is responsible for securing grants for various City operations and ensuring compliance with grant requirements. The Purchasing/Fleet division oversees bid management and fleet maintenance for the entire organization. The City Attorney 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 operating the municipal airport.

Mayor & City Council

Cemetery Services

Municipal Court

Airport Solicitor’s Office Custodial Services

General Government City Attorney

Building Maintenance

General Election Purchasing & Fleet

Grants

GENERAL GOVERNMENT DEPARTMENT PROGRAM EXPENDITURES TOTAL 2011/2012 Total

Expenditures by Category Personnel Operating Capital Total

2012/2013

2013/2014

2013/2014

2014/2015

2015/2016

Budget 3,141,350

Estimated

3,196,382

Total 3,140,178

Approved Budget 3,385,889

Projected 3,451,776

1,106,253

140,289

1,781,681

1,822,433

1,772,582

31,439

46,221

191,108

4,334,074

3,326,688

5,114,139

51 8 59

51 8 59

52 10 62

3,367,583 1,786,467 148,477 5,302,527

199,481

306,936

5,407,803

5,531,294

55 9 64

55 9 64

Personnel Count Full Time Part Time Total

44

52 10 62

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


Performance Budgets General Government (continued) Target

FY2012 Actual

FY2013 Actual

FY2014 Actual

Objective: Provide effective services in the Solicitor’s Office Effectively manage caseload

Number of cases disposed of & under conditional disposition exceed number of cases filed Dispose of jury trials within 180 days

Cases disN/A posed > Cases filed

Cases disposed Cases disposed 16,963 > Cases 12,877 > Cases filed 15,699 filed 12,648

50%

68%

47%

67%

15

12

N/A

N/A

265

267

N/A

N/A

Objective: Provide for efficient operations in the Municipal Court Number of weeks with multiple jury trials held

Objective: Promote practices to improve air quality Maintain the number of vehicles and equipment using alternative fuel

Fiscal Year 2015 Key Issues Focus: Strategic Plan revision in FY2015 Update Court and Solicitor’s processes Continued maintenance of City owned facilities Airport Taxiway Rehabilitation and ALP Update Continued Grant applications Continued vehicle replacement program and maintenance

Financial Highlights: Building Maintenance— $135,000 Boyd Hill Roof- $60,000 Cemetery Maintenance- $41,000 Deck Maintenance- $86,000

Rock Hill City Hall

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

45


Performance Budgets General Government (continued) Division: City Council Mission: To serve the citizens of Rock Hill as the governing body of the City; responsible for formulating and enacting 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 citizens and enhance the quality of life. CITY COUNCIL EXPENDITURES (DIVISION - 1101) 2012

2013

2014

2014

2015

2016

Actual

Actual

Budget

Projected

Approved

Proposed

Personnel

129,090

122,631

119,776

45,056

171,053

171,582

Operating

70,526

77,184

87,857

81,601

87,902

87,902

0

0

0

0

0

0

$199,616

$199,815

$207,633

$226,657

$258,955

$259,484

Full-time

7

7

7

7

7

7

Part-time

0

0

0

0

0

0

Total Personnel

7

7

7

7

7

7

Expenditures

Capital Total Expenditures

Personnel

Division: Municipal Court Mission: To serve the public in the administration of law; to render judicial decisions fairly and impartially; and to administer the Municipal Court in a dignified, professional, customer focused and efficient manner consistent with the expectations of the citizens of Rock Hill. MUNICIPAL COURT EXPENDITURES (DIVISION - 1201) 2012

2013

2014

2014

2015

2016

Actual

Actual

Budget

Projected

Approved

Proposed

Personnel

582,293

577,231

577,279

706,745

689,911

719,655

Operating

185,138

333,211

188,430

86,037

123,872

123,872

0

0

0

0

0

0

$767,430

$910,442

$765,708

$813,782

$843,527

10

10

10

11

11

Expenditures

Capital Total Expenditures

$792,781

Personnel Full-time

46

10

Part-time

0

0

0

0

0

0

Total Personnel

10

10

10

10

11

11

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets General Government (continued) Division: Solicitor’s Office Mission: To provide professional and responsive prosecution of criminal cases in the Rock Hill Municipal Court; to approach each citizen who has been the victim of a crime with a sense of compassion and understanding; to work in cooperation with the Rock Hill Police Department and other law enforcement agencies, including Winthrop University Police, in the preparation, presentation, and disposition of criminal cases and provide legal assistance to all departments of the City. SOLICITOR'S OFFICE EXPENDITURES (DIVISION - 1202) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

380,631

321,240

Operating

61,481

107,389

377,698

359,758

364,866

370,927

54,724

36,498

55,241

0

55,242

0

0

0

0

0

$442,112

$428,630

$432,422

$420,107

$426,169

Full-time

5

5

5

5

6

6

Part-time

0

0

0

0

0

0

Total Personnel

5

5

5

5

6

6

Expenditures

Capital Total

$396,256

Personnel

Division: Purchasing & Fleet Mission: To provide competitive and timely purchase of supplies, materials, equipment and services which meet the needs of departments and adhere to state and municipal procurement guidelines and regulations and to ensure the safe and reliable use of City vehicles by providing quality, cost-effective fleet maintenance services. PURCHASING & FLEET EXPENDITURES (DIVISION - 4305) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

1,012,897

1,012,507

995,363

999,829

1,007,137

1,018,570

Operating

148,685

119,594

-15,563

350,750

-9,540

-9,440

0

7,523

0

0

0

7,472

$1,161,581

$1,139,624

$979,800

$1,350,579

$997,597

$1,016,602

18

18

18

18

18

18

Expenditures

Capital Total

Personnel Full-time Part-time

1

1

1

1

1

1

Total Personnel

19

19

19

19

19

19

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

47


Performance Budgets General Government (continued) Division: Grants Mission: The Grants Division has the responsibility of researching, writing, and administering grants for the City of Rock Hill as well as coordinating the annual federal legislative program. Responsibilities associated with this include working in collaboration with City staff and project stakeholders on needs, and fostering positive relationships with funders and United Sates Congressional delegation. GRANTS EXPENDITURES (DIVISION - 1320) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

238,439

229,769

207,091

265,697

215,418

220,423

Operating

50,950

49,611

68,257

27,691

73,257

73,257

0

0

0

2,594

0

0

$289,389

$279,380

$275,348

$295,982

$288,675

$293,680

Full-time

3

3

3

3

4

4

Part-time

0

0

2

2

1

1

Total Personnel

3

3

5

5

5

5

Expenditures

Capital Total

Personnel

Division: City Attorney 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. CITY ATTORNEY EXPENDITURES (DIVISION - 1601) Expenditures

2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

0

0

0

0

0

0

Operating

313,088

353,726

288,998

354,785

289,001

289,004

0

0

0

0

0

0

$313,088

$353,726

$288,998

$354,785

$289,001

$289,004

2014 Projected

2015 Approved

2016 Proposed

Capital Total

Division: Elections GENERAL ELECTION EXPENDITURES (DIVISION - 1401) 2012 Actual

2013 Actual

Personnel

0

0

0

0

0

0

Operating

4,031

0

5,000

12,347

5,000

5,000

Expenditures

Capital Total

48

2014 Budget

0

0

0

0

0

0

$4,031

$0

$5,000

$12,347

$5,000

$5,000

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets General Government (continued) Division: Buildings Maintenance Mission: To provide effective maintenance of all City facilities to ensure their optimal use by employees and the public. BUILDING MAINTENANCE EXPENDITURES (DIVISION - 3310) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

290,633

287,852

290,543

317,000

350,726

355,902

Operating

625,202

550,118

526,071

681,284

592,646

545,641

0

0

140,536

104,735

131,172

228,275

$915,836

$837,970

$957,150

$1,103,019

$1,074,544

$1,129,819

Full-time

4

4

4

4

4

4

Part-time

0

0

0

0

0

0

Total Personnel

4

4

4

4

4

4

Expenditures

Capital Total

Personnel

Division: Cemetery Services Mission: To provide professional cemetery services at a cost that is reasonable to the public and responsive to customer needs. CEMETERY SERVICES EXPENDITURES (DIVISION - 3315) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

159,012

129,569

Operating

248,671

217,744

114,294

72,856

114,049

116,509

242,801

200,446

244,258

8,801

244,258

11,974

12,536

12,536

29,929

18,104

$416,483

$359,286

$369,631

$285,838

$388,235

$378,871

Full-time

2

2

2

2

2

2

Part-time

0

0

0

0

0

0

Total Personnel

2

2

2

2

2

2

Expenditures

Capital Total

Personnel

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

49


Performance Budgets General Government (continued)

Division: Custodial Services Mission: To provide custodial services in a manner that ensures clean buildings. CUSTODIAL SERVICES EXPENDITURES (DIVISION - 3320) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

318,637

365,155

373,485

409,130

376,557

381,817

Operating

82,501

81,848

78,500

67,664

80,388

80,439

0

0

0

0

0

16,960

$401,137

$447,003

$451,984

$476,794

$456,945

$479,215

Full-time

9

9

9

9

9

9

Part-time

0

0

0

0

0

0

Total Personnel

9

9

9

9

9

9

Expenditures

Capital Total

Personnel

Division: Airport Mission: To promote, operate, and maintain the City’s airport to ensure the facility is safe and up-to-date to attract air travelers to the area. AIRPORT EXPENDITURES (DIVISION - 2405) Expenditures

2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

84,751

94,224

85,820

91,513

96,174

96,390

Operating

237,795

247,596

256,608

254,496

280,406

277,407

Capital

22,638

26,724

38,036

28,612

38,380

36,125

$345,183

$368,544

$380,464

$374,622

$414,960

$409,922

Full-time

1

1

1

1

1

1

Part-time

0

0

0

0

0

0

Total Personnel

1

1

1

1

1

1

Total

Personnel

50

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


Performance Budgets Office of Management and Budget Department Description The Administration division provides professional leadership and direction in the administration and execution of all polices, supervises City departments to ensure high quality community services, and communicates public information to keep the public informed on City programs, policies, and initiatives. The Budget Office is responsible for developing and managing the City’s budget, capital improvement plan, and strategic planning efforts.

Office of Management and Budget

Budget Office

Administration

OFFICE OF MANAGEMENT AND BUDGET PROGRAM EXPENDITURES TOTAL 2011/2012 Total

Expenditures by Category

2012/2013

2013/2014

2013/2014

2014/2015

2015/2016

Total

Budget

Estimated

Approved Budget

Projected

1,188,756

1,179,892

246,690

218,941

16,582 $1,452,028

16,582 $1,415,415

11 0 11

11 0 11

Personnel

965,559

1,167,968

1,062,817

Operating

173,805

194,557

227,220

7,232 $1,146,596

7,991 $1,370,517

8,389 $1,298,426

1,082,520 253,276 8,389 $1,344,186

10 1 11

10 1 11

9 1 10

9 1 10

Capital Total Personnel Count Full Time Part Time Total

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

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

51


Performance Budgets Office of Management and Budget (continued) FY2006 Actual

FY2009 Actual

FY2012 Actual

FY2014 Actual

Rock Hill’s Ratings from the National Citizen Survey Percent rating services provided by the City of Rock Hill as excellent or good

59%

61%

70%

61%

Percent rating public information services provided by the City of Rock Hill as excellent or good

46%

62%

59%

49%

Fiscal Year 2015 Key Issues Focus: Policy direction Communication of public information Develop communication plans Continue television broadcasts Budget preparation Capital Improvement Plan Strategic Planning Performance Management

Financial Highlights: City Hall Maintenance- $15,000 Citizen Survey- $15,000

The City’s Facebook Page

52

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


Performance Budgets Office of Management and Budget (continued) Division: Administration Mission: To provide professional leadership and direction in the administration and execution 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 communicating public information, managing municipal public relations, fostering community partnerships, and facilitating citizen involvement. ADMINISTRATION EXPENDITURES (DIVISION - 2401) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

742,090

824,687

744,259

756,398

831,526

829,048

Operating

152,642

171,168

181,357

207,968

199,691

171,942

7,232

7,991

8,389

8,389

16,582

16,582

$901,964

$1,003,846

$934,005

$1,047,800

$1,017,572

Full-time

7

7

6

6

8

8

Part-time

1

1

1

1

0

0

Total Personnel

8

8

7

7

8

8

Expenditures

Capital Total

$972,755

Personnel

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 operations analysis for all City operations; provide research on best practices; provide technical functions 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. BUDGET OFFICE EXPENDITURES (DIVISION - 2410) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

223,469

343,281

318,558

326,122

357,229

350,845

Operating

21,163

23,390

45,863

45,309

46,999

46,999

0

0

0

0

0

0

$244,632

$366,671

$364,421

$371,431

$404,228

$397,844

Full-time

2

2

3

3

3

3

Part-time

0

0

0

0

0

0

Total Personnel

2

2

3

3

3

3

Expenditures

Capital Total

Personnel

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

53


Performance Budgets Human Resources Department Department Mission To direct citywide human resources services in a manner that is innovative, effective, efficient, and customer focused; serves as a conduit through which City Management affects comprehensive organizational 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.

Human Resources

Personnel Services

Administration

HUMAN RESOURCES PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

2015/2016

Total

Budget

Estimated

Approved Budget

Projected

Personnel

612,727

665,795

646,420

634,771

655,001

667,510

Operating

191,177

182,691

188,224

190,516

179,693

179,693

Capital

0 $803,904

0 $848,486

0 $834,644

0 $825,287

0 $834,693

23,320 $870,523

Full Time Part Time

7 2

7 2

7 2

7 2

9 0

9 0

Total

9

9

9

9

9

9

Expenditures by Category

Total Personnel Count

54

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


Performance Budgets Human Resources Department (continued) FY2004

FY2006

FY2009

FY2012

Rock Hill’s Ratings from the National Citizen Survey Percent rating employees’ knowledge as excellent or good

75%

77%

73%

87%

Percent rating employees’ responsiveness as excellent or good

71%

63%

66%

84%

Percent rating employees’ courtesy as excellent or good

71%

68%

74%

81%

Percent rating overall impression of employees as excellent or good

71%

64%

72%

84%

Fiscal Year 2015 Key Issues Focus: Health Insurance cost containment Police and Fire retention efforts Manage and train staff Employee and retiree benefits Wage and salary administration Employment law compliance Youth grant programs Recruitment New-hire orientation Mail courier

Financial Highlights: Customer Service Training- $5,000 Employee Training- $13,000

Customer Service Agent Training Mousepad

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

55


Performance Budgets Human Resources Department (continued)

Division: Administration Mission: To direct citywide human resources services in a manner that is innovative, effective, efficient, and customer focused. Serve as a conduit through which City Management affects comprehensive organizational change and quality of government. HR ADMINISTRATION EXPENDITURES (DIVISION - 1701) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

340,847

349,126

328,372

327,554

328,644

336,021

Operating

160,234

165,723

150,277

162,846

151,810

151,811

0

0

0

0

0

23,320

$501,081

$514,848

$478,650

$490,400

$480,454

$511,152

Full-time

3

3

3

3

4

4

Part-time

2

2

2

2

0

0

Total Personnel

5

5

5

5

4

4

Expenditures

Capital Total

Personnel

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 organization. PERSONNEL SERVICES EXPENDITURES (DIVISION - 1705) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

271,879

316,669

318,047

307,217

326,357

331,489

Operating

30,943

16,969

37,947

27,671

27,882

27,883

0

0

0

0

0

0

$302,823

$333,638

$355,994

$354,239

$359,372

Full-time

4

4

4

4

5

5

Part-time

0

0

0

0

0

0

Total Personnel

4

4

4

4

5

5

Expenditures

Capital Total

$334,888

Personnel

56

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Planning and Development Department Department Mission The mission of the Planning and Development Department is to preserve and enhance Rock Hill’s economic vitality and quality of life through thoughtful planning and careful management of growth and development activities. 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 citizens, businesses 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 activity from the conception of the idea to the completion of the project be handled by one department in an efficient, customer-oriented manner.

Administration & Customer Service

Infrastructure

Zoning Planning & Development

Planning

Building Inspections

PLANNING & DEVELOPMENT PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

Total

Budget

Estimated

Approved Budget

Projected

Personnel

1,886,992

1,888,671

2,086,999

1,964,311

2,157,133

2,198,597

Operating

670,746

628,397

770,837

572,832

862,022

888,577

0 $2,557,738

39,978 $2,557,046

56,000 $2,913,836

75,507 $2,612,649

131,981 $3,151,135

109,470 $3,196,644

Full Time Part Time

32 2

32 2

32 2

32 2

34 0

34 0

Total

34

34

34

34

34

34

Expenditures by Category

Capital Total

2015/2016

Personnel Count

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

57


Performance Budgets Planning and Development Department (continued) Target

FY2012 Actual

FY2013 Actual

FY2014 Actual

Objective: Implement the Corridor East growth strategy, designating this area as the City’s preferred location for expansion Ensure all functional master plans reflect the priority of this area Assist departments as they develop or update functional plans annually

2 departments

2

N/A

N/A

Objective: Investigate further mass transit options in conjunction with York County and other affected jurisdictions Communicate transit programs and initiatives to public, build community support for Bus Rapid Transit, and meet customer needs Maintain participation/ridership level in transit programs

61,018 ridership

Rock Hill’s Ratings from the National Citizen Survey

FY2004 Actual

77,547

20,877

FY2012 Actual

FY2013 Actual

23,355

FY2014 Actual

Percent rating the overall quality of new development in Rock Hill as excellent or good

-

59%

-

57%

Percent rating land use, planning, and zoning services as excellent or good

-

39%

-

39%

Fiscal Year 2015 Key Issues Focus: Code Enforcement Inspections Zoning enforcement Annexation Permitting Comprehensive plan update Transportation planning coordination

Financial Highlights: Local Matches for CMAQ projects: Princeton/ Springsteen and White St. - $111,981

Downtown Rock Hill

58

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


Performance Budgets Planning and Development Department (continued) Division: Administration & Customer Service Mission: To provide the support and overall coordination for the department, including the Permit Application Center, which is charged to take in every application that we process, and issue many permits and approvals on the spot. ADMINISTRATION & CUSTOMER SERVICE EXPENDITURES (DIVISION - 2301) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

471,576

497,615

562,778

578,700

590,129

598,337

Operating

61,900

65,014

112,442

70,490

113,200

113,200

0

0

0

0

0

0

$533,476

$562,629

$675,220

$649,189

$703,329

$711,538

Full-time

9

9

9

9

9

9

Part-time

0

0

0

0

0

0

Total Personnel

9

9

9

9

9

9

Expenditures

Capital Total

Personnel

Division: Building Inspections Mission: To protect the health and well-being of the community through the administration of building related codes by highly trained professionals using progressive policies and the latest technology in a customer focused process. BUILDING INSPECTIONS EXPENDITURES (DIVISION - 2305) 2012 Actual

2013 Actual

2014 Budget

Personnel

362,814

376,098

404,267

Operating

25,844

26,068

33,528

0

38,300

14,000

$388,658

$440,466

$451,794

Full-time

7

7

7

Part-time

0

0

0

Total Personnel

7

7

7

Expenditures

Capital Total

2014 Projected

2015 Approved

2016 Proposed

345,976

435,379

442,035

24,244

35,209

35,209

25,463

0

0

$395,683

$470,588

$477,245

7

6

6

0

0

0

7

6

6

Personnel

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

59


Performance Budgets Planning and Development Department (continued)

Division: Zoning Mission: To thoughtfully and effectively 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 implementing that vision. ZONING EXPENDITURES (DIVISION - 2310) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

553,810

540,780

551,353

580,516

505,563

512,538

Operating

38,664

19,477

53,110

23,661

55,490

55,490

0

1,678

2,000

0

2,000

20,720

$592,474

$561,936

$606,463

$563,053

$588,748

Full-time

6

6

6

6

7

7

Part-time

1

1

1

1

0

0

Total Personnel

7

7

7

7

7

7

Expenditures

Capital Total

$604,177

Personnel

Division: Planning Mission: To support the long range vision of the City through development and implementation of the Comprehensive Plan and other special studies, and through the administration of the Rock Hill-Fort Mill Area Transportation Study (RFATS) and other transportation-related activities. PLANNING EXPENDITURES (DIVISION - 2315) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

273,636

273,964

343,575

231,252

385,012

395,585

Operating

523,311

495,485

546,695

439,478

633,060

659,615

0

0

0

0

111,981

88,750

$796,947

$769,449

$890,270

$670,730

$1,130,054

$1,143,949

Full-time

4

4

4

4

5

5

Part-time

1

1

1

1

0

0

Total Personnel

5

5

5

5

5

5

Expenditures

Capital Total Expenditures Personnel

60

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Planning and Development Department (continued)

Division: Infrastructure Mission: To ensure the adequacy and quality construction of newly developed public and private infrastructure, including landscaping, streets, utilities and stormwater management facilities, through the administration of development standards and coordination with affected departments and agencies. INFRASTRUCTURE EXPENDITURES (DIVISION - 2320) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

225,156

200,213

225,027

227,867

241,048

250,101

Operating

21,028

22,352

25,062

14,959

25,062

25,062

0

0

40,000

50,044

18,000

0

$246,184

$222,566

$290,089

$292,871

$284,111

$275,163

Full-time

6

6

6

6

7

7

Part-time

0

0

0

0

0

0

Total Personnel

6

6

6

6

7

7

Expenditures

Capital Total

Personnel

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

61


Performance Budgets Housing and Neighborhood Services 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.

Administration

Neighborhood Empowerment

Housing & Neighborhood Services

Neighborhood Development Services

Neighborhood Inspections

HOUSING & NEIGHBORHOOD SERVICES PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

2015/2016

Total

Budget

Estimated

Approved Budget

Projected

Personnel

959,304

954,010

932,814

867,766

974,203

996,472

Operating

197,288

210,725

326,798

362,585

322,692

322,818

112,724 $1,269,316

-5,839 $1,158,897

43,000 $1,302,612

45,000 $1,341,896

25,000 $1,344,290

Full Time Part Time

10 8

11 8

11 8

11 8

18 1

18 1

Total

18

19

19

19

19

19

Expenditures by Category

Capital Total

43,425 $1,273,777

Personnel Count

62

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Housing and Neighborhood Services Department (continued) Target

FY2012 Actual

FY2013 Actual

FY2014 Actual

5 homes

9 homes

12 homes

Not Applicable

3

2

0

0

1

38

29

Objective: Provide support for safe neighborhoods Paint homes with Rolling in Rock Hill each year being sure to include homes in the Weed & Seed area

5 within Weed & Seed area

Objective: Work with neighborhoods to build strong communities and promote neighborhood redevelopment Engage Neighborhoods/Community Building Encourage and assist in the formation of neighborhood associations and crime watch groups within Old Town Neighborhood Redevelopment Target infill lots within Hagins Fewell for the creation of affordable housing

2 new associations/groups 2 new houses built per year

Objective: Provide assistance to increase the number and quality of owner and renter occupied houses in Old Town Enhance the quality of owner-occupied units in Old Town 25 per year

Provide owner-occupied rehabilitations within Old Town neighborhoods

FY2006 Actual

Rock Hill’s Ratings from the National Citizen Survey

28 FY2009 Actual

FY2012 Actual

FY2014 Actual

Percent rating their neighborhoods as an excellent or good place to live

70%

75%

75%

69%

Percent rating code enforcement as excellent or good

36%

35%

35%

39%

Rock Hill Neighborhood Fiscal Year 2015 Key Issues Focus: Neighborhood Stabilization Program Rehabilitate owner occupied properties falling within low income guidelines. Old Town Pride initiative Pro-Active Code Enforcement (PACE) program

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

Financial Highlights: Moved part-time environmental inspectors to full -time

63


Performance Budgets Housing and Neighborhood Services Department (continued) Division: Administration Mission: Provide support to the Neighborhood Development, Neighborhood Inspections, and Neighborhood Empowerment divisions of the Housing and Neighborhood Services Department. ADMINISTRATION EXPENDITURES (DIVISION - 2001) 2012 Actual

2013 Actual

2014 Budget

Personnel

160,104

140,737

154,638

Operating

63,887

54,801

67,552

0

0

0

0

0

0

$223,991

$195,538

$222,191

$0

$0

Full-time

2

2

2

2

0

0

Part-time

0

0

0

0

0

0

Total Personnel

2

2

2

2

0

0

Expenditures

Capital Total

2014 Projected

2015 Approved

2016 Proposed

87,705

0

0

51,772

0

0

$139,476

Personnel

Division: Neighborhood Empowerment Mission: To stabilize and revitalize neighborhoods by encouraging and assisting citizens with developing neighborhood organizations, so they may better access City services and identify 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. NEIGHBORHOOD EMPOWERMENT EXPENDITURES (DIVISION - 2005) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

282,033

300,240

285,524

306,956

298,874

303,928

Operating

35,478

73,962

76,632

67,212

79,078

79,078

0

0

0

0

0

0

$317,510

$374,202

$362,156

$374,168

$377,952

$383,006

Full-time

2

3

3

3

5

5

Part-time

2

2

2

2

0

0

Total Personnel

4

5

5

5

5

5

Expenditures

Capital Total

Personnel

64

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Housing and Neighborhood Services Department (continued) Division: Neighborhood Inspections Mission: To provide customer-focused community development and housing services in a cost-effective manner that ensure quality development and living standards for all citizens. To improve health, safety, and community appearance through education and ordinance enforcement. NEIGHBORHOOD INSPECTIONS EXPENDITURES (DIVISION - 2010) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

201,325

181,065

189,703

127,386

233,645

240,051

Operating

70,231

40,429

132,831

216,062

143,730

139,830

Capital

36,540

18,245

18,000

18,425

20,000

0

$308,096

$239,739

$340,535

$361,873

$397,376

$379,881

Full-time

1

1

1

1

8

8

Part-time

5

5

5

5

0

0

Total Personnel

6

6

6

6

8

8

Expenditures

Total

Personnel

Division: Neighborhood Development Mission: To provide customer-focused community development and housing services in a cost-effective manner that ensure quality development and living standards for all citizens. To improve health, safety, and community appearance through education and to plan and implement quality programs which involve the public in community improvement, waste reduction, litter control, and environmental education. NEIGHBORHOOD DEVELOPMENT EXPENDITURES (DIVISION - 2015) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

315,843

331,968

302,948

345,719

441,684

452,493

Operating

27,692

41,533

49,782

27,540

99,884

103,909

Capital

76,184

-24,084

25,000

25,000

25,000

25,000

$419,719

$349,418

$377,730

$398,259

$566,568

$581,403

Full-time

5

5

5

5

5

5

Part-time

1

1

1

1

1

1

Total Personnel

6

6

6

6

6

6

Expenditures

Total

Personnel

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

65


Performance Budgets Police Department 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.

Administration

Information Management

Investigations Police Department

Support Services

Patrol

POLICE PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

Personnel

10,160,168

Operating

1,945,351 700,268

Expenditures by Category

Capital Non-Operating Total

2013/2014

2013/2014

2014/2015

2015/2016

Total

Budget

Estimated

Approved Budget

Projected

10,181,841

10,702,572

10,755,298

11,538,406

11,869,861

2,030,555

2,155,580

2,012,680

2,236,003

2,072,514

558,984

926,958

1,194,120

1,154,881

1,197,657

11,959 $12,817,746

27,072 $12,798,452

25,751 $13,810,861

15,823 $13,962,098

25,751 $14,955,042

25,752 $15,165,784

184 1 185

184 1 185

191 1 192

197 1 198

197 1 198

Personnel Count Full Time Part Time Total

66

191 1 192

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Police Department (continued) Target

FY2012 Actual

FY2013 Actual

FY2014 Actual

Objective: Monitor the effectiveness of operational activities and their effect on reducing crime and improving public satisfaction Reduce violent crime per capita from three year trend

2% annually

33% ↓

11% ↓

13% ↓

Reduce property crime per capita from three year trend

2% annually

7% ↓

7% ↓

1.6% ↑

Respond to Priority 1 calls within 5 minutes

80%

46%

49%

57%

FY2004 Actual

Rock Hill’s Ratings from the National Citizen Survey

FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent who feel very or somewhat safe from violent crime

60%

52%

61%

65%

Percent who feel very or somewhat safe from property crime

50%

51%

48%

60%

National Night Out 2014 Fiscal Year 2015 Key Issues Focus: Financial Highlights: Additional patrol officers and support staff Tasers (Second of two years)- $110,000 Reducing property crime and responding to Priori- Upgrading CAD/RMS start-up- $60,000 ty One calls within five minutes Enforce traffic law Detention Community Services Crime analysis Telecommunication Record management

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

67


Performance Budgets Police Department (continued) Division: Administration 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. ADMINISTRATION EXPENDITURES (DIVISION - 2101) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

9,841,969

9,883,448

10,702,572

10,755,298

11,538,406

11,869,861

Operating Capital Total Expenditures

1,124,067 700,268

1,092,218 558,984

1,055,484 926,958

1,023,455 1,024,573

1,154,753 1,154,881

1,100,761 1,197,657

$11,666,304

$11,534,650

$12,685,014

$12,803,326

$13,848,040

$14,168,280

Full-time

184

184

191

191

197

197

Part-time

1

1

1

1

1

1

185

185

192

192

198

198

Expenditures

Personnel

Total Personnel

Division: Investigations Mission: Members of the Criminal Investigations Division are dedicated to conducting thorough, fair, and impartial persons and property investigations. Division members take a proactive approach toward focusing resources on crime detection, investigation, and apprehension of criminal offenders. INVESTIGATIONS EXPENDITURES (DIVISION - 2105) Expenditures

2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

0

0

0

0

0

0

Operating

28,781

42,096

42,171

41,340

45,281

45,282

0

0

0

0

0

0

$28,781

$42,096

$42,171

$41,340

$45,281

$45,282

Capital Total

1

To better reflect police enforcement strategies and subsequent frequent reassignment of personnel in the Police Department, all Police personnel expenditures are reflected in the Administration Division.

68

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Police Department (continued) Division: Patrol Mission: The members of the Patrol Division are dedicated to providing timely and professional service to the citizens of Rock Hill. Our goal is to improve the quality of life for our citizens and to enhance traffic safety within our community. PATROL EXPENDITURES (DIVISION - 2110) 2012 Actual

Expenditures

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

2,282

2,127

0

0

0

0

Operating

27,984

31,618

26,073

35,255

24,463

24,463

Capital Total

0

0

0

0

0

0

$30,266

$33,744

$26,073

$35,255

$24,463

$24,463

Division: Support Services Mission: The members of the Support Services Division are dedicated to being responsive, fair, and impartial to the needs of the community and the employees of the agency when conducting investigations. Support Services 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. SUPPORT SERVICES EXPENDITURES (DIVISION - 2120) Expenditures

2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

0

0

0

0

0

0

Operating

389,535

447,863

503,644

473,645

459,347

459,348

Capital Non-Operating Total

0

0

0

0

0

0

11,959

27,072

25,751

0

25,751

25,752

$401,493

$474,935

$529,395

$473,645

$485,098

$485,100

Division: Information Management Mission: Members of the Information Management Division, as the first point of contact, are committed to providing the citizens of Rock Hill a professional customer service experience. Members will provide accurate and near real-time crime analysis and maintain records and archives as required by state law. In addition, members will provide for the implementation and maintenance of technology systems, utilizing state of the art technology as needed to assist in reducing crime. INFORMATION MANAGEMENT EXPENDITURES (DIVISION - 2125) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

0

0

0

0

0

0

Operating

374,984

416,760

528,208

608,532

552,159

442,660

0

0

0

0

0

0

$374,984

$416,760

$528,208

$608,532

$552,159

$442,660

Expenditures

Capital Total

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

69


Performance Budgets Fire Department 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 conditions, natural and man-made.

Administration

Fire

Firefighting/ Suppression

Prevention/ Inspections

FIRE PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

Total

Budget

Estimated

Approved Budget

Projected

Personnel

6,823,360

6,861,841

6,960,863

6,973,667

7,184,614

7,321,072

Operating

877,856

864,347

756,749

863,856

714,442

714,846

361,177 $8,062,392

301,782 $8,027,969

358,377 $8,075,988

582,255 $8,481,311

951,674 $8,987,593

Full Time Part Time

122 0

122 0

123 0

123 0

124 0

124 0

Total

122

122

123

123

124

124

Expenditures by Category

Capital Total

349,058 $8,186,582

2015/2016

Personnel Count

70

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Fire Department (continued) Target

FY2012 Actual

FY2013 Actual

FY2014 Actual

Provide fire safety education programs to elementary school students

3,000

6,818

10,208

7,375

Respond to top priority Fire Suppression calls within 5 minutes as it relates to ISO Rating

90%

90%

90%

93%

Respond to top priority Emergency Response calls within 5 minutes as it relates

90%

90%

90%

93%

FY2006 Actual

Rock Hill’s Ratings from the National Citizen Survey

FY2009 Actual

FY2012 Actual

FY2014 Actual

Percent rating fire services excellent or good

89%

90%

95%

86%

Percent rating fire prevention and education excellent or good

76%

77%

77%

69%

Fiscal Year 2015 Key Issues Focus: Fire inspection regulations Fire safety awareness Inspections Performance targets such as responding to 90% of fire suppression and medical calls within five minutes.

Financial Highlights: Fire Training Facility- $100,000 Replacement of two fire trucks– yearly amortized cost of $220,000

Rock Hill Fire 9/11 Tribute

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

71


Performance Budgets Fire Department (continued)

Division: Administration Mission: To provide leadership, administrative support, planning services, and training for all operations in the Fire Department to ensure the citizens and businesses of Rock Hill receive high quality fire protection and fire prevention services. ADMINISTRATION EXPENDITURES (DIVISION - 2201) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

394,205

293,184

283,132

305,243

285,657

287,285

Operating

314,375

225,841

206,430

236,840

210,448

210,650

1

0

64,129

54,810

106,318

503,767

$708,581

$519,025

$553,691

$596,894

$602,423

$1,001,702

Full-time

3

3

3

3

3

3

Part-time

0

0

0

0

0

0

Total Personnel

3

3

3

3

3

3

Expenditures

Capital Total

Personnel

Division: Fire Fighting/Suppression Mission: To minimize the loss of life and property in the community through immediate and effective deployment of personnel and equipment at fires, medical emergencies, and other dangerous conditions including hazardous material spills and rescues. FIRE FIGHTING/SUPPRESSION (DIVISION - 2205) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

6,116,106

6,259,596

6,320,875

6,308,686

6,525,618

6,655,956

Operating

526,599

607,311

516,363

596,818

468,843

468,946

Capital

358,131

296,708

294,248

294,248

454,937

447,907

$7,000,835

$7,163,615

$7,131,485

$7,199,753

$7,449,399

$7,572,809

Full-time

112

112

113

113

114

114

Part-time

0

0

0

0

0

0

112

112

113

113

114

114

Expenditures

Total

Personnel

Total Personnel

72

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Fire Department (continued)

Division: Fire Prevention/Inspections Mission: The Fire Prevention/Inspections Division ensures a fire–safe community through effective fire code enforcement, fire prevention education, ad fire investigation. FIRE PREVENTION/INSPECTIONS EXPENDITURES (DIVISION - 2210) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

313,049

309,060

356,856

359,738

373,339

377,831

Operating

36,882

31,196

33,956

30,197

35,150

35,250

Capital

3,045

5,073

0

0

21,000

0

$352,976

$345,329

$390,812

$389,935

$429,489

$413,082

Full-time

6

6

7

7

7

7

Part-time

0

0

0

0

0

0

Total Personnel

6

6

7

7

7

7

Expenditures

Total

Personnel

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

73


Performance Budgets Public Works Department Department Mission To improve the health, safety, and appearance of the community by cleaning, marking, and resurfacing roadways, by collection and disposing of solid waste and recyclable materials, and by supporting other City departments with manpower, equipment, and expertise.

Administration

Recycling

Street Maintenance

Public Works Curbside

Residential Sanitation Commercial Sanitation

PUBLIC WORKS PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013 Total

Personnel

3,251,016

3,372,908

Operating

3,287,148

3,208,573

Capital Total

1,176,540 $7,714,703

1,609,903 $8,191,384

69 3 72

68 3 71

Expenditures by Category

2013/2014

2013/2014

2014/2015

2015/2016

Budget

Estimated

Approved Budget

Projected

3,411,414

3,060,388

3,289,933

3,341,130

2,939,378

3,187,812

2,971,080

2,964,092

1,650,674 $8,001,466

1,560,114 $7,808,314

1,915,274 $8,176,287

2,157,277 $8,462,500

68 3 71

68 3 71

63 3 66

63 3 66

Personnel Count Full Time Part Time Total

74

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Public Works Department (continued) Target Replace 2,000 linear feet of damaged sidewalk annually Upgrade intersection ramps to comply with ADA requirements

FY2012 Actual

FY2013 Actual

2,000 linear feet

3,480

2,982

Linear feet

Linear feet

35 per year

34

33

FY2006 Actual

Rock Hill’s Ratings from the National Citizen Survey

FY2009 Actual

FY2012 Actual

FY2014 Actual 2,586

30 FY2014 Actual

Percent rating sidewalk maintenance as excellent or good

43%

38%

44%

42%

Percent rating street repair as excellent or good

25%

29%

24%

22%

Percent rating garbage collection service as excellent or good

74%

76%

84%

79%

Percent rating recycling service as excellent or good

75%

69%

81%

76%

Percent rating yard waste pick-up as excellent or good

61%

70%

68%

66%

Winter Storm Clean-up Fiscal Year 2015 Key Issues Focus: Streets, sidewalks, curbs and gutters Striping Refuse collection Dumpster rental Yard waste Recycling education

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

Financial Highlights: Full Cost Paving- $500,000 Vehicle Replacement (amortized cost) - $264,128

75


Performance Budgets Public Works Department (continued) Division: Administration Mission: To provide administrative leadership, supervision, support, and direction for all programs in the Public Works Department so that services are delivered in a quality, cost-effective manner while emphasizing friendly and professional customer service. ADMINISTRATION EXPENDITURES (DIVISION - 3101) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

156,519

155,821

251,447

88,458

186,920

192,489

Operating

18,397

19,710

30,911

54,049

33,627

33,677

Expenditures

Capital

1,835

0

0

0

0

0

$176,751

$175,531

$282,358

$142,506

$220,547

$226,166

Full-time

3

3

3

3

2

2

Part-time

0

0

0

0

0

0

Total Personnel

3

3

3

3

2

2

Total

Personnel

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 gutter in a manner that meets the high standards of the community. STREET MAINTENANCE EXPENDITURES (DIVISION - 3105) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

732,976

801,150

688,614

678,310

585,432

595,124

Operating

213,611

231,319

276,978

203,183

285,853

280,856

Capital

212,664

551,545

550,923

487,792

665,284

727,208

$1,159,251

$1,584,013

$1,516,515

$1,369,285

$1,536,570

$1,603,188

Full-time

15

14

15

15

14

14

Part-time

0

0

0

0

0

0

Total Personnel

15

14

15

15

14

14

Expenditures

Total

Personnel

76

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


Performance Budgets Public Works Department (continued) Division: Residential Sanitation 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 citizens’ needs. RESIDENTIAL SANITATION EXPENDITURES (DIVISION - 3115) Expenditures Personnel Operating Capital Total Expenditures

2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

427,272

426,679

416,227

371,981

439,602

446,020

931,732

848,814

906,725

945,932

908,922

909,531

426,580

516,606

470,138

453,751

572,237

660,437

$1,785,585

$1,792,098

$1,793,090

$1,771,664

$1,920,761

$2,015,987

Full-time

9

9

9

9

9

9

Part-time

0

0

0

0

0

0

Total Personnel

9

9

9

9

9

9

Personnel

Division: Commercial Sanitation Mission: To provide cost-effective, high-quality bulk container sanitation service to business, industry, and multifamily housing units within the City of Rock Hill. COMMERCIAL SANITATION EXPENDITURES (DIVISION - 3120) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

405,611

400,474

386,234

387,904

399,389

404,141

Operating

1,088,463

1,073,314

939,332

1,024,696

941,610

941,620

168,233

148,848

141,903

141,903

183,334

182,457

$1,662,307

$1,622,637

$1,467,469

$1,554,502

$1,524,333

$1,528,218

Full-time

7

7

7

7

7

7

Part-time

0

0

0

0

0

0

Total Personnel

7

7

7

7

7

7

Expenditures

Capital Total

Personnel

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

77


Performance Budgets Public Works Department (continued) Division: Curbside Mission: To promptly and properly collect and dispose of all household trash and yard waste in a cost-effective, expedient manner for the citizens of Rock Hill. CURBSIDE EXPENDITURES (DIVISION - 3125) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

736,579

741,196

826,341

681,002

788,679

801,594

Operating

539,801

553,127

403,855

483,251

409,148

409,251

Capital

114,080

129,373

211,895

211,331

149,545

178,567

$1,390,459

$1,423,696

$1,442,091

$1,375,585

$1,347,372

$1,389,413

Full-time

16

16

17

17

16

16

Part-time

1

1

1

1

1

1

Total Personnel

17

17

18

18

17

17

Expenditures

Total

Personnel

Division: Recycling Mission: To provide an efficient, cost-effective collection service for residential recycling, corrugated cardboard, office paper, and restaurant cans and bottles. The recycling collections program provides a significant diversion to products normally destined for the landfill and creates substantial savings in associated tipping fees. RECYCLING EXPENDITURES (DIVISION - 3130) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

375,236

386,508

374,042

382,034

452,134

458,535

Operating

301,606

329,939

207,012

297,790

215,778

212,880

Capital

121,423

151,904

189,475

189,475

263,749

319,653

Total

$798,264

$868,351

$770,529

$869,299

$931,660

$991,068

Full-time

8

8

6

6

6

6

Part-time

2

2

2

2

1

1

Total Personnel

10

10

8

8

7

7

Expenditures

Personnel

78

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Public Works Department (continued)

Division: Construction Mission: To construct and maintain City streets, sidewalks, and curb and gutter infrastructure in a manner that is safe and efficient. CONSTRUCTION EXPENDITURES (DIVISION - 3145) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

416,823

461,080

468,509

470,700

437,778

443,226

Operating

193,538

152,350

174,565

167,971

176,141

176,278

Expenditures

Capital

131,725

111,628

86,340

86,801

81,125

88,955

Total

$742,086

$725,059

$729,415

$725,473

$695,044

$708,459

Full-time

11

11

11

11

10

10

Part-time

0

0

0

0

0

0

Total Personnel

11

11

11

11

10

10

Personnel

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

79


Performance Budgets Finance Department Department Mission Ensure the sound financial management of the City’s funds by planning and furnishing accountable financial records management, including treasury management, auditing, auditing, and tax administration and to provide high quality customer services through effective billing, collections, account management, and customer service. To provide high quality customer services through effective billing, collections, account management, and customer service.

Administration & Archives Billing & Metering

Accounting

Finance Account Management

Risk Management

Central Collections

Customer Services

FINANCE PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

2015/2016

Total

Budget

Estimated

Approved Budget

Projected

Personnel

2,427,402

2,451,769

2,265,980

2,362,323

2,359,848

2,395,034

Operating

720,849

707,173

804,986

740,908

824,678

834,877

0 $3,148,251

41,147 $3,200,090

48,000 $3,118,966

57,525 $3,160,755

45,000 $3,229,527

0 $3,229,911

Full Time Part Time

41 5

42 5

38 5

38 5

41 3

41 3

Total

46

47

43

43

44

44

Expenditures by Category

Capital Total Personnel Count

*

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 information shown for fiscal year 2011 is reflective of the divisions that are now included in the Finance Department. Additionally, in Fiscal Year 2014, the four members of the call center team were moved to the General Services Division.

80

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


Performance Budgets Finance Department (continued) Target Maintain a high collection rate for utility receivables

FY2014 Actual

Minimum of 98.5% utility receivables

98.9%

Fiscal Year 2015 Key Issues Focus: Accounting Internal Control Financial Reporting Customer Service

Financial Highlights: Vehicle Replacement - $45,000

Customer Service Division: Administration Mission: To provide leadership, supervision, support, and direction 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, codification of ordinances, and compilation of minutes. To oversee the development and implementation of legal and ethical customer service policies and procedures. coordinate efforts appropriately. ADMINISTRATION PROGRAM EXPENDITURES (DIVISION - 4001; PRIOR TO FY12 DIVISION 4201 & 4001) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

312,379

317,753

332,558

331,143

340,678

344,693

Operating

36,100

48,758

42,785

32,032

47,078

47,078

0

0

0

0

0

0

$348,479

$366,511

$375,344

$363,176

$387,756

$391,771

Full-time

1

3

3

3

3

3

Part-time

2

1

1

1

1

1

Total Personnel

3

4

4

4

4

4

Expenditures

Capital Total

Personnel

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

81


Performance Budgets Finance Department (continued) Division: Accounting Mission: To provide City-wide accounting, internal control, and financial reporting services. To perform all necessary accounts payable and payroll functions of the City. To invest all funds of the City to maximize returns. ACCOUNTING EXPENDITURES (DIVISION - 4005) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

440,820

439,407

439,378

448,069

445,688

451,483

Operating

93,133

108,046

119,291

109,223

120,281

120,282

0

0

0

0

0

0

$533,954

$547,453

$558,669

$557,292

$565,969

$571,765

Full-time

6

6

6

6

6

6

Part-time

1

1

1

1

1

1

Total Personnel

7

7

7

7

7

7

Expenditures

Capital Total

Personnel

Division: Risk Management Mission: To implement and administer a comprehensive risk management program with the highest concern for employee safety, public safety, prevention of financial losses from liability claims and contractual matters, and the reduction of physical damage to property. To promote citywide safety through inspections, training, and other loss prevention/reduction techniques. RISK MANAGEMENT EXPENDITURES (DIVISION - 4010) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

169,766

169,789

169,694

170,755

172,716

175,709

Operating

143,593

128,625

169,502

126,889

183,144

193,191

0

0

0

0

0

0

$313,359

$298,414

$339,197

$297,644

$355,860

$368,899

Full-time

2

2

2

2

3

3

Part-time

1

1

1

1

0

0

Total Personnel

3

3

3

3

3

3

Expenditures

Capital Total

Personnel

82

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Finance Department (continued) Division: Customer Services Mission: The Customer Service area is charged with assisting customers in establishing and maintaining their utility services while ensuring that all City policies and procedures related to these transactions are followed. CUSTOMER SERVICES EXPENDITURES (DIVISION - 4015) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

402,031

414,294

245,009

240,834

249,007

252,196

Operating

45,764

33,526

55,170

39,961

67,670

67,720

0

0

0

0

0

0

$447,796

$447,820

$300,179

$280,795

$316,677

$319,917

Full-time

8

8

8

8

4

4

Part-time

0

0

0

0

0

0

Total Personnel

8

8

8

8

4

4

Expenditures

Capital Total

Personnel

Division: Central Collections Mission: The Central Collections Division has the responsibility of collecting all monies due to the City with the exception of property taxes. Central Collections is committed 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. CENTRAL COLLECTIONS EXPENDITURES (DIVISION - 4020) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

370,532

371,563

381,403

376,801

388,233

396,547

Operating

59,648

76,708

76,935

63,631

76,105

76,105

0

0

0

0

0

0

$430,180

$448,271

$458,338

$440,432

$464,338

$472,652

Full-time

7

7

7

7

7

7

Part-time

1

1

1

1

0

0

Total Personnel

8

8

8

8

7

7

Expenditures

Capital Total

Personnel

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.

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

83


Performance Budgets Finance Department (continued) Division: Accounts Management Mission: Accounts Management assists and responds to citizens during times of financial difficulty. The staff of this area set terms for customers to avoid interruption of service, and further, have developed relationships with dozens of agencies willing to offer helping hands to customers in need. Accounts Management further facilitates the coordination of efforts to bring assistance agencies and those in need together. ACCOUNTS MANAGEMENT EXPENDITURES (DIVISION - 4025) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

229,142

236,160

218,780

225,703

190,256

192,439

Operating

8,191

5,844

13,878

7,254

14,028

14,028

0

0

0

0

0

0

$237,333

$242,003

$232,658

$232,957

$204,284

$206,468

Full-time

3

3

3

3

4

4

Part-time

0

0

0

0

0

0

Total Personnel

3

3

3

3

4

4

Expenditures

Capital Total

Personnel

Division: Billing & Metering Services Mission: The Billing and Metering Services Division is the area charged with producing accurate and timely utility invoices for all utility customers. These efforts represent the single largest revenue source for the City. This group also investigates customer inquires regarding utility charges, and also carefully regulates the termination of service for those customers who are outside of the terms of payment required by municipal code. BILLING & METERING EXPENDITURES (DIVISION - 4030) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

502,732

502,803

479,158

569,017

573,270

581,967

Operating

334,419

305,667

327,424

361,918

316,372

316,473

0

41,147

48,000

57,525

45,000

0

$837,151

$849,617

$854,582

$988,460

$934,642

$898,440

Full-time

13

13

13

13

12

12

Part-time

1

1

1

1

1

1

Total Personnel

14

14

14

14

13

13

Expenditures

Capital Total Expenditures Personnel

84

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Parks, Recreation, and Tourism Department Department Mission To provide wholesome program of leisure, recreational, tourism, and cultural opportunities and facilities to enhance the quality of life for Rock Hill residents and visitors.

Parks

PRT Department Recreation Tourism

PARKS, RECREATION, AND TOURISM PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

Total

Budget

Estimated

Approved Budget

Projected

Personnel

3,382,828

3,473,988

3,607,948

3,503,995

3,554,581

3,694,665

Operating

3,113,462

3,141,335

3,000,243

3,099,439

3,063,471

3,134,165

Capital

225,501 $6,721,791

263,291 $6,878,614

167,295 $6,775,486

145,096 $6,748,530

285,932 $6,903,984

153,771 $6,982,602

Full Time Part Time

64 84

64 84

66 84

66 84

68 84

68 84

Total

148

148

150

150

152

152

Expenditures by Category

Total

2015/2016

Personnel Count

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

85


Performance Budgets Parks, Recreation, and Tourism Department (continued) Target

FY2012 Actual

FY2013 Actual

FY2013 Actual

Conduct program evaluations at the conclusion of PRT registered programs to ensure that programming reflects the community’s needs and expectations

100% of registered programs

100%

100%

Evaluate sports tourism’s financial impact annually (calendar year)

-

$14,889,318

$18,359,654 $17,393,499

Evaluate the number of hotel nights created as a result of sports tourism activities

-

N/A

14,012

Rock Hill’s Ratings from the National Citizen Survey

FY2006 Actual

FY2009 Actual

100%

15,638

FY2012 Actual

FY2014 Actual

Percent who used Rock Hill recreation centers

59%

57%

52%

59%

Percent rating recreation centers or facilities as excellent or good

61%

68%

76%

61%

Percent participated in a recreation program or activity

42%

44%

37%

-

Percent rating recreation program or classes as excellent or good

69%

71%

69%

57%

Percent visited a neighborhood park or City park

85%

87%

83%

83%

Percent rating City parks as excellent or good

73%

81%

85%

73%

Fiscal Year 2015 Key Issues Focus: Recreation Centers Special Events Tournament Complexes Neighborhood parks Marketing Hospitality services

Financial Highlights: Emmett Scott A/C- $10,000 New PRT Maintenance—$60,000

Carolina Thread Trail 86

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


Performance Budgets Parks, Recreation, and Tourism Department (continued)

Division: Parks Mission: To develop and operate the City’s regional facilities to offer the public active and passive leisure opportunities and events that create tourism and economic impact. PARKS EXPENDITURES (DIVISION - 5135) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

2,404,721

1,138,760

1,314,264

1,087,163

1,457,585

1,496,880

Operating

2,475,960

2,033,849

2,091,306

2,023,655

2,179,176

2,249,783

205,798

219,406

138,901

106,550

247,538

125,377

$5,086,478

$3,392,016

$3,544,471

$3,217,367

$3,884,299

$3,872,040

Full-time

27

27

27

27

28

28

Part-time

35

35

36

36

37

37

Total Personnel

62

62

63

63

65

65

Expenditures

Capital Total

Personnel

Division: Recreation Mission: To provide diversified and quality recreational activities and special events for individual neighborhoods as well as the entire community, for citizens of all ages and economic statuses. To provide year-round, quality leisure services to the senior citizens and handicapped population of the community by designing, planning, and conducting activities to meet the specific needs of these citizens. RECREATION EXPENDITURES (DIVISION - 5110) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

611,650

595,714

665,214

571,502

632,910

642,736

Operating

501,857

650,833

561,191

607,490

564,943

565,029

Capital

19,703

17,920

25,000

25,825

35,000

25,000

$1,133,211

$1,264,467

$1,251,405

$1,204,816

$1,232,853

$1,232,765

Full-time

16

16

16

16

17

17

Part-time

10

10

10

10

9

9

Total Personnel

26

26

26

26

26

26

Expenditures

Total

Personnel

In Fiscal Year 2012, the Parks division received two new positions and the former Horticulture division was merged with the Parks division.

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

87


Performance Budgets Parks, Recreation, and Tourism Department (continued) Division: Tourism Mission: To provide leadership and administrative support to all divisions of the Parks, Recreation, and Tourism Department, to ensure efficient and effective operations, and to promote leisure and tourism opportunities to increase public participation and tourism. TOURISM EXPENDITURES (DIVISION - 5101) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

366,457

1,739,513

1,628,471

1,845,331

1,464,086

1,555,050

Operating

122,746

436,051

317,746

477,622

319,351

319,353

0

25,965

3,394

3,394

3,394

3,394

$489,203

$2,201,529

$1,949,611

$2,326,347

$1,786,832

$1,877,797

Full-time

38

38

38

38

38

38

Part-time

22

22

23

23

23

23

Total Personnel

60

60

61

61

61

61

Expenditures

Capital Total

Personnel

Mighty Casey at Cherry Park

88

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets Economic and Urban Development Department Mission To strengthen the City’s role as a place for economic activity through job creation, business location and expansion, redevelopment, and tourism.

Old Town Marketing and Events

Administration

Economic and Urban Development

Infrastructure/ Redevelopment

Business and Jobs Recruitment

ECONOMIC AND URBAN DEVELOPMENT PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

Total

Budget

Estimated

Approved Budget

Projected

Personnel

988,962

1,057,791

1,087,634

1,063,846

1,001,585

1,002,956

Operating

757,693

725,239

801,522

747,670

840,833

840,567

57,865 $1,804,520

55,316 $1,838,346

55,000 $1,944,157

44,259 $1,855,774

25,000 $1,867,418

25,000 $1,868,523

Full Time Part Time

12 1

12 1

12 1

12 1

12 0

12 0

Total

13

13

13

13

12

12

Expenditures by Category

Capital Total

2015/2016

Personnel Count

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

89


Performance Budgets Economic and Urban Development (continued) Target

FY2012 Actual

FY2013 Actual

FY2014 Actual

Increase the commercial and industrial tax base in the City

By $40 million per year

$164 Million

N/A

N/A

Assist in the creation of new jobs

500 jobs by 6/30/2015

60

1,298 announcements

1,133 (cumulative)

Solicit and support development in business parks

$200 million in investment over three years

N/A

$87.6 million

$139.6 million (cumulative)

Rock Hill’s Ratings from the National Citizen Survey

FY2006 Actual

FY2009 Actual

FY2012 Actual

FY2014 Actual

Percent rating employment opportunities as excellent or good

29%

29%

24%

25%

Percent rating economic development services as excellent or good

43%

46%

40%

41%

Fiscal Year 2015 Key Issues Focus: Development projects: Knowledge Park, Fountain Park, Old Town Assisting private investment Job creation RH Economic Development Corporation

Financial Highlights: Oakland Avenue Streetscapes- $20,000 Galleria Area Sidewalk Initiative- $5,000

Old Town Experience

90

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


Performance Budgets Housing Authority 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.

Housing Authority

HOUSING AUTHORITY PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

Total

Budget

Estimated

Approved Budget

Projected

Personnel

1,588,352

1,550,931

1,483,514

1,557,726

1,461,041

1,477,992

Operating

47,524

52,323

59,262

51,476

57,913

57,913

0 $1,635,876

0 $1,603,254

0 $1,542,776

0 $1,609,201

0 $1,518,953

0 $1,535,905

Full Time

22

22

22

22

22

22

Part Time

4

4

4

4

4

4

Total

26

26

26

26

26

26

Expenditures by Category

Capital Total

2015/2016

Personnel Count

Fiscal Year 2015 Key Issues Focus: Manage public housing Partner with Boys and Girls Club of York County Voucher assistance to families and individuals Affordable housing programs

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

91


Performance Budgets Stormwater Department Department Mission To improve drainage throughout the City by performing improvement projects, routine maintenance and repair on the City’s stormwater drainage system.

Stormwater

STORMWATER PROGRAM EXPENDITURES TOTAL 2011/2012 Total

Expenditures by Category Personnel

2012/2013

2013/2014

2013/2014

2014/2015

2015/2016

Total

Budget

Estimated

Approved Budget

Projected

638,773

768,316

732,148

830,887

840,230

Operating

698,258

301,985

468,629

1,092,312

566,143

495,693

Capital

348,264

193,231

639,352

433,302

536,530

627,379

752,327 $1,798,849

34,486 $1,168,475

538,703 $2,415,000

528,588 $2,786,350

515,815 $2,449,375

515,815 $2,479,117

Full Time

14

14

14

14

14

14

Part Time

0

0

0

0

0

0

Total

14

14

14

14

14

14

Non-Operating Total Personnel Count

Includes Non-Departmental and Debt Service Expenditures

Rock Hill’s Ratings from the National Citizen Survey

FY2006 Actual

Percent rating storm drainage as excellent or good

41%

FY2009 Actual 59%

FY2012 Actual 55%

FY2014 Actual 48%

Fiscal Year 2015 Key Issues Focus: Stormwater Master Plan Drainage system maintenance Sediment/Erosion control inspections Public education– water quality, water pollution

92

Financial Highlights: Stormwater Bond to fund 15 top projects$6,142,000

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


Performance Budgets Utilities Department- Electric Fund Department Mission To provide the most reliable and efficient service of electrical power, traffic signalization, and street lighting 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 operations of the City through the support of technology endeavors for all City operations while promoting the efficient utilization of technology resources and investments through training, secure data sharing, and procurement of advanced integrated technological solutions for information and communication systems.

Operations Administration Hometown Security

Utilities Administration

Electric Services

Electric Fund

Information Technology

Power & Communication Services

Electric Engineering

ELECTRIC FUND PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

2015/2016

Personnel

4,690,999

Total 5,359,049

Budget 5,556,515

Estimated 5,764,674

Approved Budget 6,378,388

Projected 6,555,333

Operating

9,835,710

9,341,048

8,074,882

6,879,481

8,231,925

8,228,530

2,292,906

432,377

1,490,633

72,713,106

1,496,491

1,934,134

63,596,858 5,002,863 $85,419,336

67,808,030 8,608,548 $91,549,052

74,127,833 5,319,059 $94,568,922

1,724,012 6,096,514 $93,177,787

79,418,207 5,416,557 $100,941,568

5,402,281 $106,906,227

Full Time

68

68

72

72

89

89

Part Time

3

3

3

3

1

1

Total

71

71

75

75

90

90

Expenditures by Category

Capital

84,785,949 Purchased PowNon-operating Total Personnel Count

Includes Non-Departmental and Debt Service Expenditures

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

93


Performance Budgets Utilities Department– Electric Fund (continued) Rock Hill’s Ratings from the National Citizen Survey

FY2006 Actual

FY2009 Actual

FY2012 Actual

FY2014 Actual

Percent rating street lighting as excellent or good

44%

48%

60%

54%

Percent rating traffic signal timing as excellent or good

43%

39%

45%

42%

Percent rating electric service as excellent or good

-

68%

66%

59%

Fiscal Year 2015 Key Issues Focus: Capital projects throughout the Old Town, Textile Corridor, and Knowledge Park Overhead to underground conversion Minimize outages and improve service

Financial Highlights: Overhead to underground- $346,340 Substation Feeders- $90,000 Line relocations- $90,000

Substation work

94

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


Performance Budgets Utilities Department– Electric Fund (continued) Division: Utilities Administration Mission: To provide administrative leadership, supervision, support, and direction for all programs in the Electric, Water, and Wastewater Funds. UTILITIES ADMINISTRATION EXPENDITURES (DIVISION - 3501) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

309,417

502,144

372,828

425,084

286,703

295,581

Operating

234,348

229,962

132,454

206,009

141,195

160,271

0

-149,652

0

19,755

0

0

Expenditures

Capital Non-Operating

1,217,064

4,523,448

1,291,893

1,291,872

1,246,830

1,369,651

Total

$1,760,829

$5,105,902

$1,797,176

$1,942,719

$1,674,728

$1,825,503

Full-time

7

3

3

3

2

2

Part-time

0

1

1

1

0

0

Total Personnel

7

4

4

4

2

2

Personnel

Division: Electrical Services Mission: To provide the most reliable and efficient service of electrical power, traffic signalization, and street lighting with the best possible service and support to our customers. ELECTRICAL SERVICES EXPENDITURES (DIVISION - 3575) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

1,405,679

1,269,398

1,195,209

1,255,186

1,228,827

1,259,306

Operating

3,813,673

3,827,740

3,475,757

3,819,252

3,357,606

3,522,976

Capital

1,084,369

9,053

117,461

154,861

111,542

265,464

63,596,858

67,808,030

74,127,833

72,713,106

79,418,207

84,785,949

Expenditures

Purchased Non-Operating

0

0

300,000

0

300,003

0

$69,900,579

$72,914,221

$79,216,260

$77,942,405

$84,416,184

$89,833,694

Full-time

20

20

20

20

18

18

Part-time

0

0

0

0

0

0

Total Personnel

20

20

20

20

18

18

Total

Personnel

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

95


Performance Budgets Utilities Department– Electric Fund (continued) 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 applications, project management, and commitment to accomplishing the City’s strategic goals. ELECTRIC ENGINEERING EXPENDITURES (DIVISION - 3576) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

366,035

506,303

493,312

522,999

464,774

470,438

Operating

2,074,668

1,734,953

972,828

823,481

974,143

974,143

1,500

70,588

900,148

1,046,685

903,494

1,205,474

$2,442,204

$2,311,843

$2,366,288

$2,393,165

$2,342,411

$2,650,055

Full-time

5

5

5

5

6

6

Part-time

1

0

0

0

0

0

Total Personnel

6

5

5

5

6

6

Expenditures

Capital Total

Personnel

Division: Power and Communication Services Mission: To provide the most reliable and efficient service of electrical power and street lighting with the best possible service and support to our customers while promoting safety and training as electrical professionals. To provide the greatest reliability for emergency generation at City facilities and reduce power costs by utilizing load control device and generation equipment during peak times. POWER AND COMMUNICATION SERVICES (DIVISION - 3580; PREVIOUSLY TRAFFIC SIGNALS) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

559,895

324,416

356,966

465,884

1,361,907

1,449,031

Operating

627,291

431,694

497,486

267,081

860,054

850,108

Capital

135,996

217,617

186,576

161,376

231,464

231,205

$1,323,182

$973,727

$1,041,028

$894,341

$2,453,426

$2,530,344

12

12

14

14

24

24

Expenditures

Total

Personnel Full-time

96

Part-time

0

0

0

0

0

0

Total Personnel

12

12

14

14

24

24

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


Performance Budgets Utilities Department– Electric Fund (continued) Division: Information Technology Services Mission: To support technology endeavors in hardware and software throughout the organization. Information Technology Services strives to provide high quality customer service in an efficient and effective manner. INFORMATION TECHNOLOGY SERVICES EXPENDITURES (DIVISION - 4130*) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

974,995

1,425,585

1,449,431

1,485,486

1,498,696

1,516,098

Operating

1,444,760

1,317,298

1,503,205

1,116,773

1,782,310

1,604,405

275,291

233,659

220,000

358,867

238,000

220,000

$2,695,045

$2,976,541

$3,172,636

$2,961,125

$3,519,007

$3,340,503

Full-time

8

20

18

18

18

18

Part-time

1

1

1

1

1

1

Total Personnel

9

21

19

19

19

19

Expenditures

Capital Total

Personnel

Division: Dispatch/SCADA Mission: To provide professional and timely dispatch of work orders and provide accurate system information. DISPATCH/SCADA EXPENDITURES (DIVISION - 3585) Expenditures

2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

93,691

773,259

783,946

689,215

0

0

Operating

108,265

417,648

524,205

408,584

0

0

Capital

293,971

46,161

52,457

63,916

0

0

Total

$495,926

$1,237,067

$1,360,608

$1,161,715

$0

$0

Full-time

0

3

3

3

0

0

Part-time

0

0

0

0

0

0

Total Personnel

0

3

3

3

0

0

Personnel

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

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

97


Performance Budgets Utilities Department– Electric Fund (continued) Division: Operations Administration Mission: To provide oversight to all functions housed at the City’s Operations Center. OPERATIONS ADMINISTRATION EXPENDITURES (DIVISION - 3590) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

397,811

465,032

404,646

448,926

425,968

429,318

Operating

17,390

22,575

15,075

16,532

16,575

16,575

Capital

2,737

315

10,198

9,913

8,198

8,198

$417,938

$487,921

$429,919

$450,741

$454,092

Full-time

0

4

4

4

6

6

Part-time

0

1

1

1

0

0

Total Personnel

0

5

5

5

6

6

Expenditures

Total

$475,371

Personnel

Division: General Services* Mission: To support City Utility Services through key account and business support functions. GENERAL SERVICES EXPENDITURES (DIVISION - 2415) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

54,318

56,845

469,277

471,895

1,137,928

1,163,556

Operating

103,999

92,961

-8,358

106,617

137,803

137,803

Expenditures

Capital

0

4,134

3,793

3,793

3,793

3,793

$158,318

$153,940

$464,713

$582,305

$1,279,524

$1,305,152

Full-time

1

1

7

7

15

15

Part-time

0

0

0

0

0

0

Total Personnel

1

1

7

7

15

15

Total

Personnel

*

Prior to Fiscal Year 2014, 2415 was known as Hometown Security. With the new fiscal year, it was given a new name, General Services. Apart of this re-organization was moving four call center employees the Public Services Administrator and the Key Accounts Manager to this new division. In FY2015, General Services also houses the newly created Project Management Team.

98

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


Performance Budgets Utilities Department- Water Fund Department Mission To provide customers with reliable and safe water that meets their needs in a cost-effective manner and to plan, design, and expand the water system to support regional growth.

Engineering

Water Treatment Plant

Water Fund

Water Distribution

Raw Water Pump Station

WATER FUND PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013 Total

Personnel

2,275,780

2,013,848

Operating

2,696,358

2,920,616

2,688,132

921,012

1,537,582

1,589,214

8,135,205 14,028,356

9,279,796 15,751,842

Full Time

34

Part Time

1

Total

35

Expenditures by Category

Capital Non-operating Total

2013/2014

2013/2014

2014/2015

2015/2016

Budget

Estimated

Approved Budget

Projected

2,029,178

2,025,887

2,049,679

2,761,207

2,761,729

1,385,546

2,253,944

8,037,416 14,343,940

1,884,266 3,660,493 2,412,491 8,124,199 16,081,449

8,698,433 14,871,072

8,973,465 16,038,817

33

33

33

29

29

0

0

0

1

1

33

33

33

30

30

Personnel Count

Excludes Water Impact Fee expenditures; includes Debt Service and Non-departmental expenditures

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

99


Performance Budgets Utilities Department– Water Fund (continued) Target

FY2012 Actual

FY2013 Actual

FY2014 Actual

Comply with EPA and DHEC drinking water standards

100%

100%

100%

100%

Remain above the median for the number of customer accounts per employee (AWWA)

Above median

Above median

Above median

Not Yet Available

Remain above the median for MGD water delivered per employee (AWWA)

Above median

Above median

Above median

Not Yet Available

Rock Hill’s Ratings from the National Citizen Survey

FY2006 Actual

Percent rating drinking water services as excellent or good

60%

FY2009 Actual 68%

FY2012 Actual 65%

FY2014 Actual 60%

Fiscal Year 2015 Key Issues Focus: Water meter installation Pump maintenance American Water Works Association’s annual benchmarking survey New wholesale water customers

Financial Highlights: Lake Wylie Water Intake- $567,500 Hwy 5/Mathis Rd. Loop- $591,500 Small Diameter Water Lines- $100,518

Water Filter plant

100

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


Performance Budgets Utilities Department– Water Fund (continued) Division: Water Engineering Mission: To design, manage, survey, or inspect water, sewer, and other heavy construction for the citizens of Rock Hill in order to maintain current infrastructure and ensure quality growth. WATER ENGINEERING EXPENDITURES (DIVISION - 3505) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

233,662

91,336

190,874

88,521

178,023

180,543

Operating

82,193

76,074

77,846

98,102

98,130

98,131

0

2,648

23,000

277,318

3,000

3,000

$315,854

$170,059

$291,720

$463,941

$279,153

$281,674

Full-time

3

3

3

3

1

1

Part-time

1

0

0

0

1

1

Total Personnel

4

3

3

3

2

2

Expenditures

Capital Total

Personnel

Division: Water Distribution Mission: To effectively repair, replace, and expand the City’s water system to allow an adequate, uninterrupted supply of safe water for domestic, industrial, and fire protection needs of the community. WATER DISTRIBUTION EXPENDITURES (DIVISION - 3510) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

1,272,708

1,228,749

1,166,816

1,184,810

1,209,301

1,223,851

Operating

857,032

944,424

708,929

1,459,551

740,974

741,480

Capital

895,489

1,584,041

1,426,214

1,555,621

1,377,546

2,173,864

$3,025,229

$3,757,214

$3,301,959

$4,199,983

$3,327,822

$4,139,195

Full-time

20

20

20

20

20

20

Part-time

0

0

0

0

0

0

Total Personnel

20

20

20

20

20

20

Expenditures

Total

Personnel

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

101


Performance Budgets Utilities Department– Water Fund (continued) Division: Water Treatment Plant Mission: To provide residents and customers with an adequate, high quality supply of drinking water through the effective operation of the water filter plant. WATER TREATMENT EXPENDITURES (DIVISION - 3530) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

746,253

670,604

650,888

610,935

615,863

622,585

Operating

1,491,907

1,581,136

1,510,385

1,821,392

1,530,301

1,530,313

25,297

39,064

140,000

569,719

5,000

77,080

$2,263,456

$2,290,804

$2,301,273

$3,002,045

$2,151,163

$2,229,978

Full-time

11

10

10

10

8

8

Part-time

0

0

0

0

0

0

Total Personnel

11

10

10

10

8

8

Expenditures

Capital Total

Personnel

Division: Raw Water Pump Station Mission: To ensure an adequate supply of raw water for use at the water treatment plant and to keep all pumps and related equipment in operable condition. RAW WATER PUMP STATION EXPENDITURES (DIVISION - 3525) Expenditures

2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

0

0

0

0

0

0

Operating

263,314

271,242

347,922

291,281

348,751

348,754

227

0

0

0

0

0

$263,541

$271,242

$347,922

$291,281

$348,751

$348,754

Full-time

0

0

0

0

0

0

Part-time

0

0

0

0

0

0

Total Personnel

0

0

0

0

0

0

Capital Total

Personnel

102

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


Performance Budgets Utilities Department- Wastewater Fund Department Mission To provide customers with reliable and safe wastewater services in a cost-effective manner and to plan, design, and expand the wastewater system to support regional growth.

Wastewater System

Lift Stations

Wastewater Treatment Plant

Wastewater Fund

Industrial Pretreatment

Environmental Lab

WASTEWATER FUND PROGRAM EXPENDITURES TOTAL 2011/2012 Total

2012/2013

2013/2014

2013/2014

2014/2015

Total

Budget

Estimated

Approved Budget

Projected

Personnel

2,117,840

2,147,677

2,202,956

2,194,576

2,297,255

2,347,679

Operating

4,621,361

4,516,099

4,452,689

5,080,494

4,512,071

4,492,996

Capital

3,578,056

4,763,550

4,046,237

4,659,423

4,227,157

4,708,115

Non-operating

2,226,599 12,543,855

2,336,322 13,763,647

8,953,063 19,654,945

8,364,958 $20,299,451

9,192,365 20,228,847

9,265,954 20,814,744

Full Time Part Time

36 2

36 2

36 2

36 2

36 2

36 2

Total

38

38

38

38

38

38

Expenditures by Category

Total

2015/2016

Personnel Count

Excludes Wastewater Impact Fee expenditures; includes Debt Service and Non-departmental expenditures

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

103


Performance Budgets Utilities Department– Wastewater Fund (continued) Target

FY2012 Actual

FY2013 Actual

FY2014 Actual

Comply with wastewater treatment standards

100%

100%

100%

100%

Remain above the median for the number of customer accounts per employee (AWWA )

Above median

Above median

Above median

Not Yet Available

Remain above the median for MGD wastewater processed per employee (AWWA)

Above median

Above median

Above median

Not Yet Available

Rock Hill’s Ratings from the National Citizen Survey

FY2006 Actual

Percent rating sewer services as excellent or good

60%

FY2009 Actual 73%

FY2012 Actual 72%

FY2014 Actual 69%

Fiscal Year 2015 Key Issues Focus: American Water Works Association’s annual benchmarking survey New wholesale water customers Maintain sewer pipes Maintain lift stations Analyze pretreatment samples

Financial Highlights: Manchester Outfall Replacement: $834,805 India Hook/Glendale Sewer Outfall: $675,000 Fewell Park Sewer Lining: $375,000

Water Treatment Facility

104

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


Performance Budgets Utilities Department– Wastewater Fund (continued) 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 collection system and maintenance and expansion of the system to meet future needs. WASTEWATER SYSTEM EXPENDITURES (DIVISION - 3535) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

820,421

784,954

788,544

798,454

831,273

840,275

Operating

782,925

856,060

874,539

903,356

895,647

876,442

Capital

2,387,526

4,450,730

3,555,185

3,765,960

4,173,105

4,601,619

Total

$3,990,872

$6,091,744

$5,218,268

$5,467,770

$5,900,024

$6,318,336

15

15

15

15

15

15

Expenditures

Personnel Full-time Part-time

1

1

1

1

0

0

Total Personnel

16

16

16

16

15

15

Division: Wastewater Treatment Plant Mission: To protect the public health and preserve the environment by effectively treating the community’s wastewater and producing clean water for discharge into the Catawba River. WASTEWATER TREATMENT PLANT EXPENDITURES (DIVISION - 3555) Expenditures

2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

834,180

461,970

482,951

491,097

519,076

550,169

Operating

3,013,037

3,062,407

2,651,185

3,536,722

2,685,824

2,685,946

Capital

1,116,434

353,801

408,000

412,775

24,000

53,760

Total

$4,963,651

$3,878,179

$3,542,136

$3,228,900

$3,289,875

Full-time

13

13

13

13

7

7

Part-time

1

1

1

1

0

0

Total Personnel

14

14

14

14

7

7

$4,440,594

Personnel

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

105


Performance Budgets Utilities Department– Wastewater Fund (continued)

Division: Industrial Pretreatment Mission: To monitor and control the discharge from industries utilizing the City’s treatment plant to protect the environment and plant from any unauthorized or harmful discharge. INDUSTRIAL PRETREATMENT EXPENDITURES (DIVISION - 3560) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

131,546

155,435

161,485

157,418

164,757

166,766

Operating

22,189

28,500

41,629

31,515

42,557

42,557

Capital

10,893

33,888

18,552

418,424

17,552

17,552

$164,628

$217,823

$221,666

$607,356

$224,866

$226,875

Full-time

2

3

3

3

3

3

Part-time

0

0

0

0

0

0

Total Personnel

2

3

3

3

3

3

Expenditures

Total

Personnel

Division: Environmental Monitoring Mission: Generate analytical data utilized by the wastewater treatment plant in process control and in satisfying the federal and state environmental program requirements. ENVIRONMENTAL MONITORING LAB EXPENDITURES (DIVISION - 3565) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

194,845

215,122

199,878

205,814

201,553

203,907

Operating

115,541

110,571

153,744

113,280

154,299

154,299

4,494

7,508

38,000

2,015

8,000

8,000

$314,880

$333,201

$391,622

$321,109

$363,852

$366,207

Full-time

3

3

3

3

3

3

Part-time

0

0

0

0

0

0

Total Personnel

3

3

3

3

3

3

Expenditures

Capital Total

Personnel

106

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


Performance Budgets Utilities Department– Wastewater Fund (continued)

Division: Lift Stations Mission: To manage and maintain the lift stations in proper working conditions at an economical cost to provide for the effective delivery of sewage to the treatment plant. LIFT STATIONS EXPENDITURES (DIVISION - 3570) 2012 Actual

2013 Actual

2014 Budget

2014 Projected

2015 Approved

2016 Proposed

Personnel

111,601

504,948

549,498

541,794

557,896

563,862

Operating

687,668

414,602

688,542

495,621

690,694

690,701

Capital

58,710

3,876

26,500

60,345

4,500

27,184

$857,979

$923,426

$1,264,539

$1,097,759

$1,253,090

$1,281,747

Full-time

2

2

2

2

8

8

Part-time

0

0

0

0

1

1

Total Personnel

2

2

2

2

9

9

Expenditures

Total

Personnel

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

107


Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES- GENERAL FUND

REVENUES: Property taxes Licenses and permits Fines and forfeitures Intergovernmental Charges for services Investment earnings Other Total revenues

EXPENDITURES Current General government Public safety Public works Parks, recreation, and tourism Capital outlay Debt service: Principal Interest and fees Capital lease payments Total expenditures REVENUES OVER (UNDER) EXPENDITURES OTHER FINANCING SOURCES: Operating transfers in Operating transfers out Proceeds from capital lease Total other financing sources REVENUES AND OTHER FINANCING SOURCES OVER (UNDER) EXPENDITURES

2011/2012 Actual 21,799,800 7,324,483 798,816 1,884,297 11,189,056 0 1,903,965 44,900,417

2012/2013 Actual 22,557,250 8,998,328 859,473 2,735,582 10,523,984 0 2,072,113 47,746,730

2013/2014 Projected 22,849,143 8,365,148 803,992 1,851,628 11,278,882 0 1,883,566 47,032,359

2014/2015 Budget 23,482,447 8,512,527 913,000 2,559,352 11,653,572 0 2,248,132 49,369,030

2015/2016 Budget 24,153,115 8,668,284 943,002 2,593,601 11,814,027 0 1,999,917 50,171,946

15,303,483 20,029,881 6,709,625 6,708,893 650,292

16,218,244 20,241,928 7,053,907 6,997,915 600,749

16,364,557 21,102,992 6,719,869 6,707,645 3,647,790

17,202,777 22,364,989 8,176,287 6,903,984 413,036

17,660,234 22,765,282 8,462,500 6,982,602 356,433

860,000 566,732 2,287,555 53,116,461

2,346,585 1,777,607 1,992,439 57,229,374

790,000 526,560 2,380,589 58,240,002

385,000 557,407 2,878,681 58,882,161

395,000 541,645 3,193,520 60,357,216

(8,216,044)

(9,482,644)

(11,207,643)

(9,513,131)

(10,185,270)

6,504,240 (265,000) 1,971,332 8,210,572

6,401,755 (1,190,898) 3,761,736 8,972,593

6,584,352 0 3,954,965 10,539,317

6,730,295 0 2,782,836 9,513,131

7,123,469 0 3,061,801 10,185,270

(5,472)

(510,051)

0

0

(668,326)

FUND BALANCE, BEGINNING OF YEAR

1,946,421

1,940,949

1,430,898

762,572

762,572

FUND BALANCE, END OF YEAR

1,940,949

1,430,898

762,572

762,572

762,572

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

108

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2012 Bus ines s -type Activities - Enterpris e Funds Electric, Water and Sewer Stormwater Totals OPERATING REVENUES: Electric s ales Water s ales Sewer charges Impact fees Stormwater charges Government grants Other us er charges Total operating revenues

1,311,616 4,421,186 113,931,536

OPERATING EXPENSES: Purchas ed power Sys tem operations Depreciation and amortization General and adminis trative Total operating expens es

63,596,858 20,185,332 10,870,331 6,916,882 101,569,403

1,735,428

63,596,858 21,152,439 11,638,652 6,916,882 103,304,831

OPERATING INCOME (LOSS)

12,362,133

754,229

13,116,362

NON-OPERATING REVENUES (EXPENSES) Interes t income Interes t expens e Gain (los s ) on dis pos al of fixed as s es Total non-operating revenues (expens es )

659,707 (5,148,101) 0 (4,488,394)

7,865 (159,207) 0 (151,342)

667,572 (5,307,308) 0 (4,639,736)

7,873,739

602,887

8,476,626

CAPITAL CONTRIBUTIONS

740,227

117,887

858,114

TRANSFERS IN

265,000

265,000

(6,156,070)

(6,156,070)

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

TRANSFERS OUT CHANGE IN NET ASSETS

77,338,391 12,899,237 17,536,668 424,438 2,479,424 10,233 2,489,657

967,107 768,321

77,338,391 12,899,237 17,536,668 424,438 2,479,424 1,311,616 4,431,419 116,421,193

2,722,896

720,774

3,443,670

TOTAL NET ASSETS- BEGINNING

216,164,394

10,758,881

226,923,275

TOTAL NET ASSETS- END

218,887,290

11,479,655

230,366,945

Note: Pres ented on a GAAP bas is

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

109


Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2013 Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Government gra nts Other us er cha rges Tota l opera ti ng revenues

656,144 4,031,242 118,464,714

OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es

67,808,030 20,586,101 11,125,727 6,861,115 106,380,973

OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s ets Tota l non-opera ti ng revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

81,542,604 12,828,093 18,815,834 590,797 2,542,748 9,920 2,552,668

81,542,604 12,828,093 18,815,834 590,797 2,542,748 656,144 4,041,162 121,017,382

2,118,296

67,808,030 21,882,627 11,947,497 6,861,115 108,499,269

12,083,741

434,372

12,518,113

606,724 (5,502,764) (4,896,040)

7,011 (293,296) (43,567) (329,852)

613,735 (5,796,060) (43,567) (5,225,892)

7,187,701

104,520

7,292,221

1,296,526 821,770

CAPITAL CONTRIBUTIONS

856,855

856,855

TRANSFERS IN

265,000

265,000

(6,398,276)

(6,398,276)

TRANSFERS OUT CHANGE IN NET ASSETS

1,911,280

104,520

2,015,800

TOTAL NET ASSETS- BEGINNING

218,887,290

11,479,661

230,366,951

TOTAL NET ASSETS- END

220,798,570

11,584,181

232,382,751

Note: Pres ented on a GAAP ba s i s

110

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2014- PROJECTED Bus ines s -type Activities - Enterpris e Funds Electric, Water and Sewer Stormwater Totals OPERATING REVENUES: Electric s ales Water s ales Sewer charges Impact fees Stormwater charges Other us er charges Total operating revenues

6,585,296 129,053,349

OPERATING EXPENSES: Purchas ed power Sys tem operations Depreciation and amortization General and adminis trative Total operating expens es

72,713,106 25,087,343 11,000,000 6,584,352 115,384,801

OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t income Interes t expens e Gain (los s ) on dis pos al of fixed as s es Total non-operating revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

89,925,661 12,608,904 19,215,374 718,114 2,500,606 2,500,606

89,925,661 12,608,904 19,215,374 718,114 2,500,606 6,585,296 131,553,955

2,795,862

72,713,106 27,078,205 11,805,000 6,584,352 118,180,663

13,668,548

(295,256)

13,373,292

223,970 (8,134,584)

(126,054)

(7,910,614)

(126,054)

223,970 (8,260,638) 0 (8,036,668)

5,757,934

(421,310)

5,336,624

1,990,862 805,000

CAPITAL CONTRIBUTIONS

863,500

858,114

TRANSFERS IN

265,000

265,000

(6,156,070)

(6,156,070)

TRANSFERS OUT CHANGE IN NET ASSETS

730,364

(421,310)

303,668

TOTAL NET ASSETS- BEGINNING

208,925,299

10,706,799

219,632,098

TOTAL NET ASSETS- END

209,655,663

10,285,489

219,935,766

Note: Pres ented on a GAAP bas is

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

111


Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT- BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2015 - PROJECTED Bus i nes s -type Activi ties - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Total s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees

96,797,354 13,956,548 20,053,142 631,000

Stormwa ter cha rges Other us er cha rges Total opera ting revenues

5,504,442 136,942,486

OPERATING EXPENSES: Purcha s ed power Sys tem opera tions Genera l a nd a dmi ni s tra tive Total opera ting expens es

79,418,207 26,899,675 11,116,511 117,434,393

OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Pri nci pa l pa yments Total non-opera ting revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS TRANSFERS OUT NET INCOME

96,797,354 13,956,548 20,053,142 631,000 3,101,306

3,101,306

3,101,306

5,504,442 140,043,792

2,191,499

79,418,207 29,091,174 11,116,511 119,625,892

19,508,093

909,807

20,417,900

(5,501,908) (7,275,890) (12,777,798)

(117,210) (792,597) (909,807)

0 (5,619,118) (8,068,487) (13,687,605)

6,730,295

0

6,730,295

(6,730,295)

0

(6,730,295)

0

0

0

2,191,499

Note: Thi s s chedul e i s pres ented on a budget (ca s h) ba s i s a nd excl udes depreci a tion a nd a mortiza tion. Addi tiona l l y, whi l e the a ctua l GAAP fi na nci a l s tatements do not i ncl ude pri nci pa l pa yments , thi s s tatement i s pres ented us i ng a budget ba s i s whi ch i ncl udes pri nci pa l pa yments .

112

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2015 - PROJECTED Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges Tota l opera ti ng revenues

5,504,442 136,942,486

OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es

79,418,207 26,899,675 7,500,000 11,116,511 124,934,393

96,797,354 13,956,548 20,053,142 631,000 3,101,306 3,101,306

96,797,354 13,956,548 20,053,142 631,000 3,101,306 5,504,442 140,043,792

2,901,499

79,418,207 29,091,174 8,210,000 11,116,511 127,835,892

12,008,093

199,807

12,207,900

50,774 (5,501,908)

(117,210)

50,774 (5,619,118)

(5,451,134)

(117,210)

(5,568,344)

6,556,959

82,597

6,639,556

CAPITAL CONTRIBUTIONS

400,000

0

400,000

TRANSFERS IN

265,000

265,000

(6,730,295)

(6,730,295)

OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s es Tota l non-opera ti ng revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

TRANSFERS OUT CHANGE IN NET ASSETS

2,191,499 710,000

491,664

82,597

574,261

TOTAL NET ASSETS- BEGINNING

213,933,185

11,407,128

225,334,927

TOTAL NET ASSETS- END

214,424,849

11,489,725

225,909,188

Note: Pres ented on a GAAP ba s i s

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

113


Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT- BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2016 - PROJECTED

Bus i nes s -type Activi ties - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Total s OPERATING REVENUES: El ectri c s a l es

102,655,515

102,655,515

Wa ter s a l es

15,241,934

15,241,934

Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges Total opera ting revenues

20,638,285 638,000 5,595,236 144,768,970

20,638,285 638,000 3,137,443 5,595,236 147,906,413

OPERATING EXPENSES: Purcha s ed power Sys tem opera tions Genera l a nd a dmi ni s tra tive Total opera ting expens es

84,785,949 28,201,926 11,687,869 124,675,744

OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Pri nci pa l pa yments Total non-opera ting revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS TRANSFERS OUT NET INCOME

3,137,443 3,137,443

2,227,635

84,785,949 30,429,561 11,687,869 126,903,379

20,093,226

909,808

21,003,034

50,789 (5,258,944) (7,761,602) (12,969,757)

(108,166) (801,642) (909,808)

50,789 (5,367,110) (8,563,244) (13,879,565)

7,123,469

0

7,123,469

2,227,635

(7,123,469) (0)

(7,123,469) 0

(0)

Note: Thi s s chedul e i s pres ented on a budget (ca s h) ba s i s a nd excl udes depreci a tion a nd a mortiza tion. Addi tiona l l y, whi l e the a ctua l GAAP fi na nci a l s tatements do not i ncl ude pri nci pa l pa yments , thi s

114

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2016 - PROJECTED

Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges Tota l opera ti ng revenues OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es

102,655,515 15,241,934 20,638,285 638,000 3,137,443 5,595,236 144,768,970

3,027,635

84,785,949 24,344,816 11,800,000 11,687,869 132,618,634

15,177,971

109,808

15,287,779

50,789 (5,258,944)

(108,166)

(5,208,155)

(108,166)

50,789 (5,367,110) 0 (5,316,321)

9,969,816

1,642

9,971,458

CAPITAL CONTRIBUTIONS

400,000

0

400,000

TRANSFERS IN

265,000

265,000

(7,123,469)

(7,123,469)

OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s es Tota l non-opera ti ng revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

TRANSFERS OUT CHANGE IN NET ASSETS

84,785,949 22,117,181 11,000,000 11,687,869 129,590,999

3,137,443

102,655,515 15,241,934 20,638,285 638,000 3,137,443 5,595,236 147,906,413

2,227,635 800,000

3,511,347

1,642

3,512,989

TOTAL NET ASSETS- BEGINNING

214,424,849

11,489,725

225,909,188

TOTAL NET ASSETS- END

217,936,196

11,491,367

229,422,177

Note: Pres ented on a GAAP ba s i s

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

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Performance Budgets: FY2013-2015 Strategic Plan Introduction

Rock Hill is a community where vision meets action. Our vision, led by Mayor and City Council, is informed by engaging citizens, the business community, and our many community partners. Our actions, carried out by City employees across various departments, engaged residents, and community and business partners all play a pivotal role in moving us from vision to reality. Success requires proper planning and appropriate action. By aligning resources with predetermined initiatives that are tied to a broader vision, the Strategic Plan assists us with using our limited resources deliberately and purposefully to accomplish meaningful goals that contribute to the overall quality of life in our community. The Strategic Plan is intended to serve as a road map which guides us from visions of having a safe, economically healthy community, for example, to the reality of having a community with low crime rates and good paying jobs. Developing the Plan The Strategic Plan is updated every three years. Although the appropriate term length for a strategic plan is debatable, we have found three years to be short enough to acknowledge that we live in an ever-changing world that requires occasional recalibration of goals and tasks but long enough to acknowledge that most goals require more than one year to be accomplished. Each update to our Strategic Plan begins with the administration of a citizens’ survey conducted by an independent third party in which Rock Hill residents are randomly selected to provide satisfaction ratings regarding the City’s delivery of a variety of services. Keeping with the City’s strengthened commitment to community engagement, in October 2011— for the first time in our strategic planning history— we held third party, independently led strategic planning focus group sessions compromised of randomly selected residents. Survey data, focus group feedback, and progress on the previous Strategic Plan’s goals were discussed with Mayor and City Council during the January 2012 strategic planning retreat. After several months of collaboration among the Mayor, City Council, and city staff, the Fiscal Year 2013 through 2015 Strategic Plan was finalized. This Strategic Plan will guide the City from July 1, 2012 through June 30, 2015. The Plan After reviewing the ideas and feedback provided during the strategic planning process, a clear recurring theme emerged: Rock Hill strives to be a city known for quality. A city known for providing quality services, having quality places, and being a quality community. The FY2013-2015 Strategic Plan has three focus areas: quality services, quality places, and quali-

From Vision:

Manchester Meadows Master Plan: After our success in the areas of tennis and softball/baseball, the City sought to expand our sports facilities. Manchester Meadows was designed to be a first-rate facility that could serve the needs of local residents and serve as a site for soccer

To Reality:

Since its 2006 construction, Manchester Meadows has captured the interest of park and soccer enthusiasts locally, regionally, and nationally. In summer 2012, Manchester Meadows will host the 2012 US Youth Soccer National Championships. In addition to Manchester Meadows, our velodrome, tennis complex, future BMX track, and many baseball fields, continue to reinforce our success as a leader in sports tourism. To learn more about our facilities visit: www.rockhillrocks.com.

ty community. 116

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


Performance Budgets: FY2013-2015 Strategic Plan We commit to provide quality services. We seek to offer quality places. We strive to be a quality community.

Quality Services: This focus area includes some of the most fundamental responsibilities we have as being the local provider for services such as fire, police, water, sewer, electricity, public works, economic development, customer service, and parks, recreation, 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 transformative development projects within our community, such as Riverwalk and the Bleachery. Quality Community: This focus area addresses several quality of life initiatives such as supporting neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encouraging public engagement.

SERVICES Public Safety Economic Development Public Works Utilities Customer Service Parks, Recreation, Tourism

PLACES Old Town/Downtown Business Parks Cherry Road Galleria Area Saluda Street Transformative Projects: Riverwalk Downtown East Bleachery

COMMUNITY Quality of Life Neighborhoods Civic Engagement Public Information Planning & Development

Accomplishing the goals within these three focus areas will require hard work and addressing numerous activities in a variety of areas. Our Strategic Plan activities are predicated on three simple, yet fundamental stages of accomplishing a goal: planning, acting, and evaluating. Our formula for success is to Our award-winning Strategic Plan has enhanced our organiplan properly, act appropriately, and evaluate continuously. zation’s transparency and accountability.

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

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Performance Budgets: FY2013-2015 Strategic Plan Plan properly – Planning activities relate to our ability to plan for the future. Planning activities often precede any action and may involve researching best practices, meeting with partners or conducting master planning for infrastructure improvements. While these activities may seem trivial, they are important because they prepare the foundation for future success. Act appropriately – Action activities relate to our ability to meet desired achievement and service levels and often involve implementing elements from the planning phase. Examples of action activities are meeting police response time goals or revising incentives to enhance business recruitment efforts. Action activities are important because they have tremendous impact on whether we will have successful outcomes. Evaluate continuously – Evaluation activities relate to the effectiveness of both our planning and our actions. Are we seeing a reduction in crime? Do citizens feel safe after dark? Have our marketing efforts successfully recruited new businesses? Evaluation measures are important because

A unique feature of Rock Hill’s Strategic Plan is the inclusion of defined performance targets which provides us with the opportunity to measure our progress on accomplishing our goals and ultimately our vision.

Are We There Yet? When using a road map, it is important to be able to recognize when you have arrived at your desired destination; the same can be said for strategic planning. One of the most distinctive features of our Strategic Plan is its inclusion of performance targets. Our Strategic Plan goes beyond aspiring for robust economic development and safe neighborhoods; Rock Hill’s Strategic Plan clearly states how success will be defined. Whether the goal is to add 500 new jobs in three years or to reduce violent crime in our downtown area by two percent annually, the standards by which the City will be judged are explicitly stated in the Strategic Plan. Because our performance targets are set with appropriate rigor, perfection is not expected; however, ensuring appropriate progress towards accomplishing our vision and communicating that progress to our stakeholders is important – as it supports our commitment to transparency and accountability. Join Us on Our Journey We encourage you to follow our progress as we address the tasks and goals included in the FY2013-2015 Strategic Plan. Each year the City publishes mid-year and year-end progress reports that quantify our progress at meeting the performance targets included in the Strategic Plan. Using both quantifiable data and narrative information, these reports provide meaningful information on both successes and challenges. To complement the semi-annual progress reports, the City has a Performance Dashboard which provides monthly progress updates on many of the goals included in the Strategic Plan. Progress reports and the Performance Dashboard are available on the City’s website – cityofrockhill.com/transparency.

118

Our progress reports and performance dashboard provide official updates on the City’s progress at addressing the performance targets outlined in the Strategic Plan.

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


Performance Budgets: FY2013-2015 Strategic Plan Award-winning Quality Services Our services have received numerous awards and recognitions throughout the years. A few of these include:

The Electric Division received the RP3 Platinum Award from the American Public Power Association for being a reliable public power provider (2009/2010, 2011/2012).

The Rock Hill Police Department was named a Flagship Agency by The Commission on Accreditation for Law Enforcement Agencies (CALEA) for continually demonstrating excellence in commitment to the CALEA accreditation process (2009).

The Parks, Recreation and Tourism Department was named Agency of the Year (population over 50,000) by the South Carolina Recreation & Parks Association (2010).

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

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Performance Budgets: FY2013-2015 Strategic Plan Quality Services Engaging Our Community: Citizen Survey Responses & Focus Group Feedback

Many of our most fundamental responsibilities to our community are included in the Quality Services focus area. A few of these responsibilities include police, fire, public works, electric, water, sewer, and customer service. Goals

1. 2. 3. 4. 5.

Provide high quality public safety and judicial services Provide high quality public works and stormwater services Provide high quality parks, recreation, and tourism services Provide high quality electric, water, and sewer services Ensure exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees 6. Provide high quality economic development services

♦♦♦ Quality of Police Services percent rated excellent/good

100 80 60 40 20 0

2003

Efficient and Effective Services Rock Hill is committed to using our financial and personnel resources in a manner that allows us to deliver services in an efficient manner. Our strategic plan includes several measures that monitor our staffing levels and compare them to other jurisdictions. Additionally, there are several measures that evaluate our ability to accomplish outcome goals such as reduction in crime and the creation of jobs.

2005

2008

2011

♦♦♦

Quality of Fire Services percent rated excellent/good

100 80

Affordable Services Ensuring that we provide affordable services is very much a part of providing quality services. Each year the City conducts a rate comparison survey in which we compare our rates to other communities in our county, region, and state. The rate comparison findings are

60 40 20 0 2003

2005

2008

2011

♦♦♦ “The guys who pick up our trash do a pretty good job where I live, and if they miss your trash, you can even call them and they’ll even come back around.” -focus group participant

120

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Services Tasks (in bold) and Performance Target

Plan

Act

Evaluate

Target

GOAL: PROVIDE HIGH QUALITY PUBLIC SAFETY & JUDICIAL SERVICES POLICE SERVICES Evaluate the efficiency and effectiveness of police services as it relates to reducing crime and increasing the community’s perception of safety Explore methods to improve response times Explore methods to increase visibility in neighborhoods/patrol zones

By 6/30/2013 By 1/1/2014

Respond to Priority One calls

70% within 5 minutes 2% per year

Reduce citywide property crime per 1,000 residents from three year trend Maintain or reduce citywide violent crime per 1,000 residents from three year trend Continue to increase the percentage of residents who feel very or somewhat safe from violent crimes by three percentage points

Maintain or reduce citywide violent crime 68%

63% Continue to increase the percentage of residents who feel very or somewhat safe from property crimes by three percentage points Enhance the communication and delivery of police community outreach programs which will provide citizens the opportunity to interact with police employees and learn about current police initiatives and performance Hold Open House Inform the community about crime reduction and crime prevention activities Attend community and neighborhood meetings and events

Biennially Create deliverable by 6/30/2013 75 per year

Community events and neighborhood meetings provide valuable opportunities for public safety employees and residents to interact. “I think the police should come out to the communities...not just patrolling, but actually just talking to people.” -focus group participant

Police Open House event City of Rock Hill, South Carolina—Fiscal Year 2015/2016

121


Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Implement practices and strategies that contribute positively to the delivery of police services Address space demands at the Law Center

Begin construction by 1/1/2013 By 6/30 each year

Evaluate progress of Police workforce diversity/minority recruitment

FIRE SERVICES Evaluate the efficiency and effectiveness of fire services and the community’s satisfaction with fire services Respond to top priority fire suppression calls

90% within 5 minutes 90% within 5 minutes 62%

Respond to top priority medical emergency calls Percent of fires contained to the room of origin Maintain percentage of residents rating fire prevention and education as excellent or good Maintain the percentage of residents rating fire services as excellent or good

77% 95%

Provide community outreach programs which will provide citizens the opportunity to interact with fire employees and increase fire safety awareness in the community Provide fire safety education programs to elementary school students Reach 4,000 students per year Develop a fire safety program/initiative that targets adults By 6/30/2013 Attend community events and neighborhood meetings

4 per year

Implement practices and strategies that contribute positively to the delivery of fire services Increase the number of personnel with paramedic certifications

2 per year

Fire personnel maintaining required federal and state certifications in special operations Evaluate progress of Fire workforce diversity/minority recruitment

100% By 6/30 each year

JUDICIAL SERVICES Efficiently manage the Solicitor’s Office caseload Dispose of jury trials efficiently

50% within 120 days

Efficiently manage Municipal Court’s caseload Number of cases disposed of, and under conditional disposition, exceed the number of cases filed

122

Disposed/ Conditional exceed cases filed

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: PROVIDE HIGH QUALITY PUBLIC WORKS AND STORMWATER SERVICES PUBLIC WORKS Evaluate current services/programs and communicate program features to customers Develop initiatives to increase participation level in YardCart Program

By 10/1/2012

Evaluate YardCart program participation level

By 9/1 each year

By 1/1/2014 Create an interactive map for the City’s website that displays street cleaning sweeping routes and schedules Create an interactive application that allows citizens to check road ratings By 6/1/2014 and learn about various road paving solutions Evaluate the efficiency of service delivery and explore opportunities for maximizing economies of scale Remain below median cost for operating and maintenance expenditures 25% below for refuse collections per ton of refuse collected Explore opportunities to appeal to additional commercial customers By 1/1/2014 Evaluate sidewalk and street infrastructure and address concerns in a methodical manner Annually conduct an inventory and conditions assessment of City sidewalks/streets Replace damaged sidewalk annually

By 6/30 each year At least 2,500 feet annually 30 ramps per year

Upgrade intersection ramps to comply with ADA requirements Upgrade street signage to comply with state/federal street signage regulation changes

600 signs per year

Citizen Survey: Rating of Street Repair 2011 2008 2005 2003 0

20

40

60

80

100

Percent excellent or good

“Some of the roads around here—they’ve come a long way in 35 years, but some of them could still come a long way.” -focus group participant From July 2009 through July 2012, the Public Works Department replaced over 11,700 feet of damaged sidewalk using existing financial and personnel resources. City of Rock Hill, South Carolina—Fiscal Year 2015/2016

123


Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate current funding and explore alternative funding for providing public services Increase organizational knowledge regarding road funding in South Carolina Finish C-Fund report

Evaluate

Target

By 1/1/2013 By 1/1/2013

Develop strategies for dealing with state roads, stormwater, and sidewalks in neighborhoods

By 7/1/2014

Increase resurfacing/street paving funding in the City’s General Fund

$50,000 increase each fiscal year By 1/1/2014

Seek changes in how C-funds are allocated Seek legislation change that would allow local governments the flexibility to address citizen complaints regarding state roads without local governments being required to assume future responsibility for the road Address the stormwater master plan Develop a phased implementation action plan to address the stormwater master plan

By 7/1/2014

By 6/30/2013

GOAL: PROVIDE HIGH QUALITY PARKS, RECREATION, AND TOURISM SERVICES Evaluate park operations, enhancements, and efficiencies Provide cross-training to parks personnel for maintenance and operation duties Provide cross-training to recreation personnel for recreation programming duties Provide web-based facility rental to customers

By 7/1/2013

Provide web-based program registration to customers for all PRT programs

By 11/1/2014

By 7/1/2013 By 11/1/2014

Examine the most appropriate uses of existing parks, recreation, and tourism infrastructure and resources to meet current demand levels Provide Public Parks and Recreation Commission and the City’s Office of By 7/1/2013 Management & Budget with a report detailing usage levels and usage trends at all recreation centers and neighborhood parks Based on data from usage report, provide recommendations for repurposBy 1/1/2014 ing facilities as appropriate Conduct a community dog park focus group and make recommendations to the Public Parks and Recreation Commission

By 1/1/2013

Evaluate program offerings using cost-to-serve methodology and complete annual assessments for determining future program directions

By 6/1 annually

Continue services and activities that enhance our sports tourism efforts

124

Meet with the Rock Hill Sports Marketing Alliance regularly

Quarterly

Identify potential Sports Commission members and hold a first meeting

By 6/1/2013

Work with local, state, and national organizations to host quality sports tourism events at Manchester Meadows, Rock Hill Tennis Center, Cherry Park/Hargett Park/Terry Complex and Giordana Velodrome

Host 4 regional, state, or national events

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Evaluate sports tourism’s economic impact Evaluate sports tourism’s financial impact annually (calendar year)

$ financial impact

Evaluate the number of hotel nights created as a result of sports tourism activities

Number of hotel nights

Build awareness and enhance the City’s nature based tourism efforts Host tourism events at Glencairn Garden

At least 4 events annually

GOAL: PROVIDE HIGH QUALITY ELECTRIC, WATER, AND SEWER SERVICES Evaluate electric operations to ensure operational efficiency and customer service are maximized Identify high traffic areas that require adjustments to traffic signal synchronization

By 6/1/2014

Begin tracking system average interruption duration index (SAIDI), customer average interruption duration index (CAIDI), and average system availability index (ASAI) to develop benchmarks for improving overall system operation Implement Outage Management System

By 6/1/2013

Identify the five worst power outage areas inside the City limits and develop plans to improve reliability through operational and capital improvements

By 6/1/2015

By 1/1/2013

Sports Tourism Economic Impact $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0

By Year Cumulative

2009

2010

2011

Giordana Velodrome—Rock Hill’s newest sports facility City of Rock Hill, South Carolina—Fiscal Year 2015/2016

125


Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Evaluate the efficiency and effectiveness of water operations Comply with EPA and DHEC drinking water standards

100%

Remain above the American Water Works Association (AWWA) median for the amount of water delivered per employee

Above median

Evaluate the efficiency and effectiveness of wastewater operations 100%

Comply with EPA and DHEC wastewater treatment standards Remain above the median for the amount of wastewater processed per employee Address the electric system’s maintenance and expansion needs Complete electric capital projects according to the Capital Improvement Plan (CIP) schedule Evaluate trim cycle per substation/circuit Examine how rate structure/electrical system could be leveraged to attract new customers and industries

Above median

90% of CIP projects completed during scheduled fiscal year Attain industry standard cycle By 6/30/2014

Address the water system’s maintenance and expansion needs Complete water capital projects according to the Capital Improvement Plan (CIP) schedule Complete wholesale contract negotiations

90% of CIP projects completed during scheduled fiscal year By 1/1/2013

Address the wastewater system’s maintenance and expansion needs Complete wastewater capital projects according to the Capital Improvement Plan (CIP) schedule

90% of CIP projects completed during scheduled fiscal year

GOAL: ENSURE EXCEPTIONAL CUSTOMER SERVICE AND PROACTIVE COMMUNICATION THROUGH ACCESSIBLE, RESPONSIVE, AND KNOWLEDGEABLE EMPLOYEES Implement strategies that inform customers about specific public projects and initiatives, such as service interruptions, road work, utilities work, and zoning changes

126

Develop door knockers that front-line employees can use to notify customers of planned service interruptions

By 1/1/2013

Develop a communication checklist to assist with informing affected parties

By 1/1/2013

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Evaluate and implement features/practices that will enhance customer service accessibility Monitor the Call Center’s average call wait time

Average call time 3 minutes or less 90 calls per day per full time agent 10% increase in online service request activity per fiscal year By 1/1/2015

Ensure Call Center operates efficiently; monitor the average calls per day per full time agent Expand and encourage the use of online service requests module via City website for customers and employees

Establish process to provide customized electronic notifications via email, text, and phone based on customer selection Expand customer access to online services by equipping City facilities with At least 2 new technology points, such as kiosks or open computer terminals technology points Explore creation of mobile smart phone application for customers to subBy 1/1/2014 mit service requests Provide comprehensive employee training and education regarding the importance of customer service and customerfocused communication in our organizational culture Provide customer service training to new employees 100% of new hires Develop and implement employee training on the Good Neighbor Values campaign

By 1/1/2013

Citizen Survey: City Employees otlight: Service Sp r e Center m to s u C has a Call l il H k c o R ts who City of rvice agen se r While the e m o st Rock four cu each year, s ll a staffed by c 0 0 h qualier 120,0 viding hig ro p handle ov t a th s ry city believe job of eve e Hill firmly th is e er serer servic es custom id v ty custom ro p y . The Cit ar. employee out the ye g through in in a tr e vic

2003

2005

2008

2011 84% 72%

Overall impression

64% 71% 81% 74%

Courtesy

68% 71% 84% 66%

Responsiveness

63% 71% 87% 73%

Knowledge

77% 75% 0%

50%

100%

Percent “excellent” or “good” City of Rock Hill, South Carolina—Fiscal Year 2015/2016

127


Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: PROVIDE HIGH QUALITY ECONOMIC DEVELOPMENT SERVICES Market Rock Hill as a preferred location for business growth Complete a redesign of the www.RockHillUSA.com website that will provide prospects a fully interactive experience in evaluating locations Hold marketing events for area brokers

By 1/1/2014 2 events/3 meetings per year

Promote a business-friendly environment that supports business growth and recruitment Prepare a competitiveness analysis each year Host meetings with developers and small business owners to solicit advice on how the City can support their efforts Re-recruit existing businesses by meeting with local business Meet with the owners of Antrim regularly to discuss business recruitment Support the creation of full time jobs in the City’s business parks

By 6/30 each fiscal year 2 meetings each year 2 meetings per month Meet quarterly 500 new jobs in 3 years $50 million in new investment

Solicit and support new business investments in the City Support RHEDC as a key economic development leadership and investment organization Provide staff support to the RHEDC board and all RHEDC Committees

40 meetings per year

Create an economic development investment fund as a joint effort of the City and RHEDC Support and manage RHEDC investments

By 1/1/2013 2 investment projects by 6/30/2015

Develop strategies to improve Rock Hill’s position in Columbia and the Charlotte region Strengthen relationship with the SC Department of Commerce

Encourage local leaders to seek positions with state-wide organizations that influence economic development

Facilitate the City’s membership in New Carolina by identifying local leadership to participate in planning activities with New Carolina Explore possible relationships with South Carolina’s research universities to support economic development efforts in Rock Hill

Participate in Charlotte Regional Partnership activities

128

2 staff visits to Columbia/2 events in Rock Hill per year 3 local leaders represented on state-wide organizations by 6/30/2015 Representation on 2 cluster task force groups by 6/30/2015 Contact economic development official at each of the 3 research universities by 1/1/14 Attend 6 meetings per year; host 1 meeting in Rock Hill

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


Performance Budgets: FY2013-2015 Strategic Plan Award-winning Quality Places Our quality places, and the events that take place at these venues, have received numerous awards and recognitions throughout the years. A few of these include:

Our vibrant downtown sets the stage for the annual ChristmasVille event– which turns downtown Rock Hill into a charming, picturesque holiday village and outdoor art festival. ChristmasVille was named South Carolina Event of the Year by the South Carolina Festival and Events Association (2008, 2009, 2010, 2011).

The Cotton Factory was named the Best Commercial/Retail/Non-residential Historic Rehabilitation Project by the National Housing and Rehabilitation Association (2009).

Glencairn Garden was named Attraction of the Year by the Olde English District Commission (2010).

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

129


Performance Budgets: FY2013-2015 Strategic Plan Quality Places An important part of fostering our community’s success is to ensure that we have quality areas, business parks, and overall development to offer residents, visitors, and potential businesses. Currently the City and many of its community and business partners are undertaking transformative development projects within our community, such as Riverwalk, Downtown East, and the Bleachery. Goals

1. Create a vibrant Old Town 2. Provide support for major development projects throughout the community 3. Contribute to the success of the community’s business parks

Engaging Our Community: Citizen Survey Responses & Focus Group Feedback ♦♦♦ Support Center City/Old Town Redevelopment Efforts percent strongly/somewhat support 100 80 60 40 20

Transformative Vision and Projects Thanks to visionary civic, business, political, and administrative leaders, a variety of exciting projects are unfolding in our community. Old Town—The City continues to promote and market the Old Town area as a key component to the City’s continued success. Old Town serves as host to many of the City’s cultural and social events.

0 2008

2011

♦♦♦ “I think if you develop Old Town, I think it’s something that the entire community can enjoy, and it might be something that can bring the entire community together” -focus group participant ♦♦♦

Old Town Amphitheater crowd at the Charlie Daniels concert.

Riverwalk— Riverwalk is a multi-phased, mixed-use development that will boast an unparalleled collection of amenities, including the 3-mile Piedmont Medical Center Trail, that is part of the greater Carolina Thread Trail system, and the Giordana Velodrome at the Rock Hill Outdoor Center. To learn more about Riverwalk, visit www.riverwalkcarolinas.com.

130

“If they can turn the Bleachery into part of downtown and expand, then the more you make a center city or an epicenter in the community or kind of like the place where everybody can come together and –I think once you create that, that’ll help... if you’ve got one central community, a center place…” -focus group participant ♦♦♦ “Riverwalk, that appeals to a lot of nature people, people who like to go hiking, canoeing and kayaking —it’s diverse.” -focus group participant

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Places Tasks (in bold) and Performance Target

Plan

Act

Evaluate

Target

GOAL: CREATE A VIBRANT OLD TOWN Promote Old Town as a vibrant business area in Rock Hill through effective marketing, meeting with the business community, and implementing the Old Town Jobs Strategy Provide City Management recommendations on establishing special proBy 7/1/2014 grams/facilities for business growth such as incubators, innovation center, etc. Expand the www.RockHillBleachery.com website as the key business/jobs By 6/30/2013 marketing platform for all of Old Town Create a marketing/branding plan for Old Town as a place for business By 1/1/2014 Develop/implement strategies for small businesses to own real estate efforts in Old Town Support the Rock Hill School District in its interest in relocating administrative offices to Old Town Meet with downtown small business owners both individually and collectively to gather specific needs and list partners that can assist them with expansion Produce a development plan for the Lowenstein Building Organize meetings with the Old Town Leadership Group and facilitate economic development initiatives within group to support Old Town and other key business initiatives Recommend/implement policies and incentives as part of the Old Town Jobs Strategy Number of new and existing Old Town businesses receiving incentives

By 1/1/2014 Respond to 100% of RHSD inquiries regarding relocating Meet with at least 15 business owners each fiscal year By 7/1/2013 Attend 100% of meetings By 6/30/2013 # receiving incentives

Attract new housing to Old town Create a redevelopment strategy for Textile Corridor neighborhoods

By 6/30/2014

Attract and support residential construction in Old Town

40 new residential units by 6/30/2015

Engage the community in Old Town planning and design activities Conduct focus groups of downtown residents, businesses, and other community stakeholders to discuss their perceptions, vision, and thoughts of Downtown Create a special citizen task force to: identify spaces and structure/uses that detract from the visual and functional aspects of Old Town, identify improvements to the physical environment o downtown that may improve safety, and identify and recommend opportunities to create special places in downtown to exhibit art, provide gathering places, etc. Evaluate crime and the perception of safety in the Downtown area Maintain/reduce Downtown violent crime per capita from three year trend Maintain the percentage of citizens who feel safe in the downtown area during the day Increase the percentage of citizens who feel safe in the downtown area after dark by three percentage points over the next three years City of Rock Hill, South Carolina窶認iscal Year 2015/2016

2 focus groups

By 6/30/2015

Maintain/reduce crime per capita 87% 54%

131


Performance Budgets: FY2013-2015 Strategic Plan Quality Places Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Organize, manage, market, and support Old Town events Work with Rock Hill School District and Winthrop University to host downtown events targeted at attracting high school and college students Monitor OnlyinOldtown.com website traffic Build marketing partnerships with Comporium, the Arts Council, and others to support Old Town businesses and events Design and construct infrastructure projects to enhance Old Town’s vibrancy and economic growth

3 events Number of visits per fiscal year By 7/1/2014

Make recommendations regarding the next phase of Old Town Amphitheater improvements Ensure that the Old Town Market is operational

By 1/1/2015

Make progress on railroad sidetrack extension project

Complete phase 1 by 6/30/2014 Phase 2 ready for construction by 6/30/15 Issue RFQ by 1/1/2013 By 1/1/2013

Solicit developer(s) to partner with the City and other Old Town stakeholders to plan for and attract new investment to Old Town Report results of the Streetcar Master Plan and identify next steps

By 1/1/2013

OnlyinOldtown.com is the official guide to all things happening in the Old Town area.

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Places Tasks (in bold) and Performance Target

Plan

Act

Evaluate

Target

Complete White Street improvements

Phase 1 by 1/1/2014 Phase 2 by 1/1/2015

Complete Downtown East Park and streetscapes

By 1/1/2015

Complete Oakland Avenue streetscapes

By 1/1/2015

Complete the Woolworth Walkway

By 1/1/2015

Complete environmental assessment and cleanup projects in Old Town Complete the Arcade Mill Voluntary Cleanup Contract

By 1/1/2013

Complete the Annex Voluntary Cleanup Contract

By 1/1/2015

Implement action steps identified in the College Town Action Plan Initiate a targeted pro-active code enforcement program in neighborhoods surrounding Winthrop University’s campus Begin implementation of College Town Area Bike/Pedestrian Plan

By 1/1/2013

Work with Winthrop to develop marketing materials to attract college oriented restaurants and businesses to available or planned space

By 1/1/2014

By 1/1/2013

GOAL: PROVIDE SUPPORT FOR MAJOR DEVELOPMENT PROJECTS THROUGHOUT THE COMMUNITY Continue to encourage development of the Bleachery site Complete all cleanup related projects at the Bleachery site

By 7/1/2014

Develop a conceptual infrastructure plan for the Bleachery site

By 1/1/2013

Support the Riverwalk development Complete The Greens, public open space, at the Rock Hill Outdoor Center

By 8/1/2013

Complete construction of BMX Supercross facility

By 10/31/2012

Complete construction of the canoe/kayak launch at the Rock Hill Outdoor Center Complete design phase and begin layout of mountain bike trails at the Rock Hill Outdoor Center Work with York County, the Carolina Thread Trail, and Norfolk Southern Railroad to develop plans for connecting the Rock Hill Outdoor Center Trail with the River Park Trail Support private development in the Galleria/Manchester area Build missing segments of the pedestrian system to serve the Galleria area Support SC DOT’s efforts in completing the Exit 79 southbound ramp improvements, completion of streetscape, and pedestrian improvements Regularly discuss development opportunities with owners/developers

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

By 7/1/2013 By 10/31/2012 By 7/1/2014

$25,000 in improvements per year City design goals met Twice per year

133


Performance Budgets: FY2013-2015 Strategic Plan Quality Places Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Support private development on Saluda Street and at South Gate Regularly discuss status of the South Gate project with developer

Once per quarter

Support private development along Cherry Road Corridor Complete three subarea plans for Cherry Road

By 1/1/2014

Provide support to complete all infrastructure improvements related to the Ross Store project Manage state grants for infrastructure projects

100% grant compliance By 6/30/2015

Complete the relocation of Paddock Parkway

GOAL: CONTRIBUTE TO THE SUCCESS OF THE COMMUNITY’S BUSINESS PARKS Support, assist, and encourage development in publicly and privately owned business parks Solicit and support development in business parks over the next three years Encourage the development of spec buildings over the next three years Seek to pre-grade sites at Waterford and/or TechPark for new business investment Develop a working group to identify and plan a new publicly-owned business park site Support the development of infrastructure to serve Riverwalk Business Park Communicate frequently with owners of private business parks

$200 million in investment at least 1 new spec building At least 1 pregraded site By 7/1/2013 Respond to opportunities presented by developer 6 contacts per month

The Antrim Business Park and the future Riverwalk Business Park are just two of the many business parks located in Rock Hill. To learn more about the various business parks in our community visit http://www.rockhillusa.com.

134

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


Performance Budgets: FY2013-2015 Strategic Plan Award-winning Quality Community Our community’s quality of life has received numerous awards and recognitions throughout the years. A few of these include:

Rock Hill was featured as the Best Place to Raise Kids in South Carolina by Businessweek Magazine (2009, 2010).

Rock Hill was named one of the 100 Best Communities for Young People by the America’s Promise Alliance (2006, 2008, 2010, 2011).

Rock Hill was designated a Playful City USA Community by KaBOOM (2010, 2012).

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Performance Budgets: FY2013-2015 Strategic Plan Quality Community There are many initiatives that the City undertakes and supports in efforts to enhance the quality of life within our community. These initiatives are wide ranging including: supporting our many neighborhoods, providing comprehensive planning that ensures housing and transportation needs are met, fostering a diverse and inclusive community, building public trust, and encouraging public engagement. Goals

1. Strengthen neighborhoods through partnerships that promote 2. 3. 4. 5. 6.

community, identity, and livability Evaluate and implement the City’s comprehensive planning and zoning initiatives to ensure quality development throughout the community Provide for a coordinated transportation system that supports the City’s growth goals Offer a variety of opportunities to engage citizens and build public trust Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages Develop and implement strategies to reinforce a sense of community and strengthen civic pride among the citizens of Rock Hill

Engaging Our Community: Citizen Survey Responses & Focus Group Feedback ♦♦♦ Overall Quality of Life in Rock Hill percent rated excellent/good 100 80 60 40 20 0 2003

2005

2008

2011

♦♦♦ Sense of Community in Rock Hill percent rated excellent/good 100

Comprehensive Planning In November 2010, the City of Rock Hill adopted the Vision 2020 Comprehensive Plan following an extensive 30-month public planning process. The Comprehensive Plan serves as a guide to community decision making regarding growth and development, public facility investments, and regulation of land uses. Its intent is to ensure that in the future, Rock Hill develops and grows in ways that enhance the community's economic vitality and overall quality of life for residents, stakeholders, and visitors. Several of the Comprehensive Plan’s phased recommended action steps are included in the Strategic Plan.

80 60 40 20 0 2003

2005

2008

2011

♦♦♦ “You know, it’s just a local, clean community. Part of the reason my wife and I moved down here three years ago was because we really like the place, we like the people. It’s just a nice, fun community. We’re going to live the rest of our lives here, and hopefully, it’ll be a long one. This is where we wanted to be.” -focus group participant

Community meetings - Comprehensive Plan development

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Community Tasks (in bold) and Performance Target

Plan

Act

Evaluate

Target

GOAL: STRENGTHEN NEIGHBORHOODS THROUGH PARTNERSHIPS THAT PROMOTE COMMUNITY, IDENTITY, AND LIVABILITY Examine the strengths and weaknesses of the local housing market and its impact on neighborhoods and new development Track the number of foreclosures in the community By 12/31 annually Refer qualifying homeowners to the South Carolina Homeownership and Employment Lending Program’s anti-foreclosure program Examine and support affordable housing opportunities within the community

Refer 10 homeowners

Explore funding sources for possible expansion into rental housing for seniors Engage neighborhoods to promote community building

By 7/1/2013

Increase the number of neighborhood associations and/or reengage inactive neighborhood associations

Encourage neighborhood participation in National Night Out

Add 2 new associations/reengage inactive associations annually Add 2 new neighborhoods to the event annually

Implement practices that contribute to neighborhoods throughout the City being well maintained Code Enforcement — average number of calendar days from case initiation to voluntary compliance Code Enforcement — rate of voluntary compliance Review demolition practices

At or below median days (ICMA) At or above median rate (ICMA) By 7/1/2013

Examine rental housing standards

By 7/1/2014

Expand PACE (Pro-active Code Enforcement) project to neighborhoods outside the Urban Core area

1 PACE project outside Urban Core each fiscal year

Continue to work with targeted neighborhoods within the City Weed & Seed Neighborhoods Secure funding to continue the Weed & Seed initiative

By 8/1/2012

Add two new contiguous neighborhoods (the Triangle and the Saluda Corridor) to the Weed & Seed Initiative

By 1/1/2013

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Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Facilitate the establishment of a new Weed & Seed Board

By 3/1/2013

Meet with Weed & Seed neighborhoods regularly

11 times per fiscal year 5 homes per fiscal year 1 PACE project per fiscal year

Paint homes within the Weed & Seed neighborhoods through Rolling in Rock Hill Perform PACE (Pro-active Code Enforcement) project in Weed & Seed neighborhoods Saluda Corridor Neighborhood Association Provide meeting space for the association and attend monthly meetings to provide support as needed Neighborhood Inspections will direct focus on Saluda Street one week per month

10 meetings per fiscal year 12 times per fiscal year

Hagins-Fewell Neighborhood Construct/redevelop homes in Hagins–Fewell

1 home per fiscal year By 6/30/2013

Improve the Harden/Finley Road/Sidney Street entrance into the new development located in the Hagins-Fewell neighborhood Continue Old Town neighborhood enhancement initiatives Provide owner occupied rehabilitations within Old Town neighborhoods

25 per year

Continue the Old Town Pride Project with random inspections of urban core rental and owner occupied properties

10% of rental 800 owner homes each year

Weed & Seed Neighborhood Clean-up Event The Weed and Seed program reflects a comprehensive approach to community revitalization through the use of coordinated crime reduction activities combined with a mix of social, economic, and housing improvement programs in targeted neighborhoods. Rock Hill Police Department assists with “weeding” out crime in the neighborhoods and a host of other departments led by Housing and Neighborhood Services assist with “seeding” positive initiatives into the neighborhoods. The community plays a pivotal role by partnering with the City to assist with both weeding and seeding activities. 138

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Community Tasks (in bold) and Performance Target

Plan

Act

Evaluate

Target

GOAL: EVALUATE AND IMPLEMENT THE CITY’S COMPREHENSIVE PLANNING AND ZONING INITIATIVES TO ENSURE QUALITY DEVELOPMENT THROUGHOUT THE COMMUNITY Examine current development policies and practices Evaluate the long term impact of code amendments made in response to economic conditions Provide City Council with policies to assist with meeting housing needs and fulfilling goals for new housing development

By 7/1/2013 By 7/1/2014

Implement Comprehensive Plan growth policies as they affect the three major goals of infill, neighborhood design, and connectivity Implement development regulation changes and incentives By 7/1/2014 Adopt redevelopment plan and mixed use center plans identified in the Comprehensive Plan

By 1/1/2014

Propose an updated annexation policy to City Council

By 3/30/2013

GOAL: PROVIDE FOR A COORDINATED TRANSPORTATION SYSTEM THAT SUPPORTS THE CITY’S GROWTH GOALS Ensure there are opportunities for alternative transportation modes within our community Analyze existing transit programs to determine if there are indicators supporting expansion

By 7/1/2014

Evaluate participation/ridership level in transit programs

Maintain or increase ridership

Coordinate land use and transportation planning and continue collaboration through RFATS and other regional efforts Complete the Catawba River Crossing Study

By 7/1/2012

Complete the RFATS Long Range Plan Update

By 7/1/2013

GOAL: OFFER A VARIETY OF OPPORTUNITIES TO ENGAGE CITIZENS AND BUILD PUBLIC TRUST Expand and promote opportunities to educate citizens about city services and operations Use the utility connection process as an opportunity to welcome newcomers Continue to host Operations Center Open House

Develop a comprehensive welcome packet Biennially

Promote and encourage civic engagement Explore ways to engage residents who commute to North Carolina for employment Promote and grow Open City Hall as a venue for citizen involvement

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

By 4/1/2013 One active topic per quarter; increase participation by 20% annually

139


Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Explore and implement new uses of social media to provide opportunities to educate, engage, and interact with the public Explore various mediums for which to advertise boards and commissions’ vacancies in an effort to increase participation Monitor the average vacancy age for boards and commissions’ openings

Implement 2 new uses of social media By 1/1/2013

Develop a follow-up initiative for graduates of Inside Rock Hill

By 1/1/2013

Average vacancy age

Enhance current communication methods to more effectively provide information to a diverse audience Create a variety of audio/video production formats suitable for assorted Create 3 new series messages, audiences, and venues by 6/30/2015 Identify and implement website access portals targeted to specific citizen By 7/1/2013 audiences, such as portals for newcomers and students Utilize printed publications, such as brochures, flyers and advertisements, 6 newsletters annualas a source to communicate city information ly Seek opportunities to enhance public trust by sharing information in an accessible, convenient manner Identify website enhancements to better highlight accessibility of information including dashboards, financial records, and public meeting information

Implement enhancements by 6/30/2013

Public Information Spotlight: Whether it’s our Twitter account (@RockHillSCCity), Open City Hall on-line forum, RH19 TV Channel, live streaming City Council meetings, or our many printed publications, it is our goal to provide convenient user-friendly opportunities for our community to be engaged and informed.

140

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


Performance Budgets: FY2013-2015 Strategic Plan Quality Community Tasks (in bold) and Performance Target

Plan

Act

Evaluate

Target

GOAL: GOAL: OFFER A VARIETY OF OPPORTUNITIES TO ENGAGE CITIZENS AND BUILD PUBLIC TRUST (continued) Develop a campaign to promote live streaming of Council and Planning Commission meetings Identify alternate locations to hold public meetings relative to the meeting’s topic, appropriate audience, and geographic location

Work to build a comprehensive list of community organizations and civic groups in order to facilitate communication and build community advocates Identify appropriate community venues to serve as distribution points for information regarding city services and initiatives

By 7/1/2013 At least 1 public meeting in alternate location each fiscal year By 4/1/2014

By 7/1/2014

GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES Examine opportunities to work with community partners to expand leisure opportunities Continue to work with City Council appointed advisory commissions, advisory committees, Rock Hill School District 3, and other citizen groups to identify the next potential major regional park site Conduct an inventory and evaluation of arts and culture program offerings across the community and recommend new partnerships or programs to the Public Parks and Recreation Commission

By 6/30/2015

Offer adventure-based programs targeted to the teen population

1 program each fiscal year 1 pep rally each fiscal year 1 concert each fiscal year By 7/1/2013

Recommend 1 new program/ partnership each fiscal year Work with community partners to develop social opportunities for all residents inclusive of special populations, teenagers and seniors Offer alternative sport opportunities to the teen population 1 sport opportunity each fiscal year

Engage Rock Hill School District to assist with hosting joint pep rallies for the three high schools Host concerts at the Old Town Amphitheater targeted to the teen population Design cycling programs that provide access for special populations at the Rock Hill Outdoor Center Work with community partners to increase Rock Hill’s attractiveness to retirees Work with Winthrop University to identify strategies that will assist in increasing Rock Hill’s attractiveness to retirees

By 6/30/2015

Continue to provide, support, and promote health and wellness initiatives Provide leadership and support to implement goal of the ACHIEVE Community Action Plan Seek funding opportunities aimed at improving community health by continuing to facilitate partnerships and leverage resources City of Rock Hill, South Carolina—Fiscal Year 2015/2016

Implement 3 goals by 1/1/2014 Identify & pursue 1 new funding source 141


Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES (continued) Offer a variety of exercise classes for youth and adults at all recreation centers Complete the I-77 crossing of the Galleria Greenway as part of the Trails and Greenway Master Plan

Number of classes offered each fiscal year By 1/1/2014

Increase the number of marked family-friendly bike routes

1 per fiscal year

Develop a community awareness and outreach program for the Giordana Velodrome

By 7/1/2013

GOAL: DEVELOP AND IMPLEMENT STRATEGIES TO REINFORCE A SENSE OF COMMUNITY AND STRENGTHEN CIVIC PRIDE AMONG THE CITIZENS OF ROCK HILL Implement programs and strategies that enhance the sense of place and promote Rock Hill’s civic pride Implement the Good Neighbor Values campaign

By 1/1/2013

Work to foster social, racial, and cultural acceptance and promote community inclusiveness by identifying, planning, and participating in events that promote diversity and inclusiveness Partner with the Youth Council to host events that promote diversity and 2 events per fiscal inclusiveness year Partner with the MLK Committee to host events that promote diversity and inclusiveness Partner with the Committee on Human Relations to host events that promote diversity and inclusiveness Partner with the No Room for Racism to host events that promote diversity and inclusiveness

2 events per fiscal year 2 events per fiscal year 2 events per fiscal year

The City’s many boards and commissions are very active and host numerous events that promote diversity, inclusiveness, and unity.

142

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


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 operating funds and issuing bunds to pay for capital projects. The bonds have been used to fund both revenue producing facilities and general purpose facilities. As of July 1, 2014, the City of Rock Hill’s total principal bond debt service outstanding was $196,746,221 most of which consists of Revenue Bonds ($125,826,319), Tax Increment Financing ($21,819,528) and General Obligation Bonds ($17,375,000).

Legal Debt Margin 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 additional debt is approved by the City’s citizens.

General Obligation Debt Margin City’s Legal Debt Margin Tax Year 2011

Tax Year 2012

Tax Year 2013*

Assessed Value

241,562,930

247,622,812

251,405,535

8% Debt Limit

19,325,034

19,809,825

20,112,443

(18,180,000)

(16,405,000)

(17,375,000)

$1,145,034

$3,460,825

$2,737,443

Total Amount of Debt Applicable to Debt Limit Legal Debt Margin *projected

Future Debt In Fiscal Year 2015, the City plans to issue approximately $4.77 million in Utility Revenue Bonds to fund the Laurel Street Water Tank Replacement and Demolition. The new water tank will be financed through the State Revolving Fund and will serve as the gateway to the Knowledge Park. There will also be an Equipment Lease Purchase that will happen in early Fiscal Year 2015 to help fund some vehicle replacements. Although not in Fiscal Year 2015, the City is a planning an issuance of approximately $120 million in debt within the next five to ten years for the purpose of completing improvements and additions for the City’s Combined Utility System. Utility system rate increases between 2007 and 2013 will help service the future debt and continue to fund pay-as-you go projects until that time. As the cost of the Utility System improvements have drastically increased in the last few years, the City is developing further rate increases to help pay the anticipated debt service.

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143


Debt Service Revenue Bonds All revenue bonds are payable from the net revenues of the City’s combined utility system. The various bond indentures contain significant limitations and restrictions 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 limitations and restrictions. Highlights of outstanding Utility Revenue Bonds consist of:  In October 2009, the City issued $30,210,000 in Utility System Revenue Bonds. The bonds were issued to fund improvements to the water and waster water systems, refund the outstanding Combined Utility System Revenue Bond Anticipation Notes, Series 2008 and Revenue Bonds 1998C, 2000A, and 2000C.  In December 2010, the City issued $13 million in Bond Anticipation Notes. The revenue was used to fund the completion of the City’s New Operations Center, which houses the City’s public works and utilities employees as well as the City’s equipment and fleet.  In 2013, the City refinanced $20 million of old Utility System Revenue Bonds in order to take advantage of lower interest rates. The City also issued $9 million in new money to purchase three additional substations, paint the Herlong Tank, replacement of the Myrtle Dr. Waterline and the Bleachery Outfall project.

Combined Utility System Revenue Bonds Principal Debt Service Requirements

$9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 14/15 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 38/39 39/40 40/41 41/42

Principal Debt Service Requirements

$10,000,000

Fiscal Year

144

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


Debt Service Revenue Bond Debt Schedules

Combined Utility System Revenue Bonds, Series 2009A

January 1, 2015

$627,500

January 1, 2023

$860,000

January 1, 2016

$652,500

January 1, 2024

$902,500

Issued: September 23, 2009

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

Combined Utility System Revenue Bonds, Series 2009B

January 1, 2028

$395,000

January 1, 2035

$1,427,500

January 1, 2029

$965,000

January 1, 2036

$1,487,500

Issued: September 23, 2009

January 1, 2030

$1,162,500

January 1, 2037

$1,550,000

Amount of Issue: $16,300,000

January 1, 2031

$1,210,000

January 1, 2038

$1,615,000

Remaining Principal Outstanding as of July 1, 2014: $16,300,000

January 1, 2032

$1,262,500

January 1, 2039

$1,682,500

January 1, 2033

$1,315,000

January 1, 2040

$857,500

Interest Rate: 4.31%

January 1, 2034

$1,370,000

Amount of Issue: $13,910,000 Remaining Principal Outstanding as of July 1, 2014: $11,312,500 Interest Rate: 4.31%

Combined Utility System Revenue Bonds, Series 2009C Issued: October 15, 2009 Amount of Issue: $14,390,000 Remaining Principal Outstanding as of July 1, 2014: $4,427,500

January 1, 2015 $1,447,500

January 1, 2019

$557,500

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

Interest Rate: 3.47%

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

145


Debt Service Revenue Bond Debt Schedules (Continued) January 1, 2015 $1,920,000

January 1, 2023

$2,560,000

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, 2015 $1,540,000

January 1, 2029

$485,000

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

Amount of Issue: $27,950,000

January 1, 2021

$370,000

January 1, 2035

$625,000

Remaining Principal Outstanding as of July 1, 2014: $26,475,000

January 1, 2022

$380,000

January 1, 2036

$655,000

January 1, 2023

$395,000

January 1, 2037

$690,000

Interest Rate: Variable

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

Combined Utility System Revenue Bonds, Series 2012A Issued: March 2012 Amount of Issue: $38,280,000 Remaining Principal Outstanding as of July 1, 2014: $17,395,000 Interest Rate: Variable (2-5.25%)

Combined Utility System Revenue Bonds, Series 2012B Issued: October 2012

The City’s Operation Center

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


Debt Service Revenue Bond Debt Schedules (Continued)

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

Amount of Issue: $20,000,000

January 1, 2020

$975,000

January 1, 2029

$0

Remaining Principal Outstanding as of July 1, 2014: $20,000,000

January 1, 2021 $1,015,000

January 1, 2030

$675,000

January 1, 2022 $1,055,000

January 1, 2031

$2,985,000

Interest Rate: Variable

January 1, 2023 $1,095,000

January 1, 2032

$3,105,000

January 1, 2024 $1,140,000

January 1, 2033

$3,235,000

January 1, 2015

$302,236

January 1, 2025

$447,383

January 1, 2016

$314,325

January 1, 2026

$465,278

January 1, 2017

$326,898

January 1, 2027

$483,889

January 1, 2018

$339,974

January 1, 2028

$503,245

Amount of Issue: $9,000,000

January 1, 2019

$353,573

January 1, 2029

$523,375

Remaining Principal Outstanding as of July 1, 2014: $9,000,000

January 1, 2020

$367,716

January 1, 2030

$544,310

January 1, 2021

$382,425

January 1, 2031

$566,082

Interest Rate: Variable

January 1, 2022

$397,722

January 1, 2032

$588,725

January 1, 2023

$413,631

January 1, 2033

$612,274

January 1, 2024

$430,176

January 1, 2034

$611,295

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

Combined Utility System Revenue Bonds, Series 2013A Issued: August 7, 2013

Combined Utility System Revenue Bonds, Series 2013B Issued: August 2013

State Revolving Funds, July 2014 Issued: July 2014 Amount of Issue: $4,372,905 Remaining Principal Outstanding as of July 1, 2014: $4,372,905 Interest Rate: Variable (1.73% blended)

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

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Debt Service General Obligation Bonds The full faith, credit, and taxing power of the City are pledged for the payment of General Obligation Bonds. General Obligation 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 Obligation Bonds include:  Series 2008, outstanding principal in the amount of $2,015,000 for construction of a new fire station.  Series 2011, outstanding principal in the amount of $10,120,000, was issued to fund the General Obligation debt portion for the construction of the City’s Operations Center.  Series 2013A, outstanding principal in the amount of $1,720,000 was used for the expansion of the City’s Law Center.  Series 2013B was a refinancing of two older General Obligation Bonds: 1997 and 2003. The 1997 Series, was issued to complete the first phase of the Fire Master Plan, including construction of a new fire station and various improvements to the three existing fire stations; The 2003 Series, was used for the construction of two new fire stations.

General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

35/36

34/35

33/34

32/33

31/32

30/31

29/30

28/29

27/28

26/27

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

14/15

$0

Fiscal Year

148

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


Debt Service General Obligation Bond Debt Schedules

General Obligation Bonds, 2008 Issued: December 30, 2008 Amount of Issue: $2,700,000 Remaining Principal Outstanding as of July 1, 2014: $2,015,000

April 1, 2015

$160,000

April 1, 2020

$205,000

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

$240,000

Interest Rate: 4.3%

April 1, 2015

$300,000 April 1, 2026

$450,000

April 1, 2016

$310,000 April 1, 2027

$470,000

General Obligation Bonds, 2011

April 1, 2017

$315,000 April 1, 2028

$495,000

April 1, 2018

$330,000 April 1, 2029

$515,000

Issued: August 3, 2011

April 1, 2019

$345,000 April 1, 2030

$535,000

Amount of Issue: $10,700,000

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

Remaining Principal Outstanding as of July 1, 2014: $10,120,000

Rock Hill Fire Station City of Rock Hill, South Carolina窶認iscal Year 2015/2016

149


Debt Service General Obligation Bond Debt Schedules (Continued)

General Obligation Bonds, 2013A Issued: June 27, 2013 Amount of Issue: $1,800,000 Remaining Principal Outstanding as of July 1, 2014: $1,720,000

April 1, 2015

$65,000 April 1, 2025

$90,000

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

The City’s Law Center

General Obligation Bonds, 2013B

April 1, 2015

$420,000 April 1, 2020

$350,000

Issued: June 27, 2013

April 1, 2016

$420,000 April 1, 2021

$340,000

Amount of Issue: $3,935,000

April 1, 2017

$415,000 April 1, 2022

$385,000

April 1, 2018

$460,000 April 1, 2023

$375,000

April 1, 2019

$355,000

Remaining Principal Outstanding as of July 1, 2014: $3,520,000

150

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


Debt Service Tax Increment Financing BondsTaxes generated from the construction of businesses in these areas are being used to retire the debt on these bonds. To the extent that debt service requirements on the bonds exceed the incremental property taxes revenues, utility net revenues are pledged. Currently, Rock Hill has three Tax Increment Bond areas: Downtown, Textile Corridor, and Red River. The debt service requirements for these three tax increment districts will be met through the construction of businesses and utilities generated by those businesses. The debt service payments for each TIF bond are due at different times throughout the year. Highlights of outstanding Tax Increment Bonds:     

Series 2009, outstanding principal of $9,320,000. Series 2012A, outstanding principal of $2,800,000. Series 2013A, outstanding principal of $6,315,000. Series 2013B, outstanding principal of $3,275,000. Series 2014, outstanding principal of $3,250,000.

The recent addition of 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 Textile TIF which was done in order to take advantage of lower interest rates.

Tax Increment Principal Debt Service Requirements

Principal Debt Service Requirements

$1,800,000

$1,600,000 $1,400,000 $1,200,000 $1,000,000

$800,000 $600,000 $400,000 $200,000

37/38

36/37

35/36

34/35

33/34

32/33

31/32

30/31

29/30

28/29

27/28

26/27

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

$0

Fiscal Year

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

151


Debt Service Downtown/Textile Corridor TIF Districts

152

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Debt Service TIF Debt Schedules—Downtown/Textile Corridor

Tax Increment Bonds, Series 2012(Textile Corridor)

May 1, 2015

$135,000

May 1, 2023

$200,000

May 1, 2016

$140,000

May 1, 2024

$205,000

Issued: May 18, 2012

May 1, 2017

$145,000

May 1, 2025

$215,000

May 1, 2018

$150,000

May 1, 2026

$220,000

May 1, 2019

$160,000

May 1, 2027

$230,000

May 1, 2020

$165,000

May 1, 2028

$240,000

May 1, 2021

$170,000

May 1, 2029

$245,000

May 1, 2022

$180,000

Amount of Issue: $3,035,000 Remaining Principal Outstanding as of July 1, 2014: $2,800,000 Interest Rate: 3.62-4.84%

Tax Increment Bonds, Catawba Regional Brownfields #1 Issued: July 2, 2013 Amount of Issue: $455,000

September 30, 2014 March 30, 2015 September 30, 2015 March 30, 2016

$22,459

March 30, 2018

$23,256

$22,571 September 30, 2018

$23,374

$22,684

March 30, 2019

$23,489

$22,797 September 30, 2019

$23,608

$22,912

March 30, 2020

$23,725

$23,025 September 30, 2020

$23,844

Remaining Principal Outstanding as of July 1, 2014: $300,886

September 30, 2016

Interest Rate: 1.00%

September 30, 2017

$23,142

Tax Increment Bonds, Catawba Regional Brownfields #2

December 27, 2014

$17,191

June 27, 2018

$17,800

June 27, 2015

$17,276

December 27, 2018

$17,890

Issued: July 2, 2013

December 27, 2015

$17,363

June 27, 2019

$17,979

June 27, 2016

$17,449

December 27, 2019

$18,069

December 27, 2016

$17,537

June 27, 2020

$18,159

June 27, 2017

$17,624

December 27, 2020

$18,251

December 27, 2017

$17,713

June 27, 2021

$18,341

Amount of Issue: $350,000 Remaining Principal Outstanding as of July 1, 2014: $248,642 Interest Rate: 1.00%

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

March 30, 2017

153


Debt Service TIF Debt Schedules—Downtown/Textile Corridor (Continued)

April 1, 2018

$80,000

April 1, 2029

$300,000

April 1, 2019

$95,000

April 1, 2030

$325,000

Tax Increment Bonds, Series 2013A

April 1, 2020

$110,000

April 1, 2031

$350,000

April 1, 2021

$125,000

April 1, 2032

$400,000

Issued: July 2, 2013

April 1, 2022

$155,000

April 1, 2033

$425,000

Amount of Issue: $6,315,000

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

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

Remaining Principal Outstanding as of July 1, 2014: $3,275,000

April 1, 2023

105,000

April 1, 2035

210,000

April 1, 2024

110,000

April 1, 2036

225,000

Interest Rate: 6.13%

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 2014

May 1, 2015

$170,000

May 1, 2023

$220,000

May 1, 2016

$175,000

May 1, 2024

$225,000

Issued: May 1, 2014

May 1, 2017

$180,000

May 1, 2025

$235,000

May 1, 2018

$190,000

May 1, 2026

$245,000

May 1, 2019

$190,000

May 1, 2027

$260,000

May 1, 2020

$200,000

May 1, 2028

$265,000

May 1, 2021

$205,000

May 1, 2029

$275,000

May 1, 2022

$215,000

Remaining Principal Outstanding as of July 1, 2014: $6,315,000 Interest Rate: 4.89%

Tax Increment Bonds, Series 2013B Issued: July 2, 2013 Amount of Issue: $3,360,000

Amount of Issue: $3,250,000 Remaining Principal Outstanding as of July 1, 2014: $3,250,000 Interest Rate: 3.04%

154

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


Debt Service TIF Debt Schedules—Red River

Tax Increment Bonds, Series 2009(Red River)

May 1, 2015

$435,000

May 1, 2023

$640,000

May 1, 2016

$455,000

May 1, 2024

$580,000

Issued: October 2009

May 1, 2017

$475,000

May 1, 2025

$610,000

May 1, 2018

$500,000

May 1, 2026

$640,000

May 1, 2019

$525,000

May 1, 2027

$775,000

May 1, 2020

$550,000

May 1, 2028

$810,000

May 1, 2021

$580,000

May 1, 2029

$855,000

May 1, 2022

$610,000

Amount of Issue: $10,500,000 Remaining Principal Outstanding as of July 1, 2014: $9,320,000 Interest Rate: 4.96%

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

155


Debt Service

Stormwater Bonds All Stormwater revenue bonds are payable from the net revenues of the City’s Stormwater system. The various bond indentures contain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Stormwater Revenue Bonds consist of:  Series 2006 (April), outstanding principal of $3,577,996.  Series 2006 (July), outstanding principal of $1,903,561. 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 options to fund some large future stormwater projects.

Stormwater Bonds General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$600,000 $500,000 $400,000 $300,000 $200,000 $100,000

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

14/15

$0

Fiscal Year

156

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


Debt Service Stormwater Debt Schedules

Stormwater Bonds, April 2006

April 1, 2015

$248,834

April 1, 2021

$301,043

Issued: December 2005

April 1, 2016

$256,826

April 1, 2022

$310,809

April 1, 2017

$265,089

April 1, 2023

$320,908

April 1, 2018

$273,632

April 1, 2024

$331,352

April 1, 2019

$282,465

April 1, 2025

$342,154

April 1, 2020

$291,559

April 1, 2026

$353,325

May 1, 2015

$136,541

May 1, 2022

$159,761

May 1, 2016

$139,639

May 1, 2023

$163,386

May 1, 2017

$142,807

May 1, 2024

$167,094

Amount of Issue: $2,850,000

May 1, 2018

$146,048

May 1, 2025

$170,885

Remaining Principal Outstanding as of July 1, 2014: $1,903,561

May 1, 2019

$149,362

May 1, 2026

$174,763

May 1, 2020

$152,751

August 1, 2026

$44,307

Interest Rate: 2.25%

May 1, 2021

$156,217

Amount of Issue: $5,310,559 Remaining Principal Outstanding as of July 1, 2014: $3,577,996 Interest Rate: 3.25%

Stormwater Bonds, July 2006 Issued: December 2005

Stormwater Replacement

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

157


Debt Service Hospitality Tax Revenue Bonds 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 limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Hospitality Tax Bonds consist of:  Series 2013: BMX, outstanding principal of $5,615,000  Series 2013: Manchester Meadows, outstanding principal of $6,400,000  Series 2013: Glencairn Gardens, outstanding principal of $2,650,000 The City’s BMX Supercross Track

Hospitality Tax Revenue Bonds General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$1,400,000 $1,200,000 $1,000,000 $800,000

$600,000 $400,000 $200,000

32/33

31/32

30/31

29/30

28/29

27/28

26/27

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

14/15

$0

Fiscal Year

158

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


Debt Service Hospitality Tax Revenue Bond Debt Schedules

April 1, 2015

$190,000

April 1, 2025

$285,000

April 1, 2016

$195,000

April 1, 2026

$300,000

April 1, 2017

$200,000

April 1, 2027

$315,000

April 1, 2018

$205,000

April 1, 2028

$330,000

April 1, 2019

$215,000

April 1, 2029

$350,000

April 1, 2020

$225,000

April 1, 2030

$365,000

April 1, 2021

$235,000

April 1, 2031

$385,000

April 1, 2022

$245,000

April 1, 2032

$405,000

April 1, 2023

$260,000

April 1, 2033

$425,000

April 1, 2024

$275,000

April 1, 2015

$475,000

April 1, 2021

$600,000

April 1, 2016

$490,000

April 1, 2022

$625,000

April 1, 2017

$505,000

April 1, 2023

$655,000

April 1, 2018

$525,000

April 1, 2024

$690,000

April 1, 2019

$545,000

April 1, 2025

$725,000

April 1, 2020

$565,000

Hospitality Tax Revenue Bonds, Glencairn Gardens

April 1, 2015

$205,000

April 1, 2020

$245,000

Issued: April 18,2013

April 1, 2016

$210,000

April 1, 2021

$255,000

Amount of Issue: $2,650,000

April 1, 2017

$215,000

April 1, 2022

$270,000

Remaining Principal Outstanding as of July 1, 2014: $2,650,000

April 1, 2018

$225,000

April 1, 2023

$280,000

April 1, 2019

$235,000

April 1, 2024

$295,000

Hospitality Tax Revenue Bonds, BMX Issued: April 18,2013 Amount of Issue: $5,615,000 Remaining Principal Outstanding as of July 1, 2014: $5,405,000 Interest Rate: 2-5%

Hospitality Tax Revenue Bonds, Manchester Meadows Issued: April 18,2013 Amount of Issue: $6,895,000 Remaining Principal Outstanding as of July 1, 2014: $6,400,000 Interest Rate: 2-5%

Interest Rate: 2-5%

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

159


Debt Service New Market Recovery Bonds 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.

The City’s Giordana Velodrome Recovery Zone Designation Velodrome Loan A-1

Recovery Zone Designation Velodrome Loan A-2

Issued: August 2010

Issued: August 2010

Amount of Issue: $3,780,000

Amount of Issue: $20,000

Remaining Principal Outstanding as of July 1, 2014: $3,780,000

Remaining Principal Outstanding as of July 1, 2014: $20,000

Principal payments deferred until after 2018. Interest payable semi-annually on the fifth of January and July.

Principal payments deferred until after 2018. Payoff in 2051. Interest payable semi-annually on the fifth of January and July.

Recovery Zone Designation Velodrome Loan B Issued: August 2010 Amount of Issue: $1,200,000 Remaining Principal Outstanding as of July 1, 2014: $1,200,000 Principal forgiven in 2018. Interest payable semiannually on the fifth of January and July.

160

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


Debt Service Equipment Lease Purchase Each fiscal year, the City has entered into a larger lease-purchase agreement for several cars and trucks. This continues to be a favorable method of vehicle and equipment acquisition. This type of debt is incurred on an annual basis in order to maintain our fleet according to a replacement schedule. Most vehicles that are financed in this way are at least $30,000 and have an estimated 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.

Equipment Lease Purchase Principal Debt Service Requirements

Principal Debt Service Requirements

$3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000

21/22

20/21

19/20

18/19

17/18

16/17

15/16

14/15

$0

Fiscal Year

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

161


Debt Service Equipment Lease Purchase

Equipment Lease Purchase Agreement, 2010

February 1, 2015

$252,000 February 1, 2018

$49,000

Amount of Issue: $2,100,000

February 1, 2016

$126,000 February 1, 2019

$49,000

Remaining Principal Outstanding as of July 1, 2014: $632,000

February 1, 2017

$107,000 February 1, 2020

$49,000

Equipment Lease Purchase Agreement, 2011

February 1, 2015

$387,000

Amount of Issue: $2,050,000

February 1, 2016

$387,000

Remaining Principal Outstanding as of July 1, 2014: $889,000

February 1, 2017

$115,000

Equipment Lease Purchase Agreement, 2012A

February 1, 2015

$586,200

Amount of Issue: $2,931,000

February 1, 2016

$586,200

Remaining Principal Outstanding as of July 1, 2014: $1,758,600

February 1, 2017

$586,200

A City Fire Truck

162

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Debt Service Equipment Lease Purchase (Continued)

Equipment Lease Purchase Agreement, 2012B

February 1, 2015

$117,929 February 1, 2018

$117,929

Amount of Issue: $825,500

February 1, 2016

$117,929 February 1, 2019

$117,929

Remaining Principal Outstanding as of July 1, 2014: $589,642

February 1, 2017

$117,929

Equipment Lease Purchase Agreement, 2012C

February 1, 2015

$122,100 February 1, 2019

$122,100

February 1, 2016

$122,100 February 1, 2020

$122,100

February 1, 2017

$122,100 February 1, 2021

$122,100

February 1, 2018

$122,100 February 1, 2022

$122,100

Amount of Issue: $1,221,000 Remaining Principal Outstanding as of July 1, 2014: $976,800

Equipment Lease Purchase Refinancing, 2013 Amount of Issue: $5,667,000 February 1, 2015 $1,260,000 Remaining Principal Outstanding as of July 1, 2014: $4,285,000 The 2013 Equipment Lease Purchase Refinancing includes:  2006 Suntrust WI-FI Equipment  2007 First Citizens Lease Purchase  2008A Suntrust AMI  2008B Suntrust Lease Purchase  2009 Suntrust Lease Purchase

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

February 1, 2016 $1,200,000 February 1, 2017 $1,230,000 February 1, 2018

$595,000

163


Debt Service

SUMMARY SCHEDULE OF TOTAL DEBT SERVICE REQUIREMENTS FISCAL YEAR 14/15 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 38/39 39/40 TOTAL

General Fund Enterprise Fund Other Debt Total

164

PRINCIPAL $13,046,531 $13,343,019 $13,845,411 $12,120,536 $10,670,340 $10,251,320 $9,385,406 $9,440,045 $9,374,129 $9,091,457 $8,919,973 $7,842,099 $7,180,783 $7,307,234 $6,151,820 $5,344,797 $6,018,706 $7,423,579 $7,734,221 $5,490,022 $3,473,026 $3,670,556 $3,128,089 $2,358,123 $2,462,500 $1,672,500 $196,746,221

INTEREST $8,363,196 $7,998,750 $7,634,148 $7,244,977 $6,570,197 $6,146,809 $5,734,667 $5,383,201 $4,984,777 $4,606,150 $4,224,335 $3,847,712 $3,508,003 $3,096,338 $2,770,229 $2,499,539 $2,251,446 $1,968,702 $1,626,889 $1,269,073 $1,004,236 $810,650 $606,355 $424,658 $282,630 $139,109 $94,996,773

Fiscal Year 2015 Principal Interest $945,000 $636,373 $6,956,140 $5,468,294 $5,145,391 $2,258,529 $13,046,531 $8,363,196

TOTAL $21,409,728 $21,341,769 $21,479,559 $19,365,513 $17,240,537 $16,398,129 $15,120,073 $14,823,246 $14,358,906 $13,697,607 $13,144,308 $11,689,811 $10,688,786 $10,403,572 $8,922,048 $7,844,336 $8,270,152 $9,392,281 $9,361,109 $6,759,094 $4,477,262 $4,481,206 $3,734,444 $2,782,781 $2,745,130 $1,811,609 $291,742,994

Fiscal Year 2016 Principal Interest $960,000 $613,731 $7,289,641 $5,215,678 $5,093,378 $2,169,341 $13,343,019 $7,998,750

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Capital Improvement Plan Capital Improvement Plan The Capital Improvement Plan (CIP) is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. Through a process that ties in closely with the annual budget, the CIP helps our elected officials and management better allocate resources for sustained quality services, places, and community here in Rock Hill. Our five year plan not only identifies, but prioritizes our community’s capital needs according to a system that puts great emphasis on supporting 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 multiple capacities: 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 information to make informed decisions. It is also important to recognize that this document is an ever-changing document. As priorities shift, unexpected events happen, and new technologies change business as usual, we must adapt our capital plans to provide the Quality our citizens 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 2015 and Fiscal Year 2019. The CIP is broken up into two different types of capital categories: Non-Routine Capital Items and Annual/Routine Operating Capital Items. Non-Routine items are capital equipment or construction projects that exceed $100,000 and have a useful life of many years, such as a building or a park. Annual/Routine items are capital needs of a recurring nature, 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.

Process Departments submit capital item requests during the budget process. Their requests include a description of the capital item/ project, how their project works towards the goals of the strategic plan, the useful life (if applicable), and any projected additional operating costs. A detail sheet is completed by departments for each project. There are separate forms for annual/routine expenses, with the exception of vehicles which are replaced on a rotating basis.

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

165


Capital Improvement Plan– Ranking and Plan Focus Ranking Once all detail sheets are received, the projects are ranked. Ranking criteria were set-up to ensure that projects are clearly thought-out and work towards our overall Citywide goals. The two most important criteria focus on the Strategic Plan/ Comprehensive Plan link and the funding. As the Strategic Plan is our road map to guide our visions into reality, it is vital that our capital needs uphold the goals of this plan. In the same light, the Comprehensive Plan accounts for our longrange plans. Our capital focus should ensure that it upholds our short and long-term goals. The funding criterion also takes into account the financing plan and the degree to which non-General Fund Revenue is used. Projects that include outside funding, such as grants, are given higher points as they are leveraging outside resources. The ranking guide also includes a measure to ensure compliance on mandates. There are certain state and federal directives that require updates or changes to existing equipment. The City takes these mandates very seriously. The City included the next criterion, the impact of capital investments on the ongoing operating budget, to help better plan for the future. Certain projects may create the need for increased personnel and/or additional operating expenses in the form of something like increased utility costs. The City must also take into account the decline in operating funds to satisfy new debt payments for larger projects. Therefore, this measure

evaluates how future operating budgets will be impacted by this new capital item. Three criteria were included to directly relate how capital projects and equipment will impact our community members: service levels, population benefit, and economic impact. Service levels seeks to evaluate how a certain capital item will increase the quantity or quality of a City service. As a service provider who focuses on providing Quality, our capital improvements should positively impact our citizens. The population benefit criteria takes into account the percent of community members who will be positively impacted by this capital item and the nature of the impact. The more citizens throughout the City who will benefit in a greater way, the greater importance the capital improvement becomes to the City. Projects that also have a positive economic impact will have a higher ranking. By economic impact, the City is evaluating how well the capital item influences things like creating more jobs. Finally, the last criteria evaluate how well the capital item relates to a department’s internal master plan and how well the item preserves or maintains existing infrastructure. Department’s that have their own master plan and place a high priority on the capital item are given more points. The final criterion evaluates if the project/item is preserving existing infrastructure. It is usually more cost effective to up-fit existing infrastructure than to build new infrastructure.

Strategic Plan and Comprehensive plan focus 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 fifteen goals within these three tenets.

In addition 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 Better connections These values aim for the City to grow with an inward focus, enhance our neighborhoods, and connect our community strategically through transportation needs.

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


Capital Improvement Plan– Ongoing Impact Impact of capital investments on operating budgets The City makes an effort to proactively plan for all capital projects. However, a large part of the capital plan is accounting for the ongoing impact of capital investments on future operating budgets. Non-recurring capital investments can have a dramatic impact on the operating budget for the new fiscal year, as well as years to come. In planning for the result of these recurring expenses on the operating budget, the City has made sure to best calculate ongoing expenses. Included on the capital detail sheets is a section for departments to include information on how their capital project will impact future operating budgets– positively or negatively. The future impact on the ongoing operating budget is included as one of the ranking criteria. For example, buying a new comprehensive software system may decrease future staff time spent looking through multiple computer systems. This would have a positive impact on future operating budgets. On the opposite side, a new facility built will have greater personnel and operational costs that will negatively impact future operating budgets. The City also makes an effort to account for other factors, like a decline in operating funds to satisfy the new debt payment. To highlight how the City proactively budgets for costs due to capital investments, the section below explains the impact of Fountain Park and Deck in future years. Fountain Park and Deck Fountain Park is a new facility that will be the responsibility of the Parks, Recreation, and Tourism Department. Inherent in creating a new facility, there is a need for new personnel to run the day-to-day operations of the facility. For this reason, the 2015 fiscal year budget includes two new positions: a Horticulturist, to be in charge of running the park, and a Recreation Specialist I, who will oversee the maintenance of the facility. These new positions will be hired in for a partial year in 2014 as the facility will not open until November 2014. Personnel costs are budgeted at $32,588 in FY2015. Personnel costs will increase to $73,849 in fiscal year 2016. Additional funds were also included to pay for the associated increased custodial costs, property insurance, grounds maintenance, and utility costs. The budget increase for these operational costs are $60,000 for Fiscal Year 2015 and FY2016. As the first year of operations will include initial start-up costs, such as mowers, trimmers, etc., the money allocated in year two should be sufficient for ongoing costs. Additionally, the Fiscal Year 2015 and 2016 budgets include a debt payment of $302,875 each year. This debt service payment is static for a few years and will increase in FY2018 when principal repayment begins. Along with the new park, the City is also building a new parking deck. The deck will provide parking not only to Fountain Park, but also to local businesses. The deck, slated to be completed in September 2014, will have ongoing maintenance and operational costs for future budget years. No new staff is being added for this facility, but the new Fountain Park staff will assist the Parks, Recreation, and Tourism department in ensuring the upkeep of the deck. An agreement was signed with Comporium, a local communication company, in which they will contribute half the maintenance cost of the deck in exchange for some parking spots. Through a great deal of effort, all operational costs are estimated to be almost $67,000 per year. Future budget years include $34,000 per year to ensure that operational costs are met. The City also is repaying debt service on the cost of the deck. Fiscal Years 2015 and 2016 include $200,594 paid back each year from tax increment revenue.

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

167


Capital Improvement Plan– Non-routine Fiscal Year 2015 Capital Improvement Projects

Fiscal Year 2016 Capital Improvement Projects

The direct impact of capital improvements on the Fiscal Year 2015 budget is $12,208,362 in the operating budget. This figure includes pay-go capital projects, lease payments, utility infrastructure, computer infrastructure, etc. For Fiscal Year 2015, there are significant and non-routine capital expenditures that will have an additional impact on the operating budget beyond the direct cost. Fiscal Year 2015 includes capital highlights such as:

The direct impact of capital improvements on the Fiscal Year 2016 budget is $14,636,625 in the operating budget. This figure includes pay-go capital projects, lease payments, utility infrastructure, computer infrastructure, etc. Although the year two budget is not approved, it does allow the City to be proactive in funding its needs– including capital. There are significant and nonroutine capital expenditures that will have an additional impact on the operating budget beyond the direct cost. Fiscal Year 2016 includes capital highlights such as:

Fire Training Facility Improvements— $100,000 Full Cost Paving- $500,000 Building Maintenance- $135,000 Overhead to Underground Conversions$271,395 Intake/Water Filter Plant Projects$629,500 Waterline Replacement and Relocation$448,214 Wastewater Treatment Plant Projects$598,000 Wastewater Replacement and Relocation$2,852,513

Fire Training Facility Improvements—$500,000 Building Maintenance- $190,000 Overhead to Underground Conversions$100,000 Electric Reliability Improvements- $306,340 Waterline Replacement and Relocation$1,491,622 Wastewater Treatment Plant Projects$800,000 Wastewater Replacement and Relocation$3,544,377

Breakdown of City Expenses 100% 90% 80%

14.6%

5.8%

6.0%

6.9%

8.0%

70% Non-Operating Expense

60%

Capital Expense

50%

Operating Expense

40%

Personnel Expense

30%

20% 10% 0% FY2012

FY2013

FY2014

FY2015

FY2016

FY2012 and FY2013 are actual expenses. FY2014, FY2015, FY2016 are budgeted expenses.

The subsequent pages provide more information on non-routine capital projects in City departments. Information is included about capital projects in the next five years including project cost, description, relation to City goals, etc.

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


Capital Improvement Plan– Non-routine Police Over the next five years, the Police Department’s capital projects revolve around meeting the Strategic Plan goal of “Providing High Quality Public Safety Service.” Specifically, the Police Department is geared towards ensuring exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees. Police capital projects are estimated to cost $2,614,686 over the next five years. The majority of funding comes from the General Fund. Currently, the City has a plan to fully fund these police initiatives through pay-as-you-go or debt financing. Future operating budgets will feel the impact of the staggered costs of replacing the radios and tasers through a yearly cost. Over FY2013 and FY2014, the City replaced the taser fleet with general funds. In an effort to constantly replace a portion of the tasers, the City will institute replacing a fifth of the fleet every year so the yearly impact is not as great. Future capital plans will include police replacement of other items including firearms. Increased maintenance costs will also be incurred through the replacement of some items. The Records Management System the City is currently considering has a flat maintenance fee for five years, but there is no guarantee of the yearly maintenance fee after the fifth year.

Project Title

Records Management System

Total Project Cost Description The Police Department is in need of a new Records Management System to replace our out dated and costly system. Our current system requires several software upgrades as well as server replacement over the next couple of years that's estimated to exceed $800,000 with an annual service fee in excess of $200,000. The system is costly, out dated and does not provide the services that we need to manage all of our systems. $ 596,472 Scheduled FY2015-FY2016.

Dispatch Console Upgrade

$

Motorola APX 6000 Radio

$

To upgrade our radio fleet, which will no longer be supported after 2018. Scheduled in 1,205,996 FY2017.

$

The Police Department purchased taser replacements for all officers in FY14 and FY15. Since the taser was implemented, officer and suspect injuries have been drastically reduced during situations where suspects resist arrest. Under most circumstances it quickly defuses hostile situations and allows officers to gain control of suspects with little to no struggle. Often, force is not needed because suspects know officers are equipped with the device. The X2 has a shelf life of about five (5) years and Taser will 409,500 not support them after that time. Scheduled for beginning replacement in FY2019.

Taser

402,718 Necessary dispatch console upgrade. Scheduled FY2016.

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

169


Capital Improvement Plan– Non-routine Fire Over the next five years, the Fire Department’s capital projects revolve around meeting the Strategic Plan goal of “Providing High Quality Public Safety Service.” These projects are mainly centered around building a new fire station and replacing equipment. Fire capital projects are estimated to cost $5,593,000 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 initiatives through pay-as-you-go or debt financing. Future operating budgets will feel the impact of the staggered costs of replacing the radios and SCBAS through a yearly cost. Increased maintenance costs will be incurred through the replacement of these items. Additionally, the City is planning on opening a new fire station in Fiscal Year 2020. With this in mind, there will be an additional 12 staff members, new fire truck, and operational costs. Early estimates are roughly $1 million per year for staff, approximately $100,000 per year for the fire truck lease, and $100,000 operational costs. In order to better plan for this, the City is using General Funds in increasing amounts every year to fully funded these future operational increases. Project Title

170

Total Project Cost Description

Replacing Burn Building and Training Tower

$

Replacement of the Training Facility

$

Replace current 4 story burn building and training tower with a more modernized universal burn building and training tower capable of increasing the ability to train in more areas, such as: Technical Rescue (High Angle Rescue/Low Angle Rescue/Confine Space), Fire Fighting (Search and Rescue/Fire Attack/Ventilation), and HAZMAT (Hot Zone Entry/ 975,000 Recon/Mitigation) Scheduled FY2015 and FY2016. Replace training facility currently being utilized for county fire service vehicle maintenance and repair, equipment fabrication and maintenance, county training staff and inspection, classroom, and county Fire Marshal's Office. Re-construction would consist of incorporating a facility allowing the capabilities of being self sufficient for the department's Recruit Program (exercise facility/ bunk room and lockers/showers/etc.) modernize classroom (classroom capable of sitting 40 to 50 personnel) and administration offices. 700,000 Scheduled FY2016.

Replacement Program for SCBA

$

Current SCBAs are nearing the end of their useful life. The updated SCBAs will meet cur900,000 rent regulations . Scheduled replacement FY2016-2019.

LifePak 15

$

Upgrading to LifePak 12 to LifePak 15 for all ALS Frontline Apparatus (monitor/ defibrillator that integrates non-invasive monitoring for carbon monoxide, SpO2, meth hemoglobin), due to the LifePak 12 no longer can be purchased and will no longer be 550,000 supported by Physio Control after 2017. Scheduled FY2017.

Purchase Land for Station 7

$

To help maintain the City’s current ISO Rating, eventual steps are needed to begin site 700,000 preparation for future stations. Scheduled FY2017.

Motorola APX 6000 Radios

$

Production on current radios will stop in December 2014 and will not be supported after 1,068,000 2018. Scheduled to begin FY2018.

Purchase Land for Station 8

$

To help maintain the City’s current ISO Rating, eventual steps are needed to begin site 700,000 preparation for future stations. Scheduled FY2019.

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


Capital Improvement Plan– Non-routine Economic and Urban Development Over the next five years, Economic and Urban Development capital projects revolve around meeting the Strategic Plan goal of “Creating a Vibrant Old Town.” These redevelopment projects are centered in key streets around the Downtown area. Economic and Urban Development capital projects is estimated to cost $26,344,718 over the next five years. The majority of funding comes from Downtown TIF issuances, Pennies for Progress funding, Transportation Enhancement Program, CMAQ, and private funds. Currently, there is an estimated funding gap of $2,112,000 in which the City is exploring options. Future operating budgets will feel the direct impact of having to maintain the new Woolworth Walkway as well as the Fountain Park. New staff and operating monies will be allocated to help maintain these facilities. However, City staff feel that the White Street Pedestrian Safety Improvements will mitigate future liability issues as the street will be much safer. Project Title

Fountain Park

Total Project Cost Description Redevelopment of municipal parking area into a park featuring a fountain amenity and upgrade of utilities to support new commercial development. Traffic changes and street upgrades on Saluda, Main, Black and Elizabeth around park to support development. $ 8,035,000 Scheduled FY2015.

W. White St. Phase II

$

Wilson to Constitution- widening/streetscape project with County support. PE and ROW 4,088,771 2012, Construction started in 2013 and scheduled to finish FY2015.

Woolworth Demolition

$

Demolition of the former Woolworth building to prevent the potential for collapse and 325,000 risk of injury, as well as to prepare the site for future development. Scheduled FY2015.

Woolworth Walkway

$

Creation of a public walkway mid-block on Main Street to connect Main Street and the 511,812 White Street parking lot. Scheduled FY2015-2016.

White Street Pedestrian Safety Improvements

$

Oakland Avenue Improvements

$

White Street Parking Lot Improvements Constitution Boulevard/ W. Main Street/ W. Black Street

$ $

This project includes improvements to East White Street between Oakland Avenue and Dave Lyle Boulevard to provide a safer more inviting area for pedestrians and vehicles and enhance the historic character of the area. Improvements include development of pedestrian improvements including safe pedestrian crossings, traffic calming, and adding 208,454 on-street parking. Scheduled FY2015. Improvements to Oakland Avenue between Black Street and White Street to provide for on-street parking, improve pedestrian access, and enhance the appearance and functionality of this major visitor corridor in the downtown area. Improvements include: sidewalks; pedestrian crossings; replacement of crumbling sidewalks and curbs; other pedestrian improvements; decorative street lighting; street furniture including benches and 287,681 trash receptacles; and landscaping.. Scheduled FY2015. Improvements to the White Street Parking Lot to provide a safer, more inviting area for pedestrian and vehicles and enhance the historic character of the downtown area. Improvements will include: repaving and striping, improved pedestrian access, improved 240,000 lighting, and landscaping.. Scheduled FY2016. Realign and improve the intersection of Constitution Boulevard, W. Main Street and W. 2,500,000 Black Street in the Knowledge park area. Scheduled FY2016.

Sidetrack Extension Project

$

Quantz/Poe Railroad Crossing

$

Constitution / White Roundabout

$

Train related changes from Community to Quantz in order to reduce blockage in down5,398,000 town. Railyard extension received $3.3 million in funding allocation. Scheduled FY2016. Planning, engineering, design, and construction of a new at-grade railroad crossing at Quantz Street; development of new sidewalk connections between neighborhoods. 2,000,000 Scheduled FY2015-2017 This project includes improvements to create a roundabout at the intersection of White Street, Columbia Avenue, and Constitution Boulevard in the Knowledge Park area. Sched2,500,000 uled FY2016-2017.

$

Improvements to Oakland Avenue between White Street and Wilson Street to provide on-street parking and enhance the appearance and functionality of this major visitor entry to the downtown area. Improvements include; sidewalks; pedestrian crossings; pedestrian improvements; replacement of deteriorating curbs; decorative lighting; street 250,000 furniture including benches and trash receptacles; and landscaping. Scheduled FY2017.

Oakland Avenue Streetscape Improvements Phase II

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

171


Capital Improvement Plan– Non-routine Parks, Recreation and Tourism Over the next five years, the Parks, Recreation and Tourism Department’s capital projects revolve around meeting the Strategic Plan goal of “Providing high quality parks, recreation and tourism services.” These projects are mainly centered around upgrading existing parks beyond general maintenance and planning for future parks. Parks, Recreation and Tourism capital projects are estimated to cost $9,845,000 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 projections to help better plan for these future expenses. Future operating budgets will greatly feel the impact of these capital projects in a large way. The yearly emphasis on increasing trails adds on additional pressure to the parks staff. In terms of operational equipment, the City will be purchasing a skid steer, which will be shared between Utility right-of-way and the Parks for maintain trails. Additionally, the increased trail length in Riverwalk has created a need for safety personnel to access the Catawba River. Police and Fire will both have usage of four-wheel drive vehicle to get down the trail in case of an emergency. This vehicle was approved in the FY2015 budget. As the City gets closer to preparing for future parks, emphasis will be placed on calculating the ongoing impact of additional staff, equipment, landscaping, utilities, and general maintenance.

Project Title

Total Project Cost Description

Hargett Park - Athletic Fields

$

Necessary correction of drainage issues for 4 baseball fields and 1 multi-purpose field 750,000 requiring fence replacement at completion. Scheduled FY2017.

Rock Hill Outdoor Center Closed Road Course

$

Expansion of the Rock Hill Outdoor Center cycling amenities with a 1 mile closed road 1,500,000 course. Scheduled FY2018.

River Park Canoe/Kayak Launch $

172

Future Regional Park - India Hook

$

Future Regional Park

$

Cherry Park Upgrades

$

Trails & Greenways System

$

Replace existing structure with a launch of the same design as the Rock Hill Outdoor Center. Safety, customer service and outdoor recreation programming will be affected by the continued deterioration of the existing launch. This project enhances the devel200,000 opment at Riverwalk. Scheduled FY2019. Phase I - Initial site planning and fencing for 17 acre park on property leased from Duke Energy. Phase II - Estimated cost for total build-out is approximately $1.6 million. Project must be completed within five years of the final Duke Energy Catawba-Wateree Federal Energy Regulatory Commission (FERC) relicense. (pending); NOTE - Comprehensive Relicensing Agreement (CRA) signed by the City of Rock Hill (2006), updated 1,600,000 (2011). Scheduled FY2019. Regional Park with sports emphasis. Include walking trails, playgrounds, multi-purpose fields, shelters, concessions and required amenities. This will meet the needs of the 3,000,000 growing southeastern area of the city. Scheduled FY2019. Cherry Park was constructed in 1985. The complex currently generates 33% of PRT's revenue generation and is past due for upgrades on major infrastructure projects including technology. The facility averages $5 million in direct economic impact annually and over 1,000 park users daily. FY2017 -- Cherry Park Tower area concrete, electrical conduit, water/sewer line (500k) FY2018 -- Ballfield lighting (350k) and Ballfield 2,050,000 and backstop fencing (300k) FY2019 -- Multi-purpose field #1 (900k) The Rock Hill Trails & Greenways System is at 25% completion as of FY2014 with 32.15 paved miles of 127 (85 paved miles + 42 sidewalk miles) miles as stated in the City Council approved Trails & Greenways Master Plan. Current City Council approved priority trail sections include: Catawba River Trail, Dutchman Creek Trail, Ebenezer Rail Trail, Eden Terrace Trail, Galleria Trail, Jack White Trail, Saluda Street Trail, South Pointe Trail Phase II. The City of Rock Hill trails and greenways system will offer major links in the 15-county regional Carolina Thread Trail. The City currently holds a Bronze designation as Bike Friendly Community. FY2015 project is the Catawba River Trail link from the Piedmont Medical Center Trail to the River Park Trail. FY2015 price estimates for new trails is $125 per linear foot as based on current trail and greenway standards. Staff have identified $34.5 million in future funding needs for the Trails and Greenways 745,000 system which goes beyond this five year plan.

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


Capital Improvement Plan– Non-routine General Services General Services encompasses many functions of City government. The projects in this section are broken up by division, which includes the Airport, Information Technology, and General Services– Project Management. AIRPORT Over the next five years, the Airport’s capital projects revolve around meeting the Comprehensive Plan goal of “Providing for a Coordinated Transportation 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 estimated to cost $10,445,880 over the next five years. 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 estimates the General Fund contribution for Airport projects to be $261,147 from FY2015-FY2019. The General Fund contribution for FY2015 is $38,380 and for FY2016 is projected to be $36,125. Future operating budgets will feel the impact of the runway extension project, which is not projected to be completed until late FY2019/early FY2020. Staff are still calculating the operational impact of having more air traffic.

Project Title

Total Project Cost Description

Airport Layout Plan (ALP) Update

$

Taxiway Rehabilitation (Construction)

$

The ALP Update is an update to the 20 year Airport Master Plan and is recommended to occur after 10 years of its development. FY15 marks 12 years, which is 2 years past the 257,800 recommended time frame. Scheduled FY2015. Rehabilitate the pavement of the taxiways. Pavement is failing and needs to be over1,205,530 layed/reconstructed for safety purposes. Scheduled FY2016.

Benefit-Cost Analysis & Environmental Documentation for Runway Extension $

This Benefit-Cost Analysis study is necessary to help justify extending the runway. There is also an environmental study that is required to be performed before the runway can 280,000 be extended as well. Scheduled FY2017.

500 ft. Runway Extension Phase 1 Grading & Drainage

$

Design a 500 foot extension of the airport's runway. The extension is needed because of 565,000 restrictions on aircraft use due to safety. Scheduled FY2017.

Runway Protection Zone (RPZ) Land Acquisition

$

Land acquisition needed for the runway protection zone (associated with the runway 600,000 extension). Scheduled FY2017.

Runway Protection Zone (RPZ) Land Acquisition

$

Land acquisition needed for the runway protection zone (associated with the runway 600,000 extension). Scheduled FY2017.

Road Relocation (Airport Road)

$

Localizer Replacement $ 500 ft. Runway Extension Phase 1 Grading & Drainage (Construction) $

Relocate the north section of Airport Road, that runs west to east, located on the north 1,620,000 end of the airport (associated with the runway extension). Scheduled FY 2018. Replace the Localizer which is part of the airport's Instrument Landing System. This equipment is extremely outdated and replacement part are no longer being manufac272,550 tured. Scheduled FY2018. Construction of Phase 1 of the 500 foot runway extension. This extension is needed due to restrictions on aircraft use regarding the safe operations of certain aircraft utilizing the 3,700,000 airport. Scheduled FY2019.

500 ft. Runway Extension Phase 2 Paving & Lighting (Design) $

Design a 500 foot extension of the airport's runway. This extension is needed due to restrictions on aircraft use regarding the safe operations of certain aircraft utilizing the 145,000 airport. Scheduled FY2019.

500 ft. Runway Extension Phase 2 Paving & Lighting (Construction) $

Construction of a 500 foot extension of the airport's runway. This extension is needed due to restrictions on aircraft use regarding the safe operations of certain aircraft utiliz1,200,000 ing the airport. Scheduled FY2019.

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

173


Capital Improvement Plan– Non-routine GENERAL SERVICES 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: Provide support for major development projects throughout the community. Provide high quality economic development services. Provide for a coordinated transportation system that supports the City’s growth goals. Better Connections Redevelop key corridors As the Project Management Team assists departments across the City with their capital projects, there are only eleven projects that this team solely manages. General Service capital projects are estimated to cost $19,491,843 over the next five years. Funding for these projects varies, as some come directly from Utility pay-as-you-go funds, Utility bonds, TIF funds, general funds and outside government assistance from EDA and RFATS. The General Fund contribution for G-Fund Paving is $500,000 in FY2015 and $550,000 in FY2016. Future operating budgets will feel the impact of many of these projects. The road widening projects provide for more roadways for the City to maintain. Streetscape changes will increase the need for general maintenance of landscaping in the form of mowing, trimming, etc. The expanded parking lot at the Operations Center would have general maintenance issues, but also increased electrical costs for the new lighting and Stormwater pond inspections. Staff estimate the parking lot improvements to be under $10,000 per year. Project Title

Realignment of Paddock Pkwy. to intersect US-21 at Leslie Hwy. The length of the new road is 1700 feet extending from the Galleria Extension by Ross Distribution to Ander1,832,665 son Road. Scheduled FY2015. Installation of streetscape improvements on Cherry Road along Riverwalk property 101,669 frontage. Scheduled FY2015. Paving of City streets from the General Fund. The scope of this project is will be finalized in the fall of 2014. Work will commence in the spring of 2015. 500,000

Paddock Parkway Relocation

$

Cherry Road Streetscape

$

G Fund FY15

$

Laurel Street/ Peachtree Street

$

675,000 Curb and gutter, fencing, and utility upgrades. Scheduled FY2015.

Sidney Street Improvements

$

378,346 Enhancement - sidewalk on Sidney Street. Scheduled FY2015.

East White Street Phase 2 E White Street Phase 1

C-fund Paving Project 20122013 Hagins St/Fewell Street and Curb

Cel-River Road Phase 1

Operations Center Parking Lot Expansion

174

Total Project Cost Description

East White Street improvements from Jones Avenue to Cummings. 794,065 Note: $133,350.00 Unfunded. Scheduled FY2015-FY2016. East White Street from Elizabeth to North Spruce. Stormwater replacement, paving and $ 747,808 evaluating for replacement of water and sewer services in the area. Scheduled FY2015. Drainage Correction, leveling, road patching, and resurfacing 23 roads. Grier, Stadium, Hoyle, Taylor, Blake, Pendleton St, Bynum St, Cummmings, Maple, Smith, Glenn, Hagins, Gettys St, Timber Ln, Fairway Cir, Arlington Ave, Fieldcrest Cir, Lakeview Dr, Summers $ 1,870,610 Glen, Aldersgate Rd, Timberlake Dr, Hilltop Rd, Cherokee Ave. Scheduled FY2015. Curb correction and road resurfacing for various streets in the Hagins-Fewell neighbor$ 491,680 hood. Scheduled FY2015. Widening 1.2 miles from 2 to 5 lanes with sidewalk and 14 ft outer lane from Cherry $ Road to Riverwalk industrial entrance (Eden Terr. Ext.). Scheduled to begin in FY2015 11,800,000 and continue through FY2017. The proposed project would utilize a 2.5 acre property adjacent to the current Operations Center Administration Building (parcel # 669-04-01-090) located off Anderson Road to create approximately 138 additional parking spaces along with associated stormwater, landscaping, concrete sidewalks, and lighting requirements as needed per $ 300,000 code. Scheduled FY2019. $

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


Capital Improvement Plan– Non-routine INFORMATION TECHNOLOGY Information Technology capital projects are estimated to cost $9,563,783 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 identified, the City is currently working on a way in which to handle these capital needs financially and logistically. Project Title

Total Project Cost

WIFI Mesh Refresh Project

$

Virtual desktop project

$

248,400

Load and usage has exceeded the original 7 MBS throughput technology and services needs are forcing the need for current technology levels. As the city continues to migrate to a mobile workforce it is necessary to stage and configure all general IT and data services so that they can be accessed from any device, anywhere at anytime. To accomplish this a Virtual desktop delivery system must be constructed that allows the viable and reliable services to be delivered to the edge user on demand.

Video-Sensor Smart City Project

$

787,000

This system allows for citizen services, public safety, environmental, transportation, energy conservation, commerce and economic development services integration.

$

442,000

Aging PBX CS1000, Call Pilot Recorder and Contact Center systems are over 20 years old with some components no longer serviceable. It is necessary to upgrade the Voice service systems and provide for full disaster recovery support.

Replace City Hall Computer room AC unit $

157,175

The cooling system is over 20 years old and is now undersized for the amount of equipment in the room.

PBX Phone System Upgrade

468,800

Aging PBX, Call Pilot Recorder and Contact Center systems are over 20 years old with some components no longer serviceable.

434,608

It is necessary to expand the storage capabilities to the proper level needed for city business, but even more important that the City put in place a full Document Life-Cycle-Management solution to control the expansion of documents and data growth. Changing the methods and means for data storage, combined with strategic purging governance and cloud storage strategies can level the growth curve, handle any search and E-discovery regulatory needs and reduce the long term support costs of data management.

289,500

The increased demands on city network systems and automation of the city require a full retrofit and upgrade of the remainder of the core network infrastructure and then to address the edge switching and various infrastructure and security firewall that are obsolete as soon as possible.

Time-Attendance System

Core Storage Array Expansion and Document management Project

Core Network Expansion

$

$

$

6,736,300

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

Description

175


Capital Improvement Plan– Non-routine Planning Over the next five years, the Planning Department is managing many capital projects that revolve around meeting the Comprehensive goal of “Better Connections”. Part of bettering connections is done through the Congestion Mitigation and Air Quality Improvement (CMAQ) program. CMAQ projects are funded through the federal government that seek to improve air quality and assist with congestion relief in high traffic areas. The Planning CMAQ projects are estimated to cost $7,688,228 over the next five years. All funding for these projects is reimbursed through CMAQ funds. Generally, there are some minimal impacts on future operating budgets in the form of extra road maintenance for additional lanes.

Total Project Cost Description

Project Title

Dave Lyle Interchange SB Ramp and Chamberside Princeton/Springsteen/ Anderson Road

176

$

Add storage and right lane on I-77 SB ramp, a signalized dual right turn at Dave Lyle, and a second left turn lane to Chamberside (Target). Scheduled 1,744,000 to begin FY2016.

$

Intersection improvement- add turn lanes on both Springsteen and Princeton at Anderson signal to reduce congestion from mall traffic. Scheduled 1,283,410 to begin FY2016.

Riverview/Riverchase I & II $

Intersection improvements to reduce congestion between I-77 and Automall Parkway, add turn lanes, add access control and provide alternate 3,635,500 access to Riverview at Ligon. Scheduled to begin FY2016.

White St. East- SC 72 Intersection $

Intersection improvement to add turn lanes on White and Firetower to 1,025,318 reduce congestion on SC 72/SC 121. Scheduled to begin FY2016.

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


Capital Improvement Plan– Non-routine Enterprise Funds Past Rate Increases In the 2000’s, the City began proactively 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 ultimate debt service over time. In the meantime, the plan allows for pay-as-you-go projects and debt service every year. The revenue raised is compounded over the course of time to allow for more pay-as-you-go projects up until the debt for the plant upgrades is issued. From July 2007 to June 2014, these rate increases have resulted in over $45 million worth of capital improvements to the utility system. None of these rate increases were used for operational expenses. Utility System Capital Improvements– 2008 Plan Summary of New Revenues from Rate Increases 2008/09

2009/10

2010/11

2011/12

2012/13

2013/14

2014/15

2015/16

2016/17

Total

Electric 2% increase on July 1, 2007 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $12,951,000 Water 5% increase on July 1, 2007

$525,000

$525,000

$525,000

$525,000

$525,000

$525,000

$525,000

$525,000

$525,000 $4,725,000

5% increase on July 1, 2010 5% increase on July 1, 2011

$0 $0

$0 $0

$571,000 $0

$571,000 $635,000

$571,000 $635,000

$571,000 $635,000

$571,000 $635,000

$571,000 $635,000

$571,000 $3,426,000 $635,000 $3,810,000

$525,000

$525,000

$1,096,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $11,961,000

Wastewater 10% increase on July 1, 2008 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $13,534,200 10% increase on July 1, 2010 $0 $0 $1,646,700 $1,646,700 $1,700,000 $1,700,000 $1,700,000 $1,700,000 $1,700,000 $11,793,400 5% increase on July 1, 2012 $0 $0 $0 $0 $895,000 $895,000 $895,000 $895,000 $895,000 $4,475,000 $1,503,800 $1,503,800 $3,150,500 $3,150,500 $4,098,800 $4,098,800 $4,098,800 $4,098,800 $4,098,800 $29,802,600 TOTAL

$3,467,800 $3,467,800 $5,685,500 $6,320,500 $7,268,800 $7,268,800 $7,268,800 $7,268,800 $7,268,800 $55,285,600

Over the course of time, 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). Additionally, water revenues have declined due to a mentality shift in water consumption. For three years, from 2007 to 2010, the City was in a drought and the citizens learned conservation 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 regulations that have increased the cost. Also, as time progressed, there has been some unexpected inflation. Estimated costs for the expansions have increased from $80 million to the current estimate of $120 million. Proposed Rate Increases In preparing for future debt service, City leaders wanted to ensure there was a reasonable plan for generating more revenue. The schedule included on the next page shows rate increase proposals in order to fund future debt service on $120 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 2019, 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 Year 2019, the City will issue $100 million for the wastewater plant and $20 million for the water plant. The Utility departments have also expressed future needs for a separate bond issuance to help fund other city projects. An additional $50 million bond is projected in Fiscal Year 2019 to pay identified projects.

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

177


Capital Improvement Plan– Non-routine Enterprise Funds Proposed Rate Increases FY2015-2024 Sources All Electric Revenues All Water Revenues All Wastewater Revenues Base Sources Total Proposed Water Rate Increase (3% in FY17- average residential monthly impact $0.64) Proposed Water Rate Increase (3% in FY18- average residential monthly impact $0.66) Proposed Water Rate Increase (3% in FY19- average residential monthly impact $0.68) Proposed Wastewater Rate Increase (3% in FY17average residential monthly impact $1.33) Proposed Wastewater Rate Increase (3% in FY18average residential monthly impact $1.37) Proposed Wastewater Rate Increase (3% in FY19average residential monthly impact $1.41) Proposed Electric Rate Increase (1% in FY19- average residential est. monthly impact $1.33) Proposed Rate Increase Total

$ $ $ $

FY2015 100,941,567 14,871,072 20,228,847 136,041,486

$ $ $ $

FY2016 106,906,227 16,038,817 20,814,744 143,759,788

$ $ $ $

FY2017 109,594,919 16,199,205 21,022,891 146,817,015

$ $ $ $

FY2018 112,351,231 16,361,197 21,233,120 149,945,548

$ $ $ $

FY2019 115,176,864 16,524,809 21,445,452 153,147,125

$ $ $ $

FY2020 118,073,562 16,690,057 21,659,906 156,423,526

$ $ $ $

FY2021 120,446,841 16,856,958 21,876,505 159,180,304

$ $ $ $

FY2022 122,867,823 17,025,527 22,095,270 161,988,620

$ $ $ $

FY2023 125,337,466 17,195,783 22,316,223 164,849,471

$ $ $ $

FY2024 127,856,749 17,367,741 22,539,385 167,763,874

$

- $

- $

485,976 $

485,976 $

485,976 $

485,976 $

485,976 $

485,976 $

485,976 $

485,976

$

- $

- $

- $

490,836 $

490,836 $

490,836 $

490,836 $

490,836 $

490,836 $

490,836

$

- $

- $

- $

- $

495,744 $

495,744 $

495,744 $

495,744 $

495,744 $

495,744

$

- $

- $

630,687 $

630,687 $

630,687 $

630,687 $

630,687 $

630,687 $

630,687 $

630,687

$

- $

- $

- $

636,994 $

636,994 $

636,994 $

636,994 $

636,994 $

636,994 $

636,994

$

- $

- $

- $

- $

643,364 $

643,364 $

643,364 $

643,364 $

643,364 $

643,364

$ $

- $ - $

- $ - $

- $ 1,116,663 $

- $ 2,244,492 $

1,151,769 $ 4,535,369 $

1,151,769 $ 4,535,369 $

1,151,769 $ 4,535,369 $

1,151,769 $ 4,535,369 $

1,151,769 $ 4,535,369 $

1,151,769 4,535,369

TOTAL SOURCES with Proposed Rate Increases

$ 136,041,486 $ 143,759,788 $ 147,933,678 $

Uses Personnel Operating Purchased Power Operating Transfers PAYgo Projects Other Capital Other Non-Operating All Existing Debt Base Uses Total

$ $ $ $ $ $ $ $ $

New 2019 30 year Bond Wastewater ($100m, 4%, 30y) New 2019 30 year Bond Water ($20m, 4%, 30y) New 2019 30 year Bond Utility ($50m, 4%, 30y) New Uses Total

$ $ $ $

TOTAL USES

$ 136,041,486 $ 143,759,788 $ 147,933,678 $

SOURCES LESS USES

$

FY2015 10,701,529 15,505,202 79,418,207 6,730,295 6,084,745 1,024,450 3,499,259 13,077,799 136,041,486

-

-

$ $ $ $ $ $ $ $ $

$ $ $ - $

$

FY2016 10,952,691 15,483,255 84,785,949 7,123,468 7,683,079 1,213,114 3,497,686 13,020,546 143,759,788

-

-

$ $ $ $ $ $ $ $ $

$ $ $ - $

$

FY2017 11,390,799 16,102,585 86,918,316 7,194,703 8,934,218 1,249,507 3,602,617 12,540,934 147,933,678

-

-

$ $ $ $ $ $ $ $ $

$ $ $ - $

$

152,190,041 $ 157,682,494 $ 160,958,895 $ 163,715,673 $ 166,523,989 $ 169,384,840 $ 172,299,243 FY2018 11,846,431 16,746,689 89,104,311 7,266,650 9,679,089 1,286,993 3,710,695 12,549,184 152,190,041

-

$ $ $ $ $ $ $ $ $

FY2019 12,320,288 17,416,556 91,345,285 7,339,316 3,311,368 1,325,602 3,822,016 10,970,946 147,851,377

$ $ $ $ $ $ $ $ $

FY2020 12,813,099 18,113,218 93,642,619 7,412,709 2,869,464 1,365,370 3,936,676 10,974,621 151,127,778

$ $ $ $ $ $ $ $ $

FY2021 13,325,623 18,837,747 95,524,835 7,486,836 3,705,634 1,406,332 4,054,777 9,542,771 153,884,556

$ $ $ $ $ $ $ $ $

FY2022 13,858,648 19,591,257 97,444,884 7,561,705 3,681,665 1,448,522 4,176,420 8,929,771 156,692,872

$ $ $ $ $ $ $ $ $

FY2023 14,412,994 20,374,907 99,403,527 7,637,322 2,994,713 1,491,977 4,301,713 8,936,571 159,553,723

$ $ $ $ $ $ $ $ $

FY2024 14,989,514 21,189,904 101,401,537 7,713,695 2,918,005 1,536,737 4,430,764 8,287,971 162,468,126

$ $ $ - $

5,783,010 1,156,602 2,891,505 9,831,117

$ $ $ $

5,783,010 1,156,602 2,891,505 9,831,117

$ $ $ $

5,783,010 1,156,602 2,891,505 9,831,117

$ $ $ $

5,783,010 1,156,602 2,891,505 9,831,117

$ $ $ $

5,783,010 1,156,602 2,891,505 9,831,117

$ $ $ $

5,783,010 1,156,602 2,891,505 9,831,117

152,190,041 $ 157,682,494 $ 160,958,895 $ 163,715,673 $ 166,523,989 $ 169,384,840 $ 172,299,243 -

$

-

$

-

$

-

$

-

$

-

$

-

The city will continue to monitor growth, revenue, and capital projections in a way that best prepares our community for needed improvements. The subsequent pages specifically outline existing bonds and the projects associated with them, as well as the upcoming pay-as-you-go projects for electric, water, and sewer funds.

178

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


Capital Improvement Plan– Non-routine Existing Bonds/Electric Bond Funded Projects

2008 BAN

La ke Wyl i e Ra w Wa ter Intake PAC Feed Sys tem/La ke Wyl i e Intake La urel St. Improvements La urel St. Wa ter Ta nk & Li ne Upgra des Hi gh Servi ce Pumps Herl ong Ta nk Pa i nting Myrtle Dr. Wa terl i ne Repl a cement Ga p Ol d Town Ea s t Wa ter/Sewer Upgra de Cel -Ri ver Roa d Wa ter Ma i n Rel oca tion Cel -Ri ver Wa ter, Pha s e I Rei mburs i bl e by Penni es (Gues s ) Poe/Qua ntz Wa terl i ne Rel oca tion (Ca mpco 2014-06-05 Cos t Es tima teRei mburs a bl e by Penni es Whi te/Cons titution/Ca mden Round-a -bout Ca mpco 2014-06-05 Es t.Rei nmburs a bl e by Penni es Ma nches ter Outfa l l Bl ea chery Outfa l l Project- Al l en to Stewa rt/Whi te Cel -Ri ver Wa ter, Pha s e I (Rei mburs i bl e from Penni es ) Sa l uda St. Ga tewa y Heckl e Bl vd Street Li ghting Pri ma ry Feeders from Subs tation to Bl ea chery Downtown Ea s t Fi ber Optic Li nes Oa kl a nd/Bl a ck Si gna l Upgra de Oa kl a nd/Whi te Si gna l Upgra de Oa kl a nd/Ma i n Si gna l Upgra de Bl a ck/Ha mpton Si gna l Upgra de Da ve Lyl e/Bl a ck Si gna l Upgra de Del i very 1 Subs tation Al bri ght Rd Wi deni ng El ectri c Bl a ck/El i za beth Si gna l Upgra de Ma i n/El i za beth Si gna l Upgra de Downtown Subs tation (Stewa rt) Ol d Town Ea s t El ectri c Li ne Rel oca tion Ri verwa l k Subs tation Del i very 2 Subs tation Del i very 3 Subs tation Subtotal

2009 BABs

$ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $

$

-

$

$

-

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

229,261 2,477 1,168 60,508 33,300 130,000 150,000 150,000 150,000 60,000 966,714

2010 BAN

1,201,603 663,184 -

2012B

SRF 2013

TIF

$9 Million

$ $ $ $ $ $ $ $ $ $

525,000 -

$ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $

4,771,329 4,021,028 -

$ $ $ $ $ $ $ $

258,668

$ $ $ $ $ $ $ $ $

919,160 732,710 -

$

-

-

$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

-

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

1,450,000 3,314,787

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

180,095 26,993 276,834 60,000 130,000 130,000 326,503 1,655,425

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2,496,503 2,496,503

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

8,792,357

$

-

$

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

226,000 484,668

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

PFP Reimbursement $ $ $ $ $ $ $ $ -

Other $ $ $ $ $ $ $ $ $

1,000,000

$

350,000

$

105,000 $

-

-

$

140,000 $

-

618,936 2,731,652 1,922,273 1,922,273 8,847,004

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

300,000 895,000

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

1,000,000

Sources Electric Fund Rate Funded (less debt service payments) Electric Fund Additional Operating Subtotal

10-Year Electric Project Plan: July 1, 2015-June 30, 2024 Operating Budget Projects Detail 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 $ 846,340 $ 846,340 $ 846,340 $ 846,340 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ - $ 294,740 $ 679,740 $ 504,740 $ - $ - $ 265,260 $ 335,000 $ - $ $ 846,340 $ 1,141,080 $ 1,526,080 $ 1,351,080 $ 400,000 $ 400,000 $ 665,260 $ 735,000 $ 400,000 $ 400,000

Electric Projects - Operating Budget Distribution SCADA Automation Recloser Replacement/Upgrade to Smart Grid Capable Smart Fault Indicators Primary UG Cable Replacement Small Conductor Reconductor Projects New Substation Feeders Reliability Improvement Projects Albright Rd. Crossings Shiland OH to UG Old Town East Electric Line Relocations Primary Feeders from Substation to Bleachery DOCs for Raw Water Intake DOCs for Wildcat Air Core Reactors at Delivery 5 High Efficiency Street Lighting Arrestor Replacement Cel-River Electric Heckle Blvd Street Lighting Herlong/Frank Gaston Signal Upgrade Dave Lyle/White Signal Upgrade Smart Switch Installation WWTP Generators Switchgear Replacement White St/Constituion Roundabout Dave Lyle Ext. Streetlighting (past Waterford Pkwy. Intersection) Radio Repeater Relocation from Laurel St. Water Tank Subtotal

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2014/15 50,000 20,000 25,000 35,000 100,000 90,000 246,395 90,942 23,114 50,000 40,000 75,889 846,340

Surplus or (cuts needed) $

-

Additional Electric Projects Evergreen to Constitution OH to UG (College Town Action Plan) S. Cherry Rd. OH to UG Conversion (Constitution to Heckle) Future Substation Distribution Extension to Newland Spare/Portable Substation Transformer Subtotal

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2014/15

$

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

2015/16 100,000 20,000 10,000 100,000 100,000 150,000 206,340 160,000 100,000 50,000 84,740 60,000 1,141,080 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 160,000 $ 250,000 $ - $ - $ 1,526,080 $

$

2015/16

-

2016/17 100,000 20,000 10,000 300,000 200,000 90,000 166,340 119,740 50,000 60,000 -

-

$

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2018/19 100,000 200,000 100,000 400,000

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2019/20 100,000 200,000 100,000 400,000

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2020/21 100,000 200,000 100,000 50,000 140,260 25,000 50,000 665,260

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2021/22 100,000 200,000 100,000 50,000 285,000 735,000

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

-

$

-

$

-

$

-

$

-

$

$

2016/17

-

2017/18 100,000 20,000 10,000 300,000 200,000 150,000 166,340 44,740 50,000 60,000 250,000 1,351,080

2017/18

-

$

-

$ $ $ $ $ $

2018/19 2019/20 1,000,000 1,500,000 3,500,000 1,500,000 800,000 8,300,000 $ -

2020/21

$

2021/22

-

$

2022/23 100,000 200,000 100,000 400,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2023/24 100,000 200,000 100,000 400,000

$

-

2022/23

-

$

-

2023/24

$

179

-


Capital Improvement Plan– Non-routine Water Sources Water Fund Rate Funded (less debt service payments) Water Fund Additional Operating Water Fund Subtotal

10-Year Water Project Plan: July 1, 2015-June 30, 2024 Operating Budget Projects Detail 2014/15 2015/16 2016/17 $ 462,351 $ 462,351 $ 462,351 $ $ 738,863 $ 1,581,271 $ 2,089,213 $ $ 1,201,214 $ 2,043,622 $ 2,551,564 $

Water Projects - Operating Budget In-house Projects (by Laddie Parrish) WFP-Replace Pilot Lights on 4 Track-Vac Panels on Basins WFP-Install Heat Shield or Roof over (4) Flocculator Drive Panels to keep Drives from going out

$ $ $

2014/15 2015/16 8,500 $ 2,500 $ 6,000 $ -

Water Filter Plant/ Intake Projects Lake Wylie Intake WFP-Preliminary Architectural Design Study for Top Floor of WFP WFP: Alum Sludge Dewatering Facility Electrical/Pump/Drive/SCADA for Raw Water Intake Water Plant Expansion (Engineering)

$ $ $ $ $ $

629,500 $ 567,500 $ 12,000 $ 50,000 $ $ $

Loop and Extension Projects Country Club - Country Club Dr. Loop Country Club - Lakeside Dr. Loop Country Club - Oakdale Rd. Loop Newport Tie Walmart to 274 Springsteen Road Water Line Loop Pennington Road Loop ($700K-Developer/Demand driven project) - SC Rte 161 to Chelsea Woods Long Meadow Loop Firetower Road Loop

$ $ $ $ $ $ $ $ $

75,000 $ 75,000 $ $ $ $ $ $ $ $

Tank Projects Dave Lyle Elevated Tank - Property Acquisition

$ $

-

Miscellaneous Projects Water & Sewer Utility Rate ($35,000) and Capacity Fee ($25,000) Study - Sewer Budget $42,500 & Water Budget $17,500 Water Modeling to Establish Distribution System Flushing Program

-

-

$ $ $ $ $ $

477,000 60,000 117,000 150,000 -

$ $ $ $ $ $ $ $ $

-

-

$ $

$ $ $

40,000 17,500 22,500

$ $ $

-

Replacement & Relocation Projects Service Line Replacement (Target $50k/yr) Small Diameter Water Line Replacement SC Route 5 Bridge Replacement over Tools Fork Creek - Tools For Creek Crossing Oakland Avenue Water Services Replacement (White Street to Black Street) White Street (Elizabeth Avenue to Spruce Street) White Street (Jones Street to Cummings Street) Schuyler Avenue services-SCDOT (Entire Length) - 2013-2014 C-Fund Project Arcade Mill Water Pipe Replacement (Materials only) Cel-River Water, Phase I Constitution/White Roundabout (non reimbursable from Pennies) Sidney Street Water (Service Repair/Replacement Only) Old India Hook Water District Pipe Upgrades ($300k/yr) Mt. Gallant -India Hook/Joslyn Park (cleans up mis-matched 8" & 12" pipe to 16" pipe) Cel-River Road Water & Sewer Relocations Eden Terrace Waterline Upgrade (Eden Terr - Myrtle Dr)

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

448,214 32,632 20,000 15,000 118,965 168,587 52,500 10,000 30,530 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

1,491,622 50,000 190,576 270,000 147,751.00 25,000 200,000 251,775 225,000 -

Eden Tr./I-77 x-ing Loop (Development Driven Project)

$

Red River Road Water Line Upgrade, Phase II (Cherry St to Waterford Pkwy) System betterments - upgrades to Pipe materials, Junctions, Services Etc… Church Road (24-Inch Waterline) – Sturgis Road to Neely Store Road (8,120 lf) Subtotal

$ $ $

Surplus or (cuts needed) Additional Water Projects Adnah Church Road Water line Extension ($2M-Developer/Demand driven project) - 160 to Rte 5 AMI Meters Dave Lyle Extension Water Tank Eastview Road Loop ($1.3M-Hwy 322 to Plantation Hills) (loops Eastview Oaks, York Prep Charter Sch) Hwy 5/ Mathis Road Loop (loops Eastview Oaks, York Prep Charter School) Lesslie Water Tank Loop ($2.5M-Developer/Demand driven project) Old India Hook Water District Pipe Upgrades ($300k/yr) Fence at Raw Water Intake Lot - Security Paint Waterline - Oakland Avenue Bridge over Dave Lyle Boulevard & Railroad Riverview Waterline Replacement Paint Waterline - Oakland Avenue Bridge over Dave Lyle Boulevard & Railroad WFP - VFD for HSPS#2 - Pump 6 Union Street Rail Crossing - Waterline to Bleachery WFP Upgrades: electrical upgrades, replacing chemical feed system, a ventilation system to handle off gassing of the fluoride tank, place a ladder on the fluoride ($150,000) WFP: Modification to Pre-Lime Silo to match system Wildcat which is a non clog system ($200,000) WFP: A caustic feed system (replace post lime addition) WFP: Placing actuators on the basin valves ($80,000) WFP: Upgrade Operator control room WFP: Variable speeds on the existing high service pump station (4&5) WFP: Enhanced Technology to meet future regulations (Possible UV, Membrane Tech.) Manchester Water Tank (estimated $4.4 million) Pennington Road Loop ($700K-Developer/Demand driven project) - SC Rte 160 to Chelsea Woods Sludge Handling Facility for Clarifier Sludge removal (estimated $4.25 million) Subtotal

-

$

-

-

$

$ $ $ $ $ $ $ $ $ $ $

-

-

$ $ $ $ $ $ $ $ $ $ $

$

-

$

-

$ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $

-

-

-

1,170,000 $ - $ - $ 145,000 $ - $ - $ 700,000 $ 325,000 $ - $

665,000 $ - $ - $ - $ - $ 340,000 $ - $ - $ 325,000 $

-

-

-

-

$ $

-

$ $ $

979,213 50,000 170,000 100,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

- $ 659,213 $ - $ $2,551,564 -

-

$ ? $ - $ 1,300,000 $ - $ - $ 300,000 $ - $ - $ - $ - $ - $ - $ $

$ - $ - $ - $ - $ - $ - $ - $ - $ 1,600,000 $

591,500 2,500,000 300,000 3,391,500

-

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

-

$ $

-

$ $ $

2,410,587 $ 10,000 $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,012,649 $ -

$ $ $ $ $ $

-

-

$ $ $ $ $ $ $ $ $

-

-

$ $

-

-

$ $ $

892,170 50,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

-

$ $ $

-

$ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $

-

$ $

-

$ $ $

1,009,955 50,000 376,200 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$

500,000 $

123,800 $

- $ 342,170 $ - $ $892,170

- $ 459,955 $ - $ $1,009,955

2017/18 2,000,000 4,400,000 300,000 6,700,000

$

-

$

2018/19

-

$

20

$ $ $ $ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $ $ $ $

$

-

$

-

$

$ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $

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

1,

$

2019/20

The Water fund has projects scheduled out until FY2024. Due to space constraints, the schedule above is only the first five years. More information can be found in the CIP on the City’s website. 180

20

$ $ $

-

-

- $ 1,387,938 $ - $ $3,152,938

$

2016/17

-

-

-

$

2015/16

?

77,351 $ - $ - $ - $ - $ 77,351 $

$

- $ 131,520 $ - $ $2,043,622

$

2014/15 $

-

2019/20

2018/19

402,351 $ - $ - $ - $ 400,000 $ 2,351 $

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017/18

-

-

$ $ $

2019/20 20 462,351 $ 547,604 $ 1,009,955 $

$ $ $

-

150,000 $ 150,000 $

$

- $ - $ - $ $1,201,214

2016/17 $ $ $

2017/18 2018/19 462,351 $ 462,351 $ 2,690,587 $ 429,819 $ 3,152,938 $ 892,170 $


Capital Improvement Plan– Non-routine Wastewater

10-Year Wastewater Project Plan: July 1, 2015-June 30, 2024 Operating Budget Projects Detail 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 202 $ 3,291,231 $ 3,291,231 $ 3,291,231 $ 3,291,231 $ 1,000,000 $ 1,000,000 $ 1, $ 745,960 $ 1,207,146 $ 1,565,343 $ 1,883,840 $ 1,019,198 $ 459,509 $ $ 4,037,191 $ 4,498,377 $ 4,856,574 $ 5,175,071 $ 2,019,198 $ 1,459,509 $ 1,

Sources Wastewater Fund Rate Funded (less debt service payments) Wastewater Fund Additional Operating Wastewater Fund Subtotal Wastewater Projects - Operating Budget In-house Projects (by Laddie Parrish) Manchester WWTP Generator Switchgear Replacement Harbor Inn Lift Station - New Control Panel, Installation and Demo of old equipment Royal Oaks Lift Station - Control Panel Replacement (1PH to 3PH Capacitor Panel to Change to VFD's & inc. Elec Svc costs) Upgrade Radio System FiberOptic & SCADA Upgrades for the Manchester Creek WWTF Upgrade SCADA Panels / Hardware $5,000.00 X 28 PLC Panels SCADA Programming for Control $4,000.00 X 28 PLC's 3- New Flow meters Installation Included - Thickeners RAS - WAS Dewatering Bldg. - Conveyor Panel Replacement, tie to Belt Press Controls & SCADA Belt Press Panels (1) & (2) - Upgrade and add Alarm points to SCADA; Dewatering Bldg. Sludge Wet Well High Alarm- SCADA #1 & #2 Primary Bldg. - Sludge Pumps 15HP Drive Panels Replacement #1 & #2 Final Bldg. - RAS Pump 1C/2C 25/75HP Drive Panel Replacement Manchester WWTP OH to UG Conversion

$ $ $ $ $ $ $ $ $ $ $ $ $ $

2014/15 544,178 214,480 80,000 75,000 27,698 75,000 40,000 32,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $

2015/16 154,000 35,000 28,000 35,000 6,500 17,500 32,000 -

2016/17 $ 1,326,231 $ $ $ $ $ $ 75,000 $ 60,000 $ $ $ $ $ 60,000 $ 1,131,231

$ $ $ $ $ $ $ $ $ $ $ $ $ $

Wastewater Treatment Plant Projects Bore for New Fiber - Manchester Creek WWTF North & South Thickener Bldg. - Able Pumps 7.5HP Drive Panels Replacement WWTP: Process Optimization Study Wastewater Plant 20 to 30 MGD Purchase Land at Red River Mobile Home Park

$ $ $ $ $ $

598,000 165,000 28,000 180,000 225,000 -

$ $ $ $ $ $

800,000 800,000

Extension Projects

$

-

$

Lift Station Projects

$

-

Miscellaneous Projects Water & Sewer Utility Rate ($35,000) and Capacity Fee ($25,000) Study - Sewer Budget $42,500 & Water Budget $17,500

$ $

Replacement & Relocation Projects Sanitary Sewer Infrastructure Condition Assessment (Wildcat Creek Force Main, Fewell, Beatty, Greenfield & 17-Acres S/D) Bleachery Outfall Project-Allen to Stewart/White PAC Feed gap Sidney St. Sewer (Service Repair/Replacement Only) Pickens/Pendleton Sewer Rehabilitation Celanese/Rosewood Outfall - Cleaned/Reclean - Evaluate & Possible Point Repair White Street Sewer Rehabilitation (Elizabeth to North Spruce) White Street Sewer Rehabilitation (Jones to Cummings) Manchester Outfall Replacement Phase II Manchester Outfall Replacement Phase III includes Tech Park Outfall up to Lake~2-3 Manaholes (Design+Start Construction) Cel-River Sewer Phase I Fewell Park Sewer Rehabilitation Old Town Outfall (Wilson to White) - Phase I Old Town Outfall (Wilson to White) - Phase II Constitution/White Roundabout Campco 2014-06-05 Est.- Betterment Upgrades India Hook/Glendale Sewer Rehabilitation Tech Park Outfall - Old 8-Inch Gravity Sewer Replacement Oakland Avenue Streetscape Project Shadowbrook Sewer Outfall (Ph II - Lower, Ph III - Upper) Greenfield Sewer Lining Sturgis Estates (Charles Lane) Sewer Rehabilitation Cherry Rd (Charlotte to Evergreen) Sewer Rehabilitation Catawba Terrace (McDow, Ellen, Bose) Sewer Rehabilitation Beaty Estates Sewer Lining Annafrel (White to Willowbrook) Sewer Rehabilitation Boyd Hill Outfall 17-Acre Subdivision Sewer Lining Aragon Mill Sewer Rehabilitations Lucas/Charlotte/YMCA Sewer Relocation Wildcat Creek Basin Sewer Line Replacements Dutchman Creek Basin Sewer Line Replacements Cherry Rd (Burton/Celanese) Sewer Outfall - LOW PRIORITY Mill Villages & Older Neighborhood Sewer Replacement/Rehabilitation System betterments - upgrades to Pipe materials, Junctions, Services Etc… Subtotal

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $ $ $ $ $

-

$ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $ $ $ $ $

-

$ $ $ $ $ $

-

$ $ $ $ $ $

-

$ $ $ $ $ $

-

$ $ $ $ $ $

-

$

-

$

-

$

-

$

-

$

$

-

$

-

$

-

$

-

$

-

$

42,500 $ 42,500 $

-

$ $

-

$ $

-

$ $

-

$ $

-

$ $

2,852,513 105,000 450,000 30,000 128,424 455,000 222,943 297,128 849,572 147,560 68,886 20,000 78,000 $4,037,191

Surplus or (cuts needed) $ Additional Sewer Projects Manchester Creek Outfall, Phase IV Wildcat Creek Force Main Repair/Replacement Rollingwood Sewer Shortfall Flow Equalization/Containment/Process Optimization Construction Old Town/Fountain Park Expanded (Black & Main) Subtotal

2014/15

$ 3,544,377 $ $ $ $ 25,000 $ 78,000 $ $ $ $ $ 2,433,864 $ $ $ $ $ 29,513 $ $ 675,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$ 3,530,343 $ $ $ $ $ $ $ $ $ $ $ $ 300,000 $ 350,000 $ 265,000 $ $ 175,000 $ $ - $ 600,000 - $ 150,000 - $ 100,000 - $ 150,000 - $ 475,000 - $ 425,000 - $ - $ - $ - $ - $ - $ - $ - $ - $ 50,000 303,000 $ 490,343 $4,498,377 $4,856,574

$

2015/16

$0 $0 $0 $0 $0 $0

$

2016/17

$0 $0 $0 $0 $0 $0

2017/18

2018/19

$ 5,175,071 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 475,000 $ $ $ $ $ 265,000 $ 250,000 $ 750,000 $ 150,000 $ 500,000 $ 150,000 $ 1,800,000 $ $ $ 26,231 $ 808,840 $5,175,071 $

2017/18

$0 $0 $0 $0 $0 $0

2019/20

$ 2,019,198 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,000,000 $ $ $ 1,019,198 $2,019,198 $

$ 1,459,509 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 501,231 $ 107,000 $ $ 851,278 $1,459,509

2018/19

$0 $0 $0 $0 $0 $0

$0 $0 $0 $23,500,000 $0 $23,500,000

The Wastewater fund has projects scheduled out until FY2024. Due to space constraints, the schedule above is only the first five years. More information can be found in the CIP on the City’s website.

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

202

181

$

2019/20

$ 1,7 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1, $1 $

202 $0 $0 $0 $0 $0 $0


Capital Improvement Plan– Non-routine Stormwater Stormwater Plans

Stormwater Master Plan Map– Top 20 Projects

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 Operating Plan. The Stormwater Master Plan focuses on larger issues and The Stormwater Operating Plan focuses on smaller, neighborhood issues. This fiscal year, City Council approved rate increases on both residential and commercial stormwater rates. The proceeds from the commercial stormwater rate increase were to be used for the Master Plan projects and the residential rate increase was to be used for the Operating Plan projects. Although these plans are constantly changing whenever new stormwater issues are found, they are crucial to our capital program development.

Stormwater Operating Plan Map

The Master Plan currently has identified over 110 major stormwater issues in the City. However, these Stormwater issues are very expensive and time consuming to fix. Therefore, the City will bond $6.1 million in Fiscal Year 2015 to begin work on the top twenty projects. Future plans are still being developed in order to continue working on the many large stormwater issues. 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 time allow, staff are dedicated to dealing with these Stormwater issues. City staff is dedicated to examining ways to deal with Stormwater issues.

182

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


Capital Improvement Plan– Annual/Routine Annual/Routine Replacement There are two groups of annual/routine capital items that the City proactively 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, Recreation, and Tourism complete detail sheets on their maintenance related items to ensure budget funds are available. Equipment/Vehicles 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. Future projections for vehicle costs are projected out with a 2% inflation factor. For Fiscal Year 2015, the City is replacing $499,045 worth of cash vehicles and a lease purchase deal of $5,655,000. The lease purchase deal includes: Type 2015 Chevrolet Tahoes with police package 2015 Ford Interceptors Pick-Up, Heavy Duty Crew Cab 4x4 with Towing and police package CNG powered Street Sweeper Bucket Truck with 40' boom, utility body, strobe lights and hot stick holders Heavy Duty Dump Truck with duel rear wheels, utility body and towing pkg Skid Steer- heavy duty with 6' cutter head Heavy Duty Backhoe with 4 wheel drive and four in one bucket Grappler Truck with Dump Body Residential Sanitation Rear Loader Truck with 28 yard body Front Loaders with 40 yard capacity with full eject feature Recycling Truck with 38 yard body packer Heavy Duty Utility body truck with 4 wheel drive and a crew cab Utility Truck 4x4 Utility Truck 4x2 2015 Tahoe- Fire 2015 Heavy Duty Truck with Storage Box Ladder Truck- 100' straight stick Ladder Truck- 100' platform 2015 Heavy Duty Truck with Towing Option 2015 Utility body HD Truck Dump Truck with automatic tarp systems and warning lights Line Camera Van with camera inspection system

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

Quantity 21 3 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 2 1

183


Capital Improvement Plan– Annual/Routine General Maintenance General maintenance mainly involves City owned properties. The following chart describes routine work over the next five years.

Maintenance Project Title

Interior Painting

Department

Total Project Cost over 5 years

Parks, Recreation & Tourism $

Playground and Fall Parks, Recreation & Surface Tourism $

184

Tennis Court Resurfacing

Parks, Recreation & Tourism $

Pool Repairs

Parks, Recreation & Tourism $

City Buildings Description Boyd Hill, Emmett Scott, Cherry Park, Fewell Park, Man- General maintenance and upkeep of buildings. The most recent chester Meadows, interior painting was at the 2006 grand opening of Manchester Northside Center, Meadows. Boyd Hill, Emmett Scott, Cherry Park, Fewell Park, ManRock Hill Tennis chester Meadows, Northside Center, Rock Hill Tennis Center, Hargett 360,000 Center, Hargett Park Park. Repair, replace or add playground units and fall surface at neighborhood parks and recreation centers. Proposed locations: 2015 -Spencer, Southland, Spencer Park; 2016 -- Southland Park; 2017 -- Oakwood Acres Park; Oakwood Acres, 2018 --Emmett Scott Center; 2019 -- Armory Park; Future -- until all Emmett Scott, Ar- playground units meet acceptable safety and accessibility (ADA) 300,000 mory standards. Rock Hill Tennis Resurfacing for safety and playability. Cyclical process. 2016 -- TenCenter, Fewell Park, nis Center Courts. 2018 -- Fewell Park and Confederate Park Courts 104,000 Confederate Park 2019 -- Tennis Center Courts 2015 - Emmett Scott -- Re-plastering of pool to meet SC DHEC health, safety and construction standards. Replacement of plumbing and pump system. Emmett Scott, 2016 -- Boyd Hill -- Re-plastering of pool to meet SC DHEC health, safety and construction standards. 105,000 Boyd Hill Average re-plastering lasts for 8 years.

Pedestrian Bridge Parks, Recreation & Replacement Tourism $

250,000

General Building Repairs

General Services

$

403,000

Air Conditioning Unit Repair/ Replacement

General Services

$

255,000

Roof Replacement/ Repair

General Services

$

185,000

Deck Maintenance

General Services

$

516,000

Cemetery Maintenance

General Services

$

185,000

Replace one (1) pedestrian bridge per year on the Northside/Tech Park Trails. This project is a safety and accessibility issue. The Northside and Tech Northside/Tech Park trails are links in the Carolina Thread Trail to Park Trails Downtown Rock Hill. General Replacement includes a variety of funding uses. The final two years of carpeting for City Hall are currently underway and budgeted at $115,000 in FY2015 and $100,000 in FY2016. The City is also planning on updating some lighting the Getty's Center in FY2015 for $13,000. Beginning in FY2017, the City is planning on a three year plan to repair walls and other infrastructure within City Hall. This is estimated to cost roughly $50,000 per year. Finally, the City will City Hall and Law upgrade our fire panel systems in City Hall at $15,000 and the Law Center Center for $10,000 in FY2017. A/C Replacement includes $10,000 for Emmett Scott in FY2015 and City Hall's East Wing Chiller in FY2016 for $130,000. $30,000 planned general maintenance is included for all City units in FY2017-FY2019 All City owned and a replacement of the A/C unit in the Computer Room at City Hall buildings for $25,000 in FY2017. Roof Replacement/Repair includes replacing the entire roof at Boyd Hill in FY2015 for $60,000 and planned replacement of the Police Department's Haggins station in FY2017 for $15,000 and the Police Department Warehouse in FY2018 for $30,000. Beginning in FY2017, All City owned $20,000 is earmarked every year for ongoing maintenance of roofs buildings through City owned facilities. Ongoing maintenance on the two City owned decks: Black St. and Fountain Park Place. The City is in a joint maintenance agreement Black St. Parking with Comporium for maintaining the Fountain Park Place Deck, Deck and Fountain therefore the City is only budgeting half of the total maintenance Park Place Deck cost. The Black St. deck is the sole responsibility of the City. The City owns three cemeteries: Laurelwood, Barber Memorial and Forest Hills. Money allocated the these facilities is used to maintain All City owned the facilities and deal with issues such as fencing. The funds are buildings spent based on the current needs of each facility.

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


Personnel Summary The approved Fiscal Year 2015 budget includes 20 new positions. Almost half of the new positions are in public safety. Seven new positions were added in Utilities and the remainder are spread throughout the organization. The City has worked efficiently with given staff in the past, but increased service needs have dictated that additional staff is needed. Even with the addition of 20 new positions, the City remains dedicated to providing Quality services with a growing population. This is demonstrated by the trend line representing the number of employees per 1,000 population in the chart below. Fiscal Year 2016 budget does not include any personnel changes.

1000

20

900

18

800

16

700

14

600

12

500

10

400

8

300

6

200

4

100

2

0

1995

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*

Total Employees

839

821

815

775

774

773

791

802

835

861

850

863

867

871

883

891

900

900

912

931

Employees per 1,000 population

18.8

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

New Public Safety Positions (9) 4 Police Officer I 2 Administrative Assistants in Police Senior Battalion Chief in Fire Clerk II for Court Administrative Assistant in the Solicitor’s Office

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

Employees per 1,000 population

Total Employees

Employment Efficiences

0

New Non-Public Safety Positions (10) Horticulturist I Recreation Specialist I (PT) Underground Utility Locator Electronic Service Technician III Environmental Lab Technician Utilities Engineer Project Management Supervisor Customer Service Clerk I Customer Service Clerk I Customer Service Clerk II

185


Personnel Summary Position Summary By Fund

FY2012/13

FY2013/14

FY2014/15

FY2015/16

Approved

Approved

Approved

Projected

General Fund

744

752

759

759

Stormwater Fund

14

14

14

14

Electric fund

71

75

90

90

Water Fund

33

33

30

30

Wastewater

38

38

38

38

Total Approved Positions

900

912

931

931

General Government

59

62

64

64

Office of Management & Budget

11

10

11

11

Human Resources

9

9

9

9

Housing & Neighborhood Services

19

19

19

19

Police

185

192

198

198

Fire

122

123

124

124

Planning & Development

34

34

34

34

Public Works

71

71

66

66

Finance

47

43

44

44

Parks, Recreation, and Tourism

148

150

152

152

Housing Authority

26

26

26

26

Economic and Urban Development

13

13

12

12

Stormwater Fund

14

14

14

14

Electric Fund

71

75

90

90

Water Fund

33

33

30

30

Wastewater Fund

38

38

38

38

Total Citywide

900

912

931

931

Fund

Departmental Overview

186

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

6 1 7

6 1 7

6 1 7

PT PT

6 1 7

1 1 1 3 1 1 1 1 10

1 1 1 2 1 1 1 2 10

1 1 1 2 1 2 1 2 11

FT FT FT FT FT FT FT FT

1 1 1 2 1 2 1 2 11

Position Status

FY2015/16 Projected

GENERAL FUND

9159 9169

GENERAL GOVERNMENT City Council Council Member (993) Mayor (994) Total City Council

4010 4004 1410 4001 4005 1413 1023 4006

Municipal Court Bailiff (8) City Recorder (33) Customer Service Technician (8) Ministerial Recorder (10) Court Administrator (23) Municipal Court Assistant (10) Office Assistant (8) Senior Ministerial Recorder (11) Total Municipal Court

1030 4007 4036 4008 1450

Solicitor’s Office Administrative Secretary (9) City Solicitor (23) Court & Training Advocate (11) Senior Solicitor (33) Administrative Assistant (13) Total Solicitor’s Office

1 2 1 1 0 5

1 2 1 1 0 5

0 2 1 1 2 6

FT FT FT FT FT

0 2 1 1 2 6

1312 1039 1038

Grants Accounting Clerk III (11) Grants Coordinator (21) Assistant to the City Manager (24) Grants Administrator/Planning Tech (10)

1 0 1 1

1 0 1 1

0 1 1 0

FT FT FT FT

0 1 1 0

0 0 0

0 2 0

1 1 1

FT PT FT

1 1 1

3

5

5

1 1 1 1 2 1 0 1 2 2 4 2 1 19

1 1 1 1 2 1 0 1 2 2 4 2 1 19

1 1 1 1 2 1 0 1 2 2 4 2 1 19

2001 2002 9879 6505

1012 1202 1203 6230 1204 2024 6205 6223 6224 6225 6226 6227 9019

Planning Technician II (13) Special Projects Intern (908) Construction Maintenance Supervisor (15) Total Grants Purchasing/Fleet Customer Service Clerk I (7) Warehouse Supervisor (13) Purchasing Specialist (10) Fleet Maintenance Superintendent (17) Senior Warehouse Clerk (8) Performance Manager (31) Radio Technician (14) Tire Technician (5) Preventive Maintenance Specialist (6) Service Technician I (10) Service Technician II (12) Lead Service Technician (14) Seasonal Crew Worker (5) Total Purchasing/Fleet

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

5

FT FT FT FT FT FT FT FT FT FT FT FT PT

1 1 1 1 2 1 0 1 2 2 4 2 1 19

187


Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2013/14 Approved

FY2014/15 Approved

Position Status

FY2015/16 Projected

2024 5325 6032 6202

Building Maintenance Performance Manager (31) Maintenance Specialist (15) Crew Worker II (6) Maintenance Mechanic II (10) Total Building Maintenance

1 1 1 1 4

1 1 0 2 4

1 1 0 2 4

FT FT FT FT

1 1 0 2 4

6020 6544

Cemetery Services Crew Leader (9) Crew Supervisor II (13) Total Cemetery Services

1 1 2

1 1 2

1 1 2

FT FT

1 1 2

6002 6020 6503

Custodial Services Custodial Worker II (5) Crew Leader (9) Crew Supervisor (12) Total Custodial Services

7 1 1 9

7 1 1 9

7 1 1 9

FT FT FT

7 1 1 9

1461

Airport Services Airport Administrator (23) Total Airport Services

0 0

1 1

1 1

FT

1 1

51 8 59

52 10 62

55 9 64

OFFICE OF MANAGEMENT & BUDGET Administration City Manager (992) Deputy City Manager (48) Executive Assistant (16) Executive Secretary (11) Administrative Assistant (13) Clerk II (5) Senior Programmer/Analyst (21) Project Manager (25) Sr. Teleproduction Admin (20) Total Administration

1 1 1 1 0 1 1 1 1 8

1 1 1 1 0 1 1 0 1 7

1 1 1 0 1 1 2 0 1 8

FT FT FT FT FT FT FT FT FT

1 1 1 0 1 1 2 0 1 8

Airport Services Airport Administrator (23) Total Airport Services

1 1

0 0

0 0

FT

0 0

1

1

1

FT

1

0 1 2

1 1 3

1 1 3

FT FT

1 1 3

10 1 11

9 1 10

11 0 11

GENERAL GOVERNMENT TOTAL Full Time Part Time

9149 1439 1037 1032 1450 1011 1506 2022 1458

1461

1464 2022 1038

Budget Office Office of Management & Budget Director (39) Project Manager (25) Assistant to the City Manager (24) Total Budget Office OFFICE OF MANAGEMENT & BUDGET Full Time Part Time

188

FY2012/13 Approved

55 9 64

11 0 11

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Personnel Summary Positions Detail By Fund And Department FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

HUMAN RESOURCES Administration Performance Manager (31) Human Resources Director (39) Executive Secretary (11) Senior Projects Intern (11) Executive Secretary (11) Total Administration

1 1 1 2 0 5

1 1 1 2 0 5

1 1 1 0 1 4

FT FT FT PT FT

1 1 1 0 1 4

Personnel Office Services Specialist (7) Personnel Analyst (19) Personnel Technician (10) Accounting Clerk II (11) Performance Manager (31) Total Personnel

1 1 1 0 1 4

1 1 1 0 1 4

1 1 1 1 1 5

FT FT FT FT FT

1 1 1 1 1 5

7 2 9

7 2 9

9 0 9

1 1 2

1 1 2

0 0 0

FT FT

0 0 0

1 1

1 1

1 1

FT FT

1 1

3 5

3 5

3 5

FT

3 5

0 0 1 1 1 1 1 1 6

0 0 1 1 1 1 1 1 6

1 1 1 1 1 1 1 1 8

FT FT FT FT FT FT FT PT

1 1 1 1 1 1 1 1 8

1

1

1

FT

1

3 1 1 6

3 1 1 6

3 1 1 6

FT FT FT

3 1 1 6

10 9 19

10 9 19

18 1 19

Job Number

2024 2127 1032 9889 1032

1110 2121 2103 1312 2024

Description (Pay Grade)

HUMAN RESOURCES TOTAL Full Time Part Time

4061 2001

4060 4057 1462

4061 2001 1415 2010 2024 2027 2307 9884

1449 6504 6517 3006

HOUSING & NEIGHBORHOOD SERVICES Administration Housing & Neigh Services Director (33) Planning Technician II (13) Total Neighborhood Empowerment Neighborhood Empowerment Neigh. Empowerment Supervisor (25) Neighborhood Redevelopment Coordinator (16) Project Specialist (13) Total Neighborhood Empowerment Neighborhood Development Performance Manager II (33) Planning Technician II (13) Development Assistant (13) Planner I (16) Performance Manager (31) Rehab Specialist (15) Development Coordinator (17) Special Projects Intern (908) Total Neighborhood Development Neighborhood Inspections Neigh. Environ. Inspections Supervisor (14) Environmental Inspector (8) Environmental Inspector II (10) Project Specialist (13) Total Neighborhood Inspections HOUSING & NEIGHBORHOOD SERVICES Full Time Part Time

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

Position Status

FY2015/16 Projected

9 0 9

18 1 19

189


Personnel Summary FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

Position Status

FY2015/16 Projected

1 1 4 1 42 36 18 12 3 0 14 10 5 1 1 2 1 1 1 4 3 1 1 1

1 1 4 1 46 35 17 13 4 2 14 10 6 1 1 2 1 1 1 4 4 0 1 1

1 1 4 1 49 35 17 14 4 2 14 10 6 1 1 2 1 1 1 4 4 0 1 1

FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT

1 1 4 1 49 35 17 14 4 2 14 10 6 1 1 2 1 1 1 4 4 0 1 1

Parking/Customer Service Officer (5) Telecommunications Operator I (7) Telecommunications Operator II (9) Telecommunications Operator III (11) Telecommunications Div. Supervisor (14)

1 7 7 4 1

1 7 7 4 1

1 7 7 4 1

PT FT FT FT FT

1 7 7 4 1

Records Clerk (6) Administrative Assistant (13)

1 0

1 0

1 2

FT FT

1 2

184 1 185

191 1 192

197 1 198

FIRE Fire Administration Customer Service Clerk II (9) Logistics Officer (118) Fire Chief (34/134) Total Fire Administration

1 1 1 3

1 1 1 3

1 1 1 3

FT FT FT

1 1 1 3

Fire Fighting/Suppression Firefighter I (109) Firefighter II (110) Driver-Engineer (112) Fire Captain (118) Battalion Chief (123) Battalion Chief II (124) Sr. Battalion Chief (125) Total Fire Fighting/Suppression

30 30 24 24 2 3 0 113

30 30 24 24 1 4 0 113

30 30 24 24 1 3 2 114

FT FT FT FT FT FT FT

30 30 24 24 1 3 2 114

Job Number 4050 1032 1030 4035 4040 4041 4044 4054 4047 4049 4043 4071 4072 1011 1022 1310 1311 1410 1504 4011 4012 4040 4071 4073 4075 2104 2105 2106 4031 1019 1450

Description (Pay Grade)

POLICE Police Chief (39) Executive Secretary (11) Administrative Secretary (9) Law Enforcement Victim Advocate (11) Police Officer I (11) Police Officer II (12) Police Sergeant/Detective (18) Police Lieutenant (20) Police Captain (24) Police Major (28) Master Police Officer (14) Master Police Officer II (15) Senior Police Officer (17) Clerk II (5) Secretary (8) Accounting Clerk I (7) Accounting Clerk II (9) Customer Service Technician (8) Systems Operator (9) Correctional Officer (9) Correctional Officer II (10) Master Correctional Officer (11) Criminalist (17) Accredi ta ti on Ma na ger/Gra nts Ma na ger (15)

POLICE TOTAL Full Time Part Time

1412 4126 4133

4101 4102 4103 4104 4131 4135 4136

190

197 1 198

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Personnel Summary Positions Detail By Fund And Department FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

Position Status

FY2015/16 Projected

0 2 1 1 1 1

1 2 1 1 1 1

1 2 1 1 2 0

FT FT FT FT FT FT

1 2 1 1 2 0

6

7

7

7

122 0 122

123 0 123

124 0 124

124 0 124

PLANNING AND DEVELOPMENT Administration & Customer Service Development Services Director (39) Administrative Secretary (9) City Engineer I (27) CIS Technician II (10) Permit Center Manager (21) Development Assistant (13) Building Plans Examiner (17) Executive Secretary (11) Total Administration & Customer Service

1 1 1 2 1 1 1 1 9

1 1 1 2 1 1 1 1 9

1 1 1 2 1 1 1 1 9

FT FT FT FT FT FT FT FT

1 1 1 2 1 1 1 1 9

2303 2304 2308 2310

Building Inspections Building Inspector I (13) Building Inspector II (16) Building Plans Examiner (17) Building Official (24) Total Building Inspections

1 4 1 1 7

1 4 1 1 7

0 4 1 1 6

FT FT FT FT

0 4 1 1 6

2001 2002 2011 2016 2017 2303

Zoning Planning Technician I (10) Planning Technician II (13) Senior Planner (25) Planner II (21) Planner III (23) Inspector I (11) Total Zoning

1 1 1 2 1 1 7

1 1 1 2 1 1 7

1 1 1 2 1 1 7

FT FT FT FT FT FT

1 1 1 2 1 1 7

2030 2001 2011 2016 2017

Planning Planning Services Manager (36) Planning Technician I (10) Senior Planner (25) Planner II (21) Planner III (23) Total Planning

1 1 1 1 1 5

1 1 1 1 1 5

1 1 1 1 1 5

FT FT FT FT FT

1 1 1 1 1 5

Infrastructure Engineering Technician III (15) City Engineer II (29) City Engineer III (32) Building Inspector II (16)

3 1 0 0

3 1 0 0

3 0 1 1

FT FT FT FT

3 0 1 1

Job Number 4120 4121 4122 4123 4131 4124

Description (Pay Grade)

Fire Prevention/Investigation Fire Inspector I (10) Fire Inspector II (12) Fire Inspector III (13) Fire Prevention-Captain (17) Battalion Chief (123) Fire Prevention Supervisor/Fire Marshall (19) Total Fire Prevention & Investigation FIRE TOTAL Full Time Part Time

2033 1030 3012 3016 2040 1415 2308 1032

3004 3021 3022 2304

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

191


Personnel Summary Positions Detail By Fund And Department FY2012/13 Approved 1 1 6

FY2013/14 Approved 1 1 6

FY2014/15 Approved 1 1 7

32 2 34

32 2 34

34 0 34

PUBLIC WORKS Administration Customer Service Technician (8) Crew Supervisor (12) Public Works Director (38) Construction Maintenance Supervisor (15) Total Administration

1 0 1 1

1 0 1 1

0 1 1 0

3

3

2

Street Maintenance Crew Worker I (5) Crew Worker II (6) Equipment Operator III (9) Maintenance Mechanic II (10) Maintenance Mechanic III (11) Crew Supervisor (12) Construction Maintenance Supervisor (15)

1 7 1 1 1 1 1

1 7 1 1 2 1 1

1 7 1 1 2 1 1

FT FT FT FT FT FT FT

1 7 1 1 2 1 1

1

1

0

FT

0

14

15

14

Job Number 3024 3004

Description (Pay Grade)

Engineering Technician I (10) Engineering Technician III (15) Total Infrastructure PLANNING AND DEVELOPMENT TOTAL Full Time Part Time

1410 6503 6530 6505

6010 6011 6103 6202 6203 6503 6505 6525

Cons tructi on Ma i ntena nce Superi ntendent (21)

Total Street Maintenance

192

Position Status FT FT

FY2015/16 Projected 1 1 7

34 0 34

FT FT FT FT

0 1 1 0 2

14

6011 6020 6106 6107 6501

Residential Waste Crew Worker II (6) Crew Leader (9) Refuse Truck Operator II (9) Refuse Truck Operator III (11) Sanitation Supervisor (14) Total Residential Waste

1 0 3 4 1 9

1 0 3 4 1 9

0 1 3 4 1 9

FT FT FT FT FT

0 1 3 4 1 9

6107 6202 6501

Commercial Waste Refuse Truck Operator III (11) Maintenance Mechanic II (10) Sanitation Supervisor (14) Total Commercial Waste

5 1 1 7

5 1 1 7

5 1 1 7

FT FT FT

5 1 1 7

6010 6020 6105 6106 6523 2037 6504 9029 9019

Curbside Trash Crew Worker I (5) Crew Leader (9) Refuse Truck Operator I (7) Refuse Truck Operator II (9) Sanitation Superintendent (14) Project Manager (25) Environmental Inspector (8) Seasonal Crew Leader (9) Seasonal Crew Worker (5) Total Curbside Trash

5 1 3 5 1 0 1 0 1 17

5 1 3 5 1 0 1 1 1 18

3 2 3 5 0 1 1 1 1 17

FT FT FT FT FT FT FT PT PT

3 2 3 5 0 1 1 1 1 17

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Personnel Summary Positions Detail By Fund And Department FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

5 1 1 1 1 1 10

5 1 0 1 0 1 8

5 1 0 0 0 1 7

FT FT FT FT PT PT

5 1 0 0 0 1 7

1 2 4 1 1 1 1 11

1 2 4 1 1 1 1 11

0 2 4 1 1 1 1 10

FT FT FT FT FT FT FT

0 2 4 1 1 1 1 10

68 3 71

68 3 71

63 3 66

FINANCE Administration Special Projects Intern (908) Secretary (8) Finance Director/Municipal Clerk (39) Performance Manager (31) Total Administration

1 1 1 1 4

1 1 1 1 4

1 1 1 1 4

PT FT FT FT

1 1 1 1 4

1304 1308 2029 1311 1312 1313 9869

Accounting Accountant I (16) Controller (31) Performance Manager II (33) Accounting Clerk II (9) Accounting Clerk III (11) Accountant III (21) Special Intern (905) Total Accounting

1 1 0 1 1 2 1 7

1 1 0 1 1 2 1 7

1 0 1 1 1 2 1 7

FT FT FT FT FT FT PT

1 0 1 1 1 2 1 7

1410 1412 1422 2013 1316 1012

Customer Services Customer Service Technician (8) Customer Service Clerk II (9) Billing Services Coordinator (12) Business Analyst (21) Central Collections Coordinator (20) Clerk III (7) Total Customer Services

1 6 1 0 0 0 8

1 2 1 0 0 0 4

1 2 0 1 1 1 6

FT FT FT FT FT FT

1 2 0 1 1 1 6

1033 5310 1316 1410 1411 1412 9859

Central Collections Central Collections Specialist (12) Customer Service Supervisor (16) Central Collections Coordinator (20) Customer Service Technician (8) Customer Service Clerk I (7) Customer Service Clerk II (9) Intern (903) Total Central Collections

1 0 1 1 2 2 1 8

1 0 1 1 2 2 1 8

0 1 0 2 2 2 0 7

FT FT FT FT FT FT FT

0 1 0 2 2 2 0 7

Job Number 6106 6107 6203 6501 9029 9869

3024 6010 6011 6020 6101 6103 6503

Description (Pay Grade)

Recycling/Beautification Refuse Truck Operator II (9) Refuse Truck Operator III (11) Maintenance Mechanic III (11) Sanitation Supervisor (14) Seasonal Crew Leader (9) Special Intern (905) Total Recycling/Beautification Construction Engineering Tech I (10) Crew Worker I (5) Crew Worker II (6) Crew Leader (9) Equipment Operator I (6) Equipment Operator III (9) Crew Supervisor (12) Total Construction PUBLIC WORKS TOTAL Full Time Part Time

9879 1022 1320 2024

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

Position Status

FY2015/16 Projected

63 3 66

193


Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2013/14 Approved

FY2014/15 Approved

Position Status

FY2015/16 Projected

1447 1421 1422 1448 1411

Account Management Recovery Specialist (13) Meter Reader Coordinator (10) Billing Services Coordinator (12) Recovery Service Technician (9) Customer Service Clerk I (7) Total Account Management

1 1 0 1 0 3

1 1 0 1 0 3

1 0 1 1 1 4

FT FT FT FT FT

1 0 1 1 1 4

1012 1410 1419 1420 1422

Billing & Metering Services Clerk III (7) Customer Service Technician (8) Meter Reader I (6) Meter Reader II (8) Billing Services Coordinator (12) Billing/Customer Service Supervisor (20)

1 1 4 3 1 1

1 1 4 3 1 1

0 1 4 3 1 1

FT FT FT FT FT FT

0 1 4 3 1 1

Recovery Service Technician (9) Senior Administrative Assistant (14) Intern (903) Total Billing & Metering Services

1 1 1 14

1 1 1 14

1 1 1 13

FT FT PT

1 1 1 14

Risk Management Risk Manager/Safety Supervisor (18) Clerk II (5) Insurance & Safety Specialist (12) Total Risk Management

1 1 1 3

1 1 1 3

1 1 1 3

FT FT FT

1 1 1 3

42 5 47

38 5 43

41 3 44

1 1 1 1 1 1 1 4 1

1 1 1 1 1 1 1 2 1

1 1 1 2 1 0 1 2 1

FT FT FT FT FT FT FT FT FT

1 1 1 2 1 0 1 2 1

1 2 2 1 1 2 1 33 2 1 0 2 60

1 2 2 1 1 4 1 33 2 1 1 2 61

1 1 3 1 1 3 2 33 2 1 1 2 61

FT FT FT FT FT FT FT PT PT PT FT PT

1 1 3 1 1 3 2 33 2 1 1 2 61

1431 1448 1446 9859

1425 1011 1035

FINANCE TOTAL Full Time Part Time

1312 1037 5305 1032 6022 1023 3006 5302 5315 2029 5306 5310 2022 5304 5309 5314 9339 9379 9389 5311 9885

194

FY2012/13 Approved

PARKS, RECREATION & TOURISM Tourism Accounting Clerk III (11) Executive Assistant (16) Center Supervisor III (17) Executive Secretary (11) Horticulturist II (11) Office Assistant (8) Park Supervisor I (13) Park Supervisor II (16) Parks, Recreation & Tourism Director (34) Performance Manager (31) Program Coordinator I (9) Program Supervisor (14) Project Manager (25) Center Supervisor II (14) Recreation Coordinator I (10) Recreation Coordinator II (12) Recreation Leader I (3) Recreation Programmer I (7) Recreation Programmer II (12) Recreation Superintendent (20) Senior Projects Intern (11) Total Tourism

41 3 44

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Personnel Summary Positions Detail By Fund And Department Job Number 5303 5304 5302 5309 9339 9379 9379 9389 9539 5311 5333

1314 6020 6010 6011 6521 6021 6022 6201 6202 6204 5302 5310 3006 5306 3006 9339 9369 9539 5311 9029 9019

Description (Pay Grade)

Recreation Center Supervisor I (13) Center Supervisor II (14) Park Supervisor II (16) Recreation Coordinator I (10) Recreation Leader I (3) Recreation Programmer I (7) Recreation Programmer I (7) Recreation Programmer II (12) Recreation Specialist III (904) Recreation Superintendent (20) Special Populations Supervisor (10) Total Recreation Parks Cashier I (5) Crew Leader (9) Crew Worker I (5) Crew Worker II (6) Grounds Maintenance Superintendent (18) Horticulturist I (9) Horticulturist II (11) Maintenance Mechanic I (7) Maintenance Mechanic II (10) Maintenance Mechanic IV (12) Park Supervisor II (16) Program Supervisor (14) Project Specialist (13) Recreation Coordinator I (10) Park Supervisor I (13) Recreation Leader I (3) Recreation Leader III (7) Recreation Specialist III (904) Project Manager (25) Seasonal Crew Leader (9) Seasonal Crew Worker (5) Total Parks

PARKS, RECREATION AND TOURISM TOTAL Full Time Part Time

4401 4406 4409 4413 4419 4434

HOUSING AUTHORITY Housing Authority Director (36) Housing Inspector (16) Occupancy Specialist I (7) Applications Coordinator (6) Clerk Stenographer (5) Crew Worker I (5)

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

1 3 0 1 6 2 0 1 9 1 2 26

1 3 1 1 6 2 0 1 9 0 2 26

1 3 1 1 6 1 1 1 9 0 2 26

FT FT FT FT PT FT PT PT PT FT FT

1 3 1 1 6 1 1 1 9 0 2 26

1 3 9 3 1

1 3 9 4 1

1 3 9 4 1

FT FT FT FT FT

1 3 9 4 1

5 4 1 1 1 1 1 1 1 1 12 1 11 1 1 2 62

5 4 1 1 1 1 1 1 1 1 12 1 11 1 1 2 63

6 4 1 1 1 1 1 1 1 1 12 1 12 1 1 2 65

FT FT FT FT FT FT FT FT FT FT PT PT PT FT PT PT

6 4 1 1 1 1 1 1 1 1 12 1 12 1 1 2 65

64 84 148

66 84 150

68 84 152

1 1 4 1 2 3

1 1 4 1 2 3

1 1 4 1 2 3

Position Status

FY2015/16 Projected

68 84 152

FT FT FT FT FT FT

1 1 4 1 2 3

195


Personnel Summary Positions Detail By Fund And Department FY2012/13 Approved 2 5 2 1 1 3

FY2013/14 Approved 2 5 2 1 1 3

FY2014/15 Approved 2 5 2 1 1 3

22 4 26

22 4 26

22 4 26

ECONOMIC & URBAN DEVELOPMENT Administration Economic & Urban Develop. Director (39)

1

1

1

FT

1

2014

Office Assistant (8) Planner (16) Economic Development Coordinator (22)

1 1 1

1 1 1

1 1 1

FT FT FT

1 1 1

2022 2024 5314 1455

Project Manager (25) Performance Manager (31) Program Coordinator (9) Graphic Designer (11)

5 2 1 1

5 2 1 1

5 1 1 1

FT FT FT FT

5 1 1 1

12 1 13

12 1 13

12 0 12

12 0 12

654 105 759

654 105 759

Job Number 4435 4437 6503 6508 9019 9359

Description (Pay Grade) Crew Worker II (6) Maintenance Mechanic (10) Crew Supervisor (12) Maintenance Superintendent I (16) Seasonal Crew Worker (5) Recreation Leader III (7)

HOUSING AUTHORITY TOTAL Full Time Part Time

2012 9869 2010

ECONOMIC & URBAN DEVELOPMENT TOTAL Full Time Part Time

FULL TIME PART TIME

GENERAL FUND TOTAL 624 630 120 122 744 752

Position Status FT FT FT FT PT PT

FY2015/16 Projected 2 5 2 1 1 3

22 4 26

ENTERPRISE FUNDS STORMWATER FUND 3002 3003 3009 6010 6011 6101 6122 6103 3022 6523

Engineering Technician I (10) Engineering Technician II (11) Staff Professional Engineer (21) Crew Worker I (5) Crew Worker II (6) Equipment Operator I (6) Equipment Operator II (7) Equipment Operator III (9) City Engineer III (32) Sanitation Superintendent (21) STORMWATER TOTAL Full Time Part Time

196

1 1 0 2 1 1 2 4 1 1

1 1 0 2 1 1 2 4 1 1

1 1 0 2 1 1 2 4 1 1

14 0 14

14 0 14

14 0 14

FT FT FT FT FT FT FT FT FT FT

1 1 0 2 1 1 2 4 1 1

14 0 14

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

Position Status

FY2015/16 Projected

ELECTRIC FUND 1460 6531 6533 9010

Administration Key Accounts Manager (21) Public Utilities Director (42) Public Services Administrator (43) Operations Supervisor (17) Total Administration

1 1 1 1 4

0 1 0 1 2

0 2 0 0 2

FT FT FT PT

0 2 0 0 2

1023 6405 1032 1439 1412

Operations Administration Office Assistant (8) Utilities Services Coordinator (8) Executive Secretary (11) Deputy City Manager (48) Customer Service Clerk II (9) Total Operations Administration

1 1 1 1 1 5

1 1 1 1 1 5

1 1 1 1 2 6

FT FT FT FT FT

1 1 1 1 2 6

1510 1511 1512 3003 3004 9881 6350 6415 1515 1507 2001 3020 2024 3018

Information Technology Information Technology Technician (13) Information Technology Engineer (20) Information Technology Engineer II (24) Engineering Technician II (11) Engineering Technician III (15) Special Projects Intern (908) Maintenance Technician (7) Electronic Service Technician II (14) Chief Information Officer (42) Information Systems Supervisor (31) Planning Technician (10) GIS Program Analyst II (19) Performance Manager (31) GIS Manager (27) Total Information Technology

1 3 6 1 1 1 0 0 1 1 1 1 1 1 19

0 2 8 1 0 1 0 0 1 1 1 1 2 1 19

1 1 9 1 0 1 0 0 1 1 0 1 2 1 19

FT FT FT FT FT PT FT FT FT FT FT FT FT FT

1 1 9 1 0 1 0 0 1 1 0 1 2 1 19

0 0 0 0 0 0 0 0

4 1 1 1 0 0 0 0

4 1 1 1 1 1 2 1

FT FT FT FT FT FT FT FT

4 1 1 1 1 1 2 1

Engineering Tech I (10) Engineering Technician II (11) Engineering Technician III (15) Total General Services

0 0 0 0

0 0 0 7

1 1 1 15

FT FT FT

1 1 1 15

3006

Hometown Security Project Specialist (13) Total Hometown Security

1 1

0 0

0 0

FT

0 0

3003 6423 6424 6506

Electric Services Engineering Technician II (11) Lineworker III (15) Lineworker IV (17) Electric Line Crew Supervisor (22) Total Electric Services

1 13 5 1 20

1 13 5 1 20

0 12 5 1 18

FT FT FT FT

0 12 5 1 18

1412 3006 6533 1460 2016 2024 2025 6525 3024 3003 3004

General Services Customer Service Clerk II (9) Project Specialist (13) Public Services Administrator (43) Key Accounts Manager (21) Planner II (21) Performance Manager (31) Project Manager (25) Cons tructi on Ma i ntena nce Superi ntendent (21)

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

197


Personnel Summary Positions Detail By Fund And Department Job Number 2024 3003 3004 3008 6423 1443

6411 6415 6516 6329 6331 6506

1412 6551 3004

6411 6415 6418 6516 6329 6331 2026 1411 1412 6551 6423 6202

Description (Pay Grade)

Electric Engineering Electric Operations Manager (31) Engineering Technician II (11) Engineering Technician III (15) Engineering Technician IV (17) Lineworker III (15) City Forester (16) Total Electric Engineering Electric Traffic Signals Electronic Service Technician I (13) Electronic Service Technician II (14) Electronic Service Technician Supervisor (18) Maintenance Technician I (7) Maintenance Technician III (11) Electric Line Crew Supervisor (22) Total Electric Traffic Signals Dispatch/SCADA Customer Service Clerk II (9) Maintenance Superintendent (16) Engineering Technician III (15) Total Dispatch/SCADA Power & Communication Services Electronic Service Technician I (13) Electronic Service Technician II (14) Electronic Service Technician III (16) Electronic Service Technician Supervisor (18) Maintenance Technician I (7) Maintenance Technician III (11) Project Manager- Electric (25) Customer Service Clerk I (7) Customer Service Clerk II (9) Maintenance Superintendent (16) Lineworker III (15) Maintenance Mechanic II (10) Total Power & Communication Services ELECTRIC FUND TOTAL Full Time Part Time

FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

1 2 0 1 1 1 5

1 2 0 1 1 1 5

1 0 1 1 2 1 6

FT FT FT FT FT FT

1 0 1 1 2 1 6

2 5 2

2 5 2

0 0 0

FT FT FT

0 0 0

2 2 1 14

2 2 1 14

0 0 0 0

FT FT FT

0 0 0 0

1 1 1 3

1 1 1 3

0 0 0 0

FT FT FT

0 0 0 0

0 0 0 0

0 0 0 0

4 5 1 2

FT FT FT FT

4 5 1 2

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

2 2 1 1 1 3 1 1 24

FT FT FT FT FT FT FT FT

2 2 1 1 1 3 1 1 24

68 3 71

72 3 75

89 1 90

2 1 0 3

2 1 0 3

1 0 1 2

Position Status

FY2015/16 Projected

89 1 90

WATER FUND 3022 6508 9010

198

Engineering City Engineer III (32) Maintenance Superintendent I (16) Operations Supervisor (17) Total Engineering

FT FT PT

1 0 1 2

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

Position Status

FY2015/16 Projected

6103 6201 6202 6503 6508 6512 6331 6231

Water Distribution Equipment Operator III (9) Maintenance Mechanic I (7) Maintenance Mechanic II (10) Crew Supervisor (12) Maintenance Superintendent I (16) Maintenance Superintendent II (18) Maintenance Technician III (11) Operations Superintendent (25) Total Water Distribution

3 3 10 3 1 0 0 0 20

3 3 10 3 1 0 0 0 20

3 3 8 3 0 1 1 1 20

FT FT FT FT FT FT FT FT

3 3 8 3 0 1 1 1 20

6311 6312 6360 6331 6333 6334 6514

Water Treatment Plant Water Plant Operator II (14) Water Plant Operator III (15) Maintenance Technician II (10) Maintenance Technician III (11) Environmental Lab Technician II (11) Environmental Lab Technician III (13) Water/Wastewater Superintendent (23) Total Water Treatment Plant

3 2 1 1 1 1 1 10

3 2 1 1 1 1 1 10

3 2 0 0 1 1 1 8

FT FT FT FT FT FT FT

3 2 0 0 1 1 1 8

33 0 33

33 0 33

29 1 30

WATER FUND TOTAL Full Time Part Time

29 1 30

WASTEWATER FUND 3003 6103 6201 6202 6329 6503 6508 6512

Wastewater System Engineering Technician II (11) Equipment Operator III (9) Maintenance Mechanic I (7) Maintenance Mechanic II (10) Maintenance Technician I (7) Crew Supervisor (12) Maintenance Superintendent I (16) Maintenance Superintendent II (18) Total Wastewater System

1 2 3 5 1 3 1 0 16

1 2 3 5 1 3 1 0 16

0 2 3 6 0 3 0 1 15

FT FT FT FT PT FT FT FT

0 2 3 6 0 3 0 1 15

6231 1508 6320 6312 6330 6411 6503 6508 9879 3022 6332

Wastewater Treatment Plant Operations Superintendent (25) Operations Supervisor (17) Wastewater Plant Operator II (14) Wastewater Plant Operator III (15) Maintenance Technician II (10) Electronic Service Technician I (13) Crew Supervisor (12) Maintenance Superintendent I (16) Special Projects Intern (908) City Engineer III (32) Environmental Lab Tech III (10) Total Wastewater Treatment Plant

1 1 3 1 3 1 1 2 1 0 0 14

1 1 3 1 3 1 1 2 1 0 0 14

0 1 3 1 0 0 0 0 1 1 1 8

FT FT FT FT FT FT FT FT PT FT FT

0 1 3 1 0 0 0 0 1 1 1 8

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

199


Personnel Summary Positions Detail By Fund And Department Job Number

6335 6430

Description (Pay Grade)

Industrial Pretreatment Industrial Pretreatment Field Technician (9) Environmental Education Specialist II (13) Total Industrial Pretreatment

FY2012/13 Approved

FY2013/14 Approved

FY2014/15 Approved

Position Status

FY2015/16 Projected

3

3

2

FT

2

0

0

1

FT

1

3

3

3

3

6334 6507

Environmental Lab Environmental Lab Technician III (13) Environmental Lab Supervisor (16) Total Environmental Lab

2 1 3

2 1 3

2 1 3

FT FT

2 1 3

6329 6330 6250 6503 6508

Lift Stations Maintenance Technician I (7) Maintenance Technician II (10) Maintenance Technician III (11) Crew Supervisor (12) Maintenance Superintendent I (16) Total Lift Stations

0 0 2 0 0 2

0 0 2 0 0 2

1 4 2 1 1 9

PT FT FT FT FT

1 4 2 1 1 9

36 2 38

36 2 38

36 2 38

36 2 38

168

168

WASTEWATER FUND TOTAL Full Time Part Time

ENTERPRISE FUNDS TOTAL FULL TIME PART TIME

FULL TIME PART TIME

200

151

155

5

5

4

4

156

160

172

172

CITYWIDE TOTAL 775 785 125 127 900 912

822 109 931

822 109 931

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Budget Ordinance

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

201


Budget Ordinance

202

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Budget Ordinance

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

203


Budget Ordinance

204

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Budget Ordinance

City of Rock Hill, South Carolina窶認iscal Year 2015/2016

205


Budget Ordinance

206

City of Rock Hill, South Carolina窶認iscal Year 2015/2016


Appendix GLOSSARY OF TERMS Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity. Accounts Payable: A liability account reflecting amounts on open account owing to private persons or organizations 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 reflecting amounts owing to open accounts from private persons or organizations for goods and services furnished by a government. Accrual Basis of Accounting: A basis of accounting in which transactions (debts and credits) are recognized at the time they are incurred, as opposed to when cash is received or spent. Activity: A specific and distinguishable line of work performed by one or more organizational component of a government for the purpose of accomplishing a function for which the government is responsible (i.e. The Police Department is an activity within the public safety function). Adoption: Formal action by the City Council that sets the spending limits for the fiscal year. Ad Valorem: Latin for “value of”. Refers to the tax assessed against real (land and buildings) and personal (equipment and furniture) property. Allocation: The portion of an appropriation which is designated for expenditure by specific organization units and/or for specific purposes. Amortization: Repayment of principal over the course of time for a loan. Annual Operating Budget: The City’s plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary controlling document for most of the City’s spending, financing, and/or acquisition activities. Appropriation: The legal authorization granted by a legislative body (the City Council) to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in both amount and time. Appropriation 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 Valuation: The estimated value placed on real and personal property by the chief appraiser of the appraisal district as the basis for levying property taxes. All appraisal activity is the responsibility of The York County Assessor's Office. Audit: A methodical examination of the use of resources. It concludes in a written report of its findings, and it is a test of management's accounting system to determine the extent to which internal accounting 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, liabilities, and equities of an entity at a specified date in conformity with GAAP. Bond: A written 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 operation which incorporates an estimate 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 preparation and adoption of the budget. City of Rock Hill, South Carolina—Fiscal Year 2015/2016 207


Appendix Budget Message: A general discussion of the proposed budget presented in writing 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 limitations of available appropriations and available revenues. Capital Improvement Program (CIP): A plan for purchasing, leasing, and/or constructing 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 estimated 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: Construction, purchase or major renovation 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 Accounting: A basis of accounting under which revenues are recognized when cash is received and expenditures incurred when cash is paid. Certificates of Participation (COPS): A financing instrument by which certificates or securities 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 statistical description 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 consideration exchanged for property or services. Costs may be incurred even before money is paid; that is, as soon as liability is incurred. Ultimately, however, money or other consideration must be given in exchange. Current Assets: Those assets which are available or can be made readily available from current operations or to pay current liabilities. 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 Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. Current Taxes: Taxes levied and due within one year. Debt: An obligation resulting 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 permitted. The State of South Carolina forbids cities from incurring debt in excess of 8% of the total assessed valuation 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 portion due on debt maturing in the up-coming year. The city’s debt service requirement may also include required annual contributions to sinking funds set up to accumulate monies for the retirement of term bonds. Delinquent Taxes: Taxes that remain unpaid on and after the date they are due and which include a penalty for nonpayment. Department: A major administrative unit of the City which manages an operation or group of related operations within a functional area.

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Appendix Depreciation: The decrease in value of physical assets due to use and the passage of time. Division: A sub-unit of a Department having responsibility for a specific function within the Department. Encumbrance: Commitments related to unperformed contracts for goods or services. Encumbrances represent the estimated amount of expenditures ultimately to result if the unperformed contracts are completed. Encumbrances are used for budgetary purposes only and are not expenditures under generally accepted accounting principles (GAAP). Enterprise Fund: A fund established to account for operations: (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 continuing basis; or (b) where the governing body has decided that periodic determination 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 utilities. Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. Exempt: Personnel not eligible to receive overtime pay and who are expected to put in whatever hours are necessary to complete their job assignments. Compensatory time off, as partial compensation for overtime hours worked, may be allowed by the respective 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 operating budget applies and at the end of which a government determines its financial position and the results of its operations. 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 continue 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 positions calculated on the basis that one FTE equates to 2080 hours a year. Full Accrual Basis of Accounting: The method of accounting where revenues are recognized when earned, expenditures are recognized when incurred and fixed assets are depreciated over their estimated useful life. All enterprise and internal service funds are accounted for using this method of accounting. Fund: An fiscal and accounting entity that has self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Balance: The difference between governmental fund assets and liabilities, also referred to as fund equity. GASB 34: Statement number 34 issued by GASB. A new reporting model that will require government financial statements to be written in a format similar to private business. Generally Accepted Accounting Principles (GAAP): A body of accounting and financial reporting standards set by the Governmental Accounting Standards Board (GASB) for state and local governments. General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. City of Rock Hill, South Carolina—Fiscal Year 2015/2016

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Appendix General Ledger: A book, file or other device which contains the accounts needed to reflect the financial position and the results of operations of an entity. In double entry bookkeeping, the debits and credits in the general ledger are equal; therefore, the debit balances equal the credit balances. General Obligation (GO) Bonds: When the City pledges its full-faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (G.O.) bonds. Sometimes the term is used to refer to bonds which are repaid from taxes and other general revenue. Goal: A statement of broad direction, purpose or intent on the needs of the community. A goal is general and timeless. Governmental Accounting Standards Board (GASB): The authoritative accounting and financial reporting standardsetting body for government entities. Governmental Funds: Those funds through which more governmental functions typically are financed. The acquisition, use and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Grant: A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee. Infiltration & Inflow (I&I): A situation 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, entitlements, shared revenues or payments in lieu of taxes. Insurance Service Office (ISO): Provides ratings 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 activities. 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 Operation (M&O) Costs: The day-to-day operating and maintenance cost of a municipality including such things as personnel, gas, electric utility bills, telephone expense, reproduction costs, postage, and vehicle maintenance. Mill: A tax rate based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of property valuation. Modified Accrual Accounting: A basis of accounting in which expenditures are accrued but revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are "measurable" and available. It is recommended as the standard for most governmental funds. Nephelometric Turbidity Units (NTU): The scientific unit of measure for fine particles in water. Net Assets: Total assets minus total liabilities.

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Appendix Non-Exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. Objectives: A desired outcome that is measurable and that can be achieved within a specific time frame. Operating Budget: A financial plan for the City’s general operations, such as salaries, utilities and supplies. Operating 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 legislative 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 constitutional 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 resolution is that the latter requires less formality and has a lower legal status. Ordinarily, the City’s statutes or charter will specify or imply those legislative actions which must be by ordinance and those which may be by resolution. Performance Budget: A budget format that includes (1) performance goals and objects and (2) demand, workload, efficiency, and effectiveness measures for each governmental program. Performance Indicators: Statistical information which denotes the demands for services within a department/ division. Performance Measurement: A method of evaluation that uses measurable performance of activities to determine achievement of goals. Personnel Services: The costs associated with compensating employees for their labor. Program: An organized set of related work activities 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 valuation and the tax rate applied. Proposed Budget: The budget as formulated and proposed by the budget-making authority (the City Manager). It is submitted to the legislative 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 portion of the fund balance. This may be done for various reasons. The most common are to indicate that a portion of the fund balance is not available for general expenditures or the amount has been legally segregated for specific future use. Resolution: A special or temporary order of a legislative body (the City Council). This action requires less legal formality than an ordinance. Resources: Total monies available for appropriation purposes to include revenues, fund balances, transfers, and other financing services (e.g. bond proceeds). Restricted Assets: Monies or other resources whose use is restricted by legal or contractual requirements. In governmental accounting, special treatment is given to restricted assets arising out of revenue bond indentures in enterprise funds.

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Appendix Retained Earnings: An equity account reflecting the accumulated earnings of an enterprise or internal service fund. For budgeting purposes, the working capital definition of fund balance is used. Revenue: Income received or anticipated 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 jurisdiction, 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 obligation debt limit set by the State. The City’s revenue bonds are repayable from utility user charges. Rock Hill-Fort Mill Area Transportation Study (RFATS): A transportation planning area in the northeast section of York County. Rock Hill Economic Development Commission (RHEDC): The purpose of which is to transition the community from dependence on the textile industry to more diverse economic opportunities. Services: The costs related to services performed for the City by individuals, business, or utilities. 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 obligation of five years or less duration, such as short term loans or lease/purchase agreements for equipment purchases. Sinking Fund: A group of accounts established to account for the accumulation 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 properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. 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 Acquisition (SCADA): A technology of automatic radio transmissions of data from a remote source to a receiving station 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 operations. Supplemental Appropriation: An additional appropriation made by the legislative body (the City Council) after the budget year has begun. 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 com-

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Appendix mon benefit, such as police and fire services, planning, parks and recreation, etc. This term does not include specific charges such as special assessments or user charges. Unencumbered Balance: The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future use. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service (e.g. fees paid for periodic refuse pick-up). Working Capital: An amount calculated by subtracting current liabilities from current assets. An indicator of the liquidity of an entity.

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Appendix GLOSSARY OF ACRONYMS

ADA: Americans with Disabilities Act

GIS: Geographic Information System

BS: Balance Sheet

ICMA: International City/County Management Association

CA: Current Assets

I & I: Infiltration and inflow

CAFR: Comprehensive Annual Financial Report

ISO: Insurance Service Office

CALEA: Communications Assistance for Law Enforcement Act KV: kilovolt CL: Current Liabilities

KVA: Kilovolt-ampere

CIP: Capital Improvement Program

M & O: Maintenance and Operation Costs

CDBG: Community Development Block Grant

MGD: Millions Gallons per Day

COPS: Certificates of Participation

NE: Neighborhood Empowerment program

CPI: Consumer Price Index

NPDES: National Pollutant Discharge Elimination System

DCC: Development Coordinating Center

NTU: Nephelometric Turbidity Units

DHEC: (South Carolina) Department of Health and Environ- OSHA: Occupational Safety and Health Administration mental Control PARD: (South Carolina) Parks and Recreation Department DOA: (South Carolina) Department of Aviation PMPA: Piedmont Municipal Power Agency DS: Debt Service PO: Purchase Order DSR: Debt Service Reserve RE: Retained Earnings EPA: Environmental Protection Agency RFATS: Rock Hill-Fort Mill Area Transportation Study FAA: Federal Aviation Administration RHEDC: Rock Hill Economic Development Commission FBO: Fixed Base Operator SANE: Sexual Assault Nurse Examiner program FEMA: Federal Emergency Management Agency SCADA: Supervisory Control and Data Acquisition FY: Fiscal Year SCLGIP: South Carolina Local Government Investment Pool F.T.E.: Full Time Equivalent WWTP: Wastewater Treatment Plant GAAP: Generally Accepted Accounting Principles GASB: Governmental Accounting Standards Board GFOA: Government Finance Officers Association GO: General Obligation Bonds

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Appendix 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.

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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 first reading.

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Appendix 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. For each major unpredictable revenue source, the City will identify those aspects of the revenue source

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Appendix 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.

FP 7: Operational Reporting City staff will provide to the City Council a report on the operating results of the City

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Appendix 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 by program regulations.

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Appendix 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 reestimates 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. The City plans long- and short-term debt issuance to finance its capital program based on its cash flow

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Appendix 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 generalpurpose 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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Appendix 1. 2. 3. 4. 5. 6. 7. 8. 9.

The market is familiar with the issuer; The issuer is a stable and regular borrower in the public market; There is an active secondary market with a broad investor base for the City’s bonds; The issue has a non-enhanced credit rating of A or above or can obtain a credit enhancement prior to the competitive sale; The debt structure is backed by the issuer’s full faith and credit or a strong, known or historically performing revenue stream; The issue is neither too large to be easily absorbed by the market nor too small to attract investors without a concerted sale effort; The issue does not include complex or innovative features or require explanation as to the bonds’ security; 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 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. 2. 3.

4. 5.

6.

7.

Insure fairness by using a competitive underwriter selection process through a request for proposals where multiple proposals are considered; Remain actively involved in each step of the negotiation and sale processes to uphold the public trust; 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; Require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue; 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; 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 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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Appendix 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 reve-

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Appendix nue 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. 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.

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Appendix 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. 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.

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Appendix 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. 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

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Appendix FP 14: Economic Development Incentive Policy The City of Rock Hill will provide economic development incentives with the goals of targeting economic and geographic sectors; promoting business retention and recruitment; encouraging job creation; increasing property tax revenue; and improving blight, economically distressed areas, and environmental conditions. In general it will be the policy of the City to maintain a fund, replenish the fund, and provide financial incentives programs in accordance with the strategic goals of the City. Financial Incentive Programs: Growth Management Incentives Façade Grants Job Creation Land Acquisition Environmental Testing and/or Cleanup Gap Financing Infrastructure extensions Other Business Incentives at the discretion of the City Council Guidelines for Limits to Incentives: Growth Management incentives: as approved by City Council in the Growth Management Incentive Policy Façade Grants: to specific geographic areas Infrastructure: in general, to a 5 year payback from Utility revenues Fund Establishment and Replenishment: The Economic Development Incentive Fund was established from the land sale proceeds of City property in the Dave Lyle/Manchester area. The following revenue sources are identified 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 discretion of Council Performance Monitoring: The effectiveness of the overall economic development incentive fund and each project funded shall be measured and reported annually to ensure that the overall goals of the program are met.

FP 15: Written Procedures Related to the Issuance of Tax-Exempt Bonds Post-issuance tax compliance begins with the debt issuance process itself and provides for a continuing focus on investments of bond proceeds and use of bond-financed property. It requires identifying existing policies, the responsible people, the applicable procedures, and the affected population. I.

Procedures

The City Manager or the Chief Financial Officer (the “City Representative”) 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 information in the future.

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Appendix The City Representative 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 Representative will be ultimately responsible. II.

Issuance

The City Representative 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 after closing. III.

Recordkeeping

The City Representative will: Establish plan for keeping relevant books and records as to investment and expenditure of bond proceeds. Keep accurate records including: - Basic records relating to the bond transactions (including the bond ordinances, closing certificates, and bond counsel opinion); - Documentation evidencing expenditure of bond proceeds; - Documentation evidencing use of bond-financed property by public and private sources (i.e., copies of management contracts use agreements); - Documentation evidencing all sources of payment or security for the bonds; and - Documentation pertaining to any investment of bond proceeds (including the purchase and sale of securities, SLGS subscriptions, yield calculations for each class of investments, actual investment income received from the investment of proceeds, guaranteed investment contracts, and rebate calculations). 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 satisfied, 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 after the final redemption date of the bonds. IV.

Arbitrage

The City Representative will: Engage services of an arbitrage/rebate consultant for assistance in compliance with arbitrage related issues. Monitor compliance with “temporary period expectations” for expenditure of bond proceeds, typically three years for new money bonds, and provide for yield restriction of investments or “yield reduction payments” if expectations are not satisfied. 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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Appendix Consult with the City’s bond counsel prior to the creation 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 transactions (e.g., bond insurance, letter of credit) or hedging transactions (e.g., interest rate swap, cap). Consult with the City’s bond counsel and arbitrage consultant to identify situations in which compliance with applicable yield restrictions depends upon later investments, (e.g., purchase of 0% SLGS from U.S. Treasury), and monitor implementation. Work with the City’s arbitrage consultant to arrange for timely computation of rebate liability and, if rebate is payable, for timely 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 Facilities

The City Representative will: Create and maintain records of which proceeds of bond issues were used to finance which facilities. These records shall track refunding or partial refunding of any bond issues. Accurately record the allocation of bond proceeds to expenditures, including reimbursements. These records will be used for arbitrage purposes. Record the allocation of bond proceeds and funds from other sources in connection 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 facilities to ensure the amount of private use of bond financed facilities. Private use of bond-financed facilities shall be reviewed once a year (in connection with the preparation of annual financial statements). If a change in private use occurs, bond counsel will be consulted to determine of remedial action is necessary. Review with bond counsel prior to the sale or lease of a bond-financed facility, or the granting of a license or management contract, or any other arrangement allowing private use of a bond financed facility. VI.

Reissuance

The City Representative will: Consult with bond counsel to identify any post-issuance change to the terms of bonds which could be treated as a current refunding of “old” bonds by “new” bonds, often referred to as a “reissuance.” Consult with bond counsel to determine whether any “remedial action” in connection with a “change of use” must be treated as a “reissuance.”

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FY2014/2015 Approved Budget

Monitor Rock Hill’s financial and strategic plan progress by visiting the City’s Financial and Performance Dashboards located on the City’s transparency webpage at: cityofrockhill/transparency.

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